Archive for category: Collaboration

Stimulating Conversation: How to Get People Talking (Jeffer London)

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Changes happen better when people can talk about them. Stimulating Conversation is easy. But it takes practice. This session helps you examine your own conversations, test out ways to converse, and get feedback to enhance your style. You may very well become a better conversationalist, but our real goal is for you to help other people to enter into conversation – conversations about change, about working together and about your shared future. By getting other people talking, you will find the secret to Stimulating Conversation.

Get ready to:

  • Rethink the questions you ask. – Be more present for those around you.
  • Find more meaning in your exchanges.
  • Jump into this conversation and find insights, stories and tips from others who see the value in getting people talking.
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Theory U as a change catalyzer (Barbara Zuber)

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Experience Theory U by Otto Scharmer, MIT as a tool in an interactive setting to deeply understand its implications and collect ideas how you can implement it into your own work. Why Theory U? It implies Co-Initiating, Co-Sensing and Co-creation. It provides a sound orientation in change processes as it shows you where you are in your own process and what could be the next meaningful step. It helps you to generate solutions  from different perspectives, get in touch with your Future potential and activate the courage to prototype.

In our approach „ Facilitating Change“ we are using Theory U by Otto Scharmer as a change guideline. We combine it with the art of facilitation to deal with complexity and change dynamics.

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Trusting the Power of YOU! (Minna Taylor)

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This workshop will focus on developing authentic leadership skills through the distillation and experiential activation of core brand values and personal value propositions. We will explore tools and techniques for understanding and implementing leadership skills. We will seek to ultimately transform the personal perception of power, the fear associated with holding power, the fear around assertion of power, and responsible tactics for execution of power.

This experiential training aligns to the theme of building trust in power, through techniques and strategies for empowering emerging leaders to more effectively and authentically engage with organizations and communities to lead, make clear and focused decisions, and execute with confidence. The objective of this workshop is to help participants define their personal brand, explore and shatter limiting beliefs, & optimize their communication strategy to execute within teams, organization, and communities with confidence.

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Smart Leadership & Collaboration – Activate your Brain Skills (Ute Franzen-Waschke)

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Elevating leadership capacity and creating a strong foundation of leaders across entire organizations through Conversational Intelligence® by activating your brain skills.

In this interactive workshop you will gain insights in

  • what Conversational Intelligence® is
  • how Conversational Intelligence® can help to improve the quality of your conversations and with that elevate trust levels leading to more innovation, better relationships and healthier corporate cultures
  • how to upgrade your leadership skills by learning how to apply the latest findings in neuroscience to nurture a healthy and more productive work environment.

Bring your organisation’s pain points and you will leave with new insights on how to ease the pain.

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Leadership Transformation Through Activism (Simone Sloan)

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Activism is driven by excellence and innovation. It is a sustained organizational effort driven by passion and inclusion of a diverse group. The objective of this workshop is to explore activism through improvisation and experiential exercises. Tools will be introduced as building blocks to explore.   Using improvisation through play, participants will explore self-expression, interpersonal relationships, and stress management as methods to empower their activism. Participants will use their emotional intelligence IQ to tap into their ability to empathize through active listening, understand their gradient to social responsibility, impulse control, and being flexible. Utilizing these emotional intelligence skills to gain the courage to become the activist for positive corporate change.

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How neurosciences can contribute to leadership: some new insights and tools (Vincent De Waele)

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Over the past 20 years, neurosciences have substantially increased our knowledge of the human brain. A new approach developed by a group of scientists led by Jacques Fradin have developed a framework and related tools to help us in our understanding as well as optimization of human, relational and organizational behavior.

The workshop will start with a framework explaining the role of 4 decision centers of our brain and how they interact in a multifunctional way. Then we will see how this framework can help in 3 fields:

  • Individual change: our personality, our belief system, our profound motivations as drivers for change –
  • Group change: Spotting various personalities in a group, detecting limiting believes, dominant and submissive positions of people in the group and how to put the group in an open and creative mind by using the adaptative decision center (as opposed to the routine decision center).
  • Relations and communications in the group from a neurosciences perspective.
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Social Architecture (Luc Galoppin)

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“Tapping into Social Architecture – Unlocking the Power of Community to Enable Change” Today’s digital economy has changed the way we think and how we work. As command and control declines in its power to deliver the full benefits of organizational performance and change, collaboration through communities is emerging as the shortest path toward productivity. This unlocks new avenues to explore how to drive change and organizational transformation by tapping into these powerful networks of collaboration and community. In this session we will explore: How to rewire your change efforts using existing communities within your organization How to build relationships and help people move from being consumers to producers of change How to find balance between hierarchy and community by making conscious use of the white spaces between the boxes of your organizational chart to support transformation

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Developing Collaborative Competence. A needed skill for successful change. (Douglas Gilbert)

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Organisational change does not take place in a vacuum. The social systems surrounding an organisation seeking to change interact in ways that form a reality of social interaction which can help, hinder, or even stop change. Developing awareness and ability to explicitly manage social systems intertwined with a change effort requires a shift in paradigm from a rational to an interpretative perspective. A shift to an interpretive perspective paradigm rests on three key principles:

  • life world that persons and real world are inextricably intertwined through lived experiences;
  • social construction that knowledge of reality is results from communication and interaction with others;
  • and understanding drives behavior and people act according to their understanding of the world.

The workshop will explore what is involved in such a paradigm shift and how change management efforts must be adapted to develop organisational ability or “collaborative competence”. The concept of collaborative competence represents a collection of knowledge, skills, and abilities needed to manage the shared understanding of an organisation or the organization’s reality. A key to both change management and collaboration is that very ability to manage shared understanding or reality of an organization.

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Lego-Together – How to Lead Change With Others (Rich Batchelor)

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Let your fingers do the talking! This Lego® Serious Play® activity, will encourage participants to think beyond their own world of change, extend their own change role and see how they depend on others to successfully deliver change. Tables will work together to build the best change team they can, using a range of unique and different Lego® bricks whilst also getting the opportunity to understand the power of collaboration, co-operation and change agent networks to deliver change.

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So, You Think You Can’t Paint? Ha! (Jouke Kruijer)

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Dealing with volatility and uncertainty is rapidly becoming the number one challenge of corporate life. We live in a world where all things are intricately related. One thing here may have a huge effect there.The more complex the system the more likely the outcome is surprising and hidden from our rational understanding. The increasing disruptive changes we witness, result from a built up tension in the system that is waiting to be released. To my experience this process resembles the creation of works of art. As an artist and consultant I offer non-linear experiences in the workplace to develop organizational capacity to disrupt or deal with disruption. I believe this is becoming one of the most important 21th centrury skills. Participants are invited to experience complexity and develop disruptive competences in this surprising, creative and artistic activity.

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