Leadership for Collective Intelligence

Transcription

1 Leadership for Collective Intelligence 2014 TRANSFORMATIVE LEADERSHIP DEVELOPMENT PROGRAM 2014

2 Leadership for Collective Intelligence Leadership is about the expression of true character and creativity - particularly under pressure. The external uncertainty, volatility and institutional failures we see on many hands, and the internal tendency to work in fragmented and polarized ways to address this, clearly point to the need for a new level of courage, self awareness and self- leadership. At the same time the age of the individual leader is over. It is no longer possible for one individual to manage all the complexity and intensity of modern institutions. Power has decayed- it is held collectively and socially. Individuals and institutions who fail to see this will be left behind. The LCI is the result of two decades of research and deep development of a method for helping people access what is at the core of themselves and their organizations. It evokes a new level of personal effectiveness but more helps position leaders to understand their systems and then catalyze dramatic new levels if innovation and collaboration. It shows you how to produce breakthrough results by coming to new levels of insight in yourself. Organizational Benefits Leadership for Collective Intelligence is a transformational learning experience. It equips leaders with tools, techniques and practices that will enable them to think and act systemically, and build powerful teams that deliver: Unique solutions to complex, ambiguous problems. Transformative innovation across the whole value chain. Platforms of engagement that lead to cohesive action. Viral change across the system by activating shared intention. Shifts at scale, whether in strategic thinking or cultural change. High-quality dialogue across the ecosystem of stakeholders in multicultural, cross-generational contexts. Business-wide results that go beyond the pursuit of targets or competition between departments. Increased levels of energy, commitment and alignment. 2

3 Leadership Outcomes Leadership for Collective Intelligence is for individuals who are ready to take their leadership to the next level. We intend that participants will: Understand and build alignment around the potential in a leadership situation to co-create the new. Know their true orientation and inspire others to contribute their best by their genuine example. Create safe environments containers where people can talk and think together across organizational boundaries. Navigate and deepen their emotional maturity and transform dysfunctional patterns. Become aware of taken-for-granted ways of thinking and operating, creating space for new insights to emerge. Catalyze creative thinking, innovation and wider perspectivetaking among the people they lead. Inspire coordinated action, rooted in common purpose and shared commitment. Be able to conceive, operationalize and facilitate transformational design. 3

4 A Generative Learning Community Leadership for Collective Intelligence is more than just an educational program; it is a gateway into a global community of practitioners. These are leaders who are awakening to and operating from a new paradigm, and who are mutually cultivating the highest standards of leadership. Participants over the past two decades have come from a rich variety of backgrounds, countries, cultures, sectors and industries to expand their potential and transform the ways they think and act. They come from the private sector and the public sector; they are rising leaders or senior players seeking transformation in their careers. The LCI is unique in gathering very different leaders to develop a common and deep understanding of themselves and of what it takes to produce a generative core of leadership and change. This understanding transfers across alumni. People from different programs find themselves networked and connected in a common understanding that is immediately supportive and powerful. The ongoing graduate community serves as an ongoing source of action research and theory development, a place to share best practices and tools and a context for ongoing professional development. 4

5 Learning Activities The program will include a variety of reinforcing learning methodologies and practices, including: Working on a live, complex organizational problem, including a field visit, with other participants, providing a practical and immediate opportunity to apply new skills and methods. Coaching conversations at regular intervals with members of the core faculty and staff, to further the participants learning and the development of skills. An offline world of practice including video reflection, role playing, skill-building, dialogue, personal transformation, and theory-testing with a group of about thirty people and core faculty. A real-world component where participants actively engage their own organizations through practical interim assignments. Here they will have an opportunity to apply their new knowledge, set up experiments and bring the results back to the group. Opportunities for cross-organizational learning where participants may choose to undertake joint projects with other companies, share resources, and find other ways to develop a critical mass for learning. Study groups where participants from a single institution meet periodically either by teleconference or face-to-face in order to deepen their competencies. Personal reflection including journaling, meditation, exercise, assignments and readings. Creation of internal partnerships where there are opportunities for others within the participant s organization (such as people to whom participants report, for whom they are responsible, and with whom they interact) to participate in this work and deepen and extend the learning process. 5

6 Faculty Peri Chickering Peri is a Director at dialogos. She has a diverse range of skills and experience, including executive leadership, coaching, teaching, training and program development, and administration. For several decades much of her time was spent in the third sector, engaging in NGO startups and development. As a professional mountaineer, wilderness guide, and experiential educator, she used both the outdoors and the indoors as classrooms, and traveled to many parts of the world creating and running wilderness-based leadership experiences for individuals and groups. Peri worked in the former Soviet Union and several Eastern Bloc countries during the years of transition out of the Cold War as well as in South Africa through the final years of apartheid. Part of this work included bringing the first group of Soviet youth into South Africa and the first trilateral exchange between Soviets, Hungarians and Americans in the United States. As an outgrowth of these pursuits, she went on to raise the funds, train and develop local staff, and start new leadership schools in several countries including Brazil, Bulgaria, and South Africa. After years of traveling the globe, Peri s career took a more local route, serving as the Executive Director of Thorne Ecological Institute and then as an associate professor in the Master of Nonprofit Management program at Regis University. As part of her work at Regis she coordinated the Colorado Trust Fellowship, an initiative focused on building leadership throughout the nonprofit sector of Colorado. In addition, she created several new classes including a service-oriented field experience bringing graduate students to South Africa. Currently, Peri s work is primarily focused in the private and government sectors as a consultant, coach, and leadership educator. Peri holds a Master s Degree in Human Development and a Ph.D. in Human and Organizational Systems from the Fielding Institute. 6

7 Faculty Leslie Skip Griffin, Jr. As a Director at dialogos, Skip Griffin has worked as an executive coach, faculty for Leadership for Collective Intelligence, designer/presenter of Art of Thinking Together Courses and consultant. Skip specializes in transformational coaching for senior leaders, helping them to understand such issues as the ways multiple parts of their life (mental, spiritual, physical, emotional, etc.) affect job performance and satisfaction; ways to develop effective strategies for issue resolution; how to think of and build teams and real systems change. He has worked successfully with senior executives in diverse business, government, healthcare, and educational organizations, helping them achieve both personal fulfillment and outstanding business results. For 15 years, Skip was the director of community relations and public affairs at the Boston Globe newspaper, where he engaged senior executives and other management in an ongoing reflection and redesign process to understand the ways to use highquality public outreach as a way of increasing brand loyalty and market share. Skip served as Associate Dean of Student Affairs and Director of the African-American Institute at Northeastern University in Boston. Working with the President and faculty, he was able to engage key stakeholders in the co-creation of a learning process that resulted in the design and building of a network of referral sources and menu of programs that produced significant improvement in minority student performance and retention. From he served as a member of the Federal Receivership team at South Boston High School helping to implement court-ordered busing and integration. He helped to design and implement innovative approaches to reducing violence, building an inclusive community and improving learning. Skip holds a B.A. in Government from Harvard College and a Masters of Education in Organizational and Social Policy from the Harvard Graduate School of Education. 7

8 Faculty William Isaacs William Isaacs is Founder and CEO of dialogos, a consulting and leadership development firm based in Cambridge, MA and a Senior Lecturer at the Sloan School of Management. He is a leading authority on collective leadership, dialogue, and the design and implementation of organizational learning. His book, Dialogue and the Art of Thinking Together (Doubleday), has been translated into seven languages, including Swedish, Chinese, and German. It was featured in Fast Company as a guide to the secret of good informal conversation, and has been acclaimed by a variety of reviewers as the definitive guide to profound change through speaking and listening. Change Management Monitor, a publication of reviews of management books, included Dialogue and the Art of Thinking Together in its list of the twelve most significant business books. For the past 20 years Dr. Isaacs has consulted to senior leaders of prominent organizations around the world, assisting them in creating visionary transitions and maturing the collective leadership of their systems. His work focuses on producing generative change that can engage large numbers of people, leading to learning at scale. Some recent clients include Hoffmann-La Roche, the World Bank, International Finance Corporation, BP, the Institute for Liberty and Democracy, and Lockheed Martin Aeronautics Joint Strike Fighter Program. Dr. Isaacs received an A.B. in policy studies from Dartmouth College, an M.Sc. in political philosophy from the London School of Economics, and an M.Phil. and D. Phil from Oxford University in organizational behavior, social theory, and applied social psychology. He lives with his family in the Boston area. 8

9 Faculty Sarah Rozenthuler Sarah is a Senior Consultant at dialogos, after joining in She has extensive consulting experience and has worked with a diverse range of international clients for more than a decade. She designs and delivers leadership interventions, coaches business leaders and their teams, and facilitates multiple stakeholder dialogues. Her first book, Life-Changing Conversations, was published in the US, UK and Australia (Watkins, 2012). As a Chartered Psychologist, Sarah launched her career working for SHL, the leading global consultancy in psychometrics. To broaden her experience, she spent four years earning her living as a street circus performer, juggling fire in the fiestas of Spain. Sarah followed this by working for several years as a consultant psychologist in large organizations including the Cabinet Office of the UK Civil Service. Sarah has been on the faculty for the Leadership for Collective Intelligence program since She has coached senior leaders from organizations such as BP, IFC and the US Forest Service. Sarah has recently led a series of interventions to develop collective leadership among senior leaders at the World Bank, working across the US and Asia. Her work has been featured in a wide range of publications including the Huffington Post, the Financial Times, and BBC Online. 9

10 Leadership for Collective Intelligence March, USA June, Southern Europe Sept, Southern Europe Nov, USA Fees Tuition $25,000 Travel, accommodations, and expenses additional Further Information Please contact Marianne Williams