BCD 2012 Workshops
List of workshops at the Berlin Change Days 2012
Keynote: The changing ecosystems of organizations
by Holger Nauheimer, Germany
Since the beginning of the first technological revolution, and throughout the 20th century there was only one prevailing and generally accepted concept of organization, which was a consequence of the evolving economies of scale: Organizations were places where people checked in in the morning and checked out after 12, 10, later 8 hours. During that time, they had to get certain work done which was delegated to them by a cast of people who were called managers. Organizations had physical and ideological borders, and organigrams were invented to describe them. People always knew where was INSIDE and where was OUTSIDE.
We all know this has changed fundamentally but we still base most of our work processes on this old paradigm. Managers still use old type of control mechanisms to make sure work gets done, and Organizational Development consultants fiercely try to stick to the closed ecosystem metaphor because all the theories and tools that were developed over the last 40 years intend to optimize processes WITHIN an organization. What if all this does not hold true anymore in a world in which organizational borders don't exist?
We cling to mental models of organization because without those model we would need to fundamentally change the way we work. Holger will challenge those belief systems. What if we worked differently?
Sprache / Language: English
Facilitator: Holger Nauheimer
Land / Country: Germany
Persönliches Profil / Professional Profile: Holger Nauheimeris known as a key innovator in the Change Management field and the author of the Change Management Toolbook. He has 25 years of professional experience as a consultant, trainer and coach for private business, the public sector and non-governmental organizations, and he has worked in more than 60 countries of Europe, North, Central and South America, Africa and Asia. Holger helps organizations to remove barriers for effective collaboration. While building global communities of practice for many years, he has realized that many organizations are actually facing the dilemma that their distributed project teams need to learn how to work together without necessarily meeting physically. That is why he put a lot of effort in developing his virtual facilitation and training skills.
Holger is Director at Radical Inclusion, a company that helps companies to introduce new ways of working.
Jump! in Business; Profound Corporate Change Through Selfempowerment
by Ineke Hurkmans, The Netherlands
Jump! is a method of selfempowerment, which is used in corporate context through working with small groups on issues concerning corporate change. Every participant uses their personal wish and ability to make a change count for the total; by taking responsibility for a personal goal, they contribute to the whole of the organization. It is a new way of helping organizations to make a profound change, by using personal empowerment as a foundation.
The JumpMethod is simple, empowering and very effective. JumpFacilitators are not 'training', but merely guiding the group through a simple script of seven steps, where participants take their own next step in regards to an issue of change for the organization. This is a new and selfempowering tool where from working with al licence facilitators and companies can use the method. It is relevant to all kinds of teams in organizations because it helps people to share their next step without falling into the pitfall of giving (un-wanted) advice.
Worldwide thousands of people have participated in a Jump! and it is available in Dutch and English.
Sprache / Language: English
Facilitator: Ineke Hurkmans
Land / Country: Netherlands
Persönliches Profil / Professional Profile: The founder of Jump! is Ineke Hurkmans, a 49 year old consultant who works in the area of organizational change. Her main field of interest and expertise is to create large group -self organizing processes that help to align mission and behavior in the workplace. She works as an entrepreneur for over 10 years. She guides long term change processes in a way that is very new and different.
Read more at http://www.jumpmovement.com/en/
Deep Democracy
by Caspar Fröhlich, Switzerland
Der Workshop hat das Ziel, den Ansatz 'Deep Democracy' darzustellen und aufzuzeigen, wie diese Philosophie im Rahmen von Change Management Projekten Anwendung finden kann. Der Ablauf des Workshopes besteht in einem kurzen Input-Referat und einer Gruppenübung in der man durch die klassichen Phasen eine (prozessorientierten) Gruppenprozesses durchgeht. Abschliessend findet ein gemeinsames Debriefing statt.
Deep Democracy ist ein Ansatz bei dem explizit um die Transparentmachung von Zusammenarbeitsmustern in Gruppen geht. Es gibt verschiedene Anwendungsmöglichkeiten, unter anderem im Organisationskontext. Eine Anwendungsmöglichkeit liegt im Change Management.
Angesprochen sind die Personen, die sich mit Change auf kollektiver und individueller Ebene befassen. Deep Democracy ist mehr als ein Werkzeug oder eine Methode. Relevant kann es sein für OE'ler, Change Manager, PE-Verantwortliche, Organisationsberater, Führungskräfte (die mit umfassenden Change Vorhaben betraut sind)
Sprache / Language: Deutsch
Name / Name: Caspar Fröhlich
Land / Country: Switzerland
Persönliches profile / Personal Profil: Caspar Fröhlich berät Führungskräfte des oberen Managements in komplexen beruflichen Situationen und unterstützt Geschäftsführungen bei der Umsetzung von strategischen Initiativen.
Er verfügt über eine betriebswirtschaftliche Ausbildung mit Schwerpunkt Finance und über 15 Jahre Berufserfahrung im Management Consulting, vor allem im Bereich Strategieentwicklung und in umfassenden Ertragssteigerungs- projekten für internationale Konzerne.
Caspar Fröhlich ist im Coach - Pool von führenden Unternehmen (u.a. Daimler AG). Er wirkt als Coach bei ELN (www.europeanleader.net), der Unterneh- mung, die sich auf die Durchführung von Peer Coachings für das obere Management von Mittel- und Grossunternehmen spezialisiert hat. Diese Aktivitäten werden ergänzt durch ein fokussiertes Seminarangebot für erfahrene Führungskräfte im Bereich ‚Leadership’.
Als Redaktor der führenden deutschsprachigen Fachzeitschrift für Change Management und Unternehmensentwicklung, der Zeitschrift ‚Organisations- Entwicklung’, beschäftigt sich Caspar Fröhlich mit den Aspekten des Wandels auf kollektiver und organisationaler Ebene.
Caspar Fröhlich ist Mitglied der Association of Management Consultants Switzerland ASCO und der International Coach Federation ICF und des European Mentoring and Coaching Council EMCC. Als Research Associate beteiligt er sich an Coaching-Forschungsprojekten verschiedener Universitäten. Gegenwärtig erweitert er seine Kompetenzen im Rahmen einer langjährigen psychologischen Ausbildung in Prozessarbeit (Deep Democracy).
Mehr Infos gibt es auf http://www.froehlich-coaching.ch/ und http://deepdemocracyinstitute.org/
Working WITH Workforce Diversity - A Proven Path to Real Integration in Organisations
by Eric Lynn
Diversity is a fact of life in all healthy organisations. The problem is that it is frequently perceived as a problem. It isn't. It's a resource - containing unlimited innovative potential.
In this practical workshop, we'll take a very brief look at why the majority of standard diversity programmes are completely ineffective, as well as a contradiction to an organisation's goals. We'll follow with a hands-on practical session demonstrating questions that organisations need to ask to integrate their people in order to be able leverage potential. Only by thinking outside the box can we innovate.
It is all about collaboration as a key visible and underlying driver of change. The approach catalyses mindset change.
There will be a completely interactive session following a very brief introduction. Participants will themselves do the activities which involve and integrate body mind and spirit. Reflection will follow experiences.
Sprache / Language: English
Name / Name: Eric Lynn
Land / Country: Germany, UK Thailand
Persönliches Profil / Personal profile:
Having spent the majority of his adult life living and working away from the UK where he received his formal "education", Eric Lynn is now based in the city of living change - Berlin, where he loves the dynamic open perspective on life and works as a facilitator and coach. His primary focus today is Aligned Leadership - leading from the inside out - and supporting organisations benefit from the multi-facetted diversity that is part of everyday life everywhere. Further information: www.mylifeQs.com
Developing Organizational Sustainability
by Raban Daniel Fuhrmann
Sustainability is normally referred only to the effects and the ecological means of policies, not to the internal structure of those organizations which are active in promoting it. But how can sustainable effects for the people and environment of a community be achieved and preserved, if the actors - mostly those out of the civil society - themselves are not sustainable - becoming breathless and unreliable? In which sense thus can or should an organization be sustainable?
In the last years in my work with NGOs and companies in Europe and India this question became more an more important to me.
I want to share my experiences and approaches to work with you on how we can get our organizations and thus the way we work ourselves in them - more balanced and persistent. The workshop targets consultants and facilitators as well as managers and leaders which ask them self, how sustainable their own work and organization is.
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Sprache / Language: English |
Mindsetter introduction journey, try to work online using a change theory simulation Mindsetter is already working in global organisations 
by Leif Sørensen
Welcome to a Mindsetter introduction journey. You will be leaving the session with an idea on how to work around resistant’s to the change, you will be given some change theory perspectives, and you will be ready to change your “change”….. and it will be done on a practical basic where you will try your own natural change roads in our online Mindsetter simulation. For further please look at www.Mindsetter.net or at www.relationtechnologies.com
Sprache / Language: English
Name / Name: Leif Sørensen
Land / Country: Denmark
Erfolgreiche Selbstführung von Gruppen und Teams in Veränderungsprojekten
by Stephan Schwartzkoff, Germany
Wir haben im Umfeld von Veränderungsprojekten Teams und Gruppen interviewt, die in ernsthafte Bedrängnis gekommen waren. Mit der Frage, wie sie es sich erklären, dass sie das gemeistert haben. Und mit welchen Mitteln sie das geschafft haben. Aus eigener Kraft oder auch mit Hilfe anderer. Die erfolgreichen Vorgehensweisen wurden in Piktogrammen gesammelt zu einem von uns so genannten TeamCockpit. Wir konnten bekannte Annahmen und Systeme entdecken (wie TZI) und unbekannte, die wir selbst vorläufig festgehalten haben für weitere Anwendung und Untersuchungen. Es ist ein sehr effektives Werkzeug zur Selbstführung von Gruppen und Teams entstanden, das wir bei Beratungen, Teamentwicklungen und auch Kriseninterventionen in Projekten einsetzen. Wir können einige der 52 TeamCockpit-Elemente vorstellen und Fälle der Teilnehmer live damit beraten.
Veränderungsprojekte stressen mehrfach: Es laufen gleichzeitig Aufbruchs- und Abschiedsprozesse bis hin zur Beendigung eingefahrener Spiele (Pay-offs) und dem Aufflackern neuer Rollenverteilungsdynamiken. Teams zerfallen in Gruppen oder sogar in diffuse Gruppierungen. Andere bilden sich zu echten Leistungsteams heran. Bisherige Führungsstrukturen können dabei relativiert oder aufgelöst werden. Zugleich eröffnet sich die Chance zur Etablierung neuer Kooperations- und Führungselemente oder -kulturen. Die Chance der Veränderung kann mehrfach und nachhaltig genutzt werden auch für die Selbstführungskräfte der handelnden Gruppen. Die Grundmotivation für das Beginnen und Durchhalten von auch schmerzhaften Veränderungsprozessen ist auch von der Erwartung abhängig, wie die Gruppe sich halten wird. Diese Erwartungsgewissheit lässt sich fördern.
Angesprochen sind die Teams, die echte Leistungsteams werden möchten oder in Gefahr stehen zu eher weniger produktiven Gruppen oder auseinanderstrebenden Gruppierungen zu degenerieren.
Sprache / Language: Deutsch
Name / Name: Stephan Schwartzkopff
Land / Country: Germany
Persönliches Profil / Personal profile: Herr Schwartzkopff ist der Politikberater und Inhaber von drei Unternehmen für Politikberatung:
- Projekte und Personal und OE für Verbände Eingetragener Vertreter für drei Fach- und Expertenverbände am Deutschen Bundestag.
- Ehemals Leiter eines Bundestagsbüros im 13. Deutschen Bundestag.
- Zertifizierter Projektmanagement Fachmann Level D (GPM-IPMA)
- Experte für Energie- und Umwelttechnik (GHK-Kassel) Business Coach
- Grundstudium: Ev. Dipl. Theologie und Erwachsenenbildung in Göttingen und Tübingen
- Stephan ist 1957 in Berlin geboren, Erster Wohnsitz in Kiel, 2 erwachsene Kinder.
Mehr Infos gibt es auf http://www.ppsp.de/
Engagement and Leadership in African Contact
by Eben Enslin, South Africa
Workshop Flow
1.1 Strategic understanding in an African context.
1.2 Strategy map - looking specifically at mining companies in Africa.
1.3 Business scorecard
1.4 Organisational behaviour
1.5 Culture and mind-set in relation to productivity and safety
1.6 Current reality in Africa with regards to leadership and engagement 1.7 Skills requirements to improve the situation
1.8 Functional and specialist support:
1.9 Organisational conditions
1.10 Institutionalise the culture change though through a combination of interventions and sustainment pillars.
Both leadership and employee engagement are at the heart of any change management intervention. The actual example we will use relates to a mining group in South Africa that have created a new "people" strategy, as consultants we have been involved for the last year in implementing the change for them.
Sprache / Language: English
Name / Name: Eben Enslin
Land / Country: South Africa
Persönliches Profil / Personal profile:
Eben is a OD consultant specialising in change management interventions. He has spent 15 years in a corporate environment in operational and project management diciplines. He has recently joined a business consultancy firm and have found his passion in Organisational Development interventions.
Eben has experience in sales management, marketing, claims management, corporate business and administration management, project management, procurement management, operational management, supplier relationship management and costing models. Also have auditing experience in the arena of personal line insurance claims.
Partizipia - Empowerment von Kinder, Jugendlichen, Verwaltung und Kommunalpolitik im Sinne der Entwicklung einer Beteiligungsstruktur für Kinder und Jugendliche
by Ragna Riensberg, Germany
Hier lernen Sie:
- dass und wie Ihre Wünsche Wahrheit werden können!
- dass Politik Spaß und Freude bringen kann!
- dass Heterogenität und Vielfalt mehr Kompetenz erzeugt als Expertentum!
Sprache / Language: Deutsch
Name / Name: Ragna Riensberg
Land / Country: Germany
Viral Change
by Yaron Blumenthal, Israel
Viral behavioral change is a hot topic in the marketing and advertisement disciplines, yet its implications on organizational life is not discussed enough among change practicioners.
The presentation will discuss the issue of viral change within organizations. Yaron will talk about the viral concept, giving vivid examples from the social and media fields, trying to fit it to the organizational boundaries. He will present differences that might be when applying viral methods on a more closed system (such an organization) and discuss the principles for an effective viral change process.
Sprache / Language: English
Name / Name: Yaron Blumenthal Land /
Country: Israel
Persönliches Profil / Personal profile:
Yaron Blumenthal is working with top teams & managers in order to define the best and optimal way to realize the company's business trategy in organizational meanings. Blumenthal & Co. Strategic Organizational Consulting provides organizational solutions to business issues and helps business leaders & mgmt teams in making the organization's business strategy happen.
Change Management - The Human Side of Change
by Chris Perillo, USA
Changes can be hard with reorganizing, downsizing, new technology and new rules. Adjusting and thriving in change is fast becoming a critical competency for individuals and leaders alike. Based on the work William Bridges Change Model,this session was developed to assist people through change by providing the tools and understanding to successfully manage yourself and help others through change.
This workshop connects both Change Management and Collaboration by exploring how people can successfully manage transistions through collaboration with others.
Sprache / Language: English
Name / Name: Chris Perillo
Land / Country: USA
Verhalten direkt Ändern - effektives Coaching mit Seminarschauspielern
by Oliver Kuklinski, Germany
Coachings und Seminare, die auf die Veränderung des Verhaltens der Teilnehmenden zielen haben enge Grenzen. Wissen kann vermittelt, Handwerkszeug bzw. Werkzeuge können erprobt werden aber ob in der realen Situation die Umsetzung gelingt steht in den Sternen.
Auch Rollenspiele unter den Teilnehmenden eines Seminars haben nur begrenzte Reichweiten - schonen sich doch die Seminarteilnehmenden meist gegenseitig. Seminarschauspieler sind professionelle Schauspieler/innen die in einer intensiven Zusatzausbildung gelernt haben Lernsituationen in Seminaren und Coachings zu katalysieren. Die im Umgang mit Seminarschauspielern ausgebildeten Coaches bzw. Trainer nutzen das Zusammenspiel mit ihnen, um die Coaching- oder Lernsituation zu einem echten Know-how Gewinn für die Teilnehmenden zu machen. Dieser Workshop gibt einen lebendigen Einblick in die Methode Seminarschauspiel. Selbst erkennen und Verhaltensänderungen von Einzelpersonen sind oft der Schlüssel für Veränderungsprozesse in Organisationen. Die Methode Seminarschauspiel leistet hier verblüffendes.
Sprache / Language: Deutsch
Name / Name: Oliver Kuklinski
Land / Country: Germany
Professioneller Werdegang / Professional Profile: Dipl.-Ing., Stadtplaner, Organisationsberater, seit 1993 selbständig. Leiter und Inhaber des Unternehmens PlanKom in Hannover.
Arbeitsschwerpunkte: Kooperative Prozesse von der Konzeptentwicklung über die Durchführung bis zur Evaluierung; Organisationsentwicklung auch mit Großgruppeninterventionsmethoden im öffentlichen Sektor und im unternehmerischen und wissenschaftlichen Kontexten. Politik- und Unternehmensberatung. Wirtschaftsförderung. Forschung im Stadtentwicklungs-Kontext. Innovative Veranstaltungskonzepte. Lehraufträge und Qualifizierungen, Tagungs- und Konfliktmoderation.
Resourceful Humans
by Heiko Fischer, Germany
RH is a new approach to structuring organizations and develop teams, based on learning from applying this way in the video games industry during a four year roll-out that left said company without need for central HR. We invite workshop participants to experience this culture of self-organisation and innovation.
To this end we co-create an RH working environment with the participants, around a pressing topic out of the group, in the space of 90 minutes. We then work backwards to how this structural problem solving approach could be applied to their organizations. The idea is that participants walk away with a clear emotional and intellectual understanding of the RH approach, if it is suitable to them, how far away they are currently- anchored in at least one example they can tangibly take away.
The Resourceful Humans approach unifies people, product and organizational development and links them directly into the value creation process. Change and collaboration become inseparable.
The workshop container compresses this experience in an immersive experience, through various elements of design thinking, rapid prototyping, appreciative inquiry and the theory of constraints.
Heiko Fischer is based in Berlin and loves the open-minded business community in this city. To find out more about Heiko's approach, please visit: www.resourceful-humans.com
Sprache / Language: English
Name / Name: Heiko Fischer
Land / Country: Germany
How neurosciences can contribute to change facilitation: some new insights and tools
by Vincent de Waele, Belgium
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
- Organizational change: how to manage organizational change in a way compatible with the functioning of the human brain.
Sprache / Language: English
Name / Name: Vincent de Waele
Land / Country: Belgien
Persönliches Profil / Personal profile: Currently is Vincent working as a consultant in change facilitation - Changing World and formerly was working as:
- Business Transformation Director for a Telecommunication company
- Logistics Director at Carrefour Belgium
- Financial Director for the Direct Mail division at Moore Corporation Ltd
He has been active in various sectors, from printing industry, to retail (Carrefour) and telecommunications. I evolved from being a Business Controller, to Financial Director to Logistics Director and now Business Transformation Director. The common thread has been to deal with reorganizations, major projects and programs and business transformations.
His passion is to deal with complex changes in organizations concentrating on the human side, be it on an organizational or individual level. This led me to follow several change trainings of which 3 years of training at the Institute of Neurocognitivism.
Developing Collective Competence
by Doug Gilbert, USA
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:
1) life world—that persons and real world are inextricably intertwined through lived experiences;
2) social construction—that knowledge of reality is results from communication and interaction with others; and
3) understanding drives behaviour—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 “collective competence”.
The concept of collective competence represents a collection of knowledge, skills, and abilities needed to manage the shared understanding of an organisation or the organisation’s reality. A key to both change management and collaboration is that very ability to manage shared understanding or reality of an organisation.
The key role of management and change management is shifting from a rational approach involving only the application of tools and techniques to a particular problem to a interpretative approach with the need to manage understanding of organisations against the reality based on shared interactions. Such a shift could be termed “Economy 3.0”. My particular interest relates to the development of this model and management education to develop the next generation of managers capable of leading in the new paradigm of Economy 3.0.
The workshop will focus on the development of two types of approaches to build collective competence: a) language-driven methods and b) action-driven methods. Examples of language-driven methods are structuring of everyday communications, the use of managerial texts such as visions, policies, and other formal statements, and ideation. Examples of action-driven methods include narration, active use of communities of practice, job rotation to permit discovery, and structural design.
Sprache / Language: English
Name / Name: Doug Gilbert
Land / Country: USA
Persönliches Profil / Personal profile: Doug Gilbert is College Campus Chair (local dean role) of the School of Business at the University of Phoenix, Colorado Campus. He holds a Doctor of Business Administration from the University of Phoenix, a Juris Doctorate from the University of Iowa, College of Law, and an M.B.A. from the Unversité de Genève (IMD) in Switzerland. He is also a PhD candidate at Tilburg University in the Netherlands.
Prior to joining the University of Phoenix he worked in the legal profession, in industry, and management consulting for over 25 years. His legal practice included a clerkship with the Honorable Warren K. Urbom, U.S. District Court for the District of Nebraska, and litigation experience with Snell & Wilmer in Phoenix and Hopper & Kanouff in Denver. From 1989 to 1999 he worked for Novartis AG, a Swiss pharmaceutical and chemical company, in Basel, Switzerland. Upon returning to the U.S. in 1999 and prior to assuming his current position he worked for Cap Gemini Ernst & Young as a strategy and transformation consultant in the life sciences and biotech areas. In that role he served on the biotech industry practice team based in Cupertino, California.
His current research interests in the area of sustainable social enterprise models, change management, civic engagement, and management education for developing countries.
Using (Clean) Space in Facilitating Change
by Wendy Nieuwland, The Netherlands
The Workshop will be divided into two blocks.
The first part deal with:
Define your Desired Outcome through a Clean Space Process
Without too much explanation, we will lead you through a pre-structured process, based on Clean Space & Clean Language. The aim of this activity, is to help you find out more about what you would like to have happen during the rest of the Berlin Change Days.
You can simply undergo the process, and find out for yourself what the impact of spaces is on your thinking and actions. How you might find out things you weren’t aware of before. Or make different kinds of connections.
We will all be going through this process together, while at the same time it is a highly personal exploration.
To wrap it up, we will gather the learnings and wishes for the days to come in a way that will stay visible during the rest of the conference.
If you wish to know more about the process itself, the background, the structure and applications, join the workshop ‘Using (Clean) Space in Facilitating Change’ in the second block:
Workshop: Using (Clean) Space in Facilitating Change - Follow UpOn Friday most of you will have experienced a version of the Clean Space Process from within. In this workshop we will explore some of the principles behind this process, the structure of the method and the wider implications and applications of these principles and structures.
Clean Space is a powerful process in which participants create a 'network of attention' regarding their desired outcome. Whether this is in a group or in a one-to-one setting. As it turns out, the space we are in, where things are, where we are, has an enormous impact on how we perceive situations and on our thoughts and actions. In the Clean Space Process, we use this given to explore new, emerging knowledge and insights. To go beyond the already known. Literally gain new perspectives on problems and outcomes, from different spaces.
It uses the latest theories of networks, systems and emergence to enable profound transformation. It provides tools to create unique interventions with groups and individuals.
You will take away a practical tool to use: a step-by-step description of a simplified way to use Clean Space in just about every Change Facilitation setting. We will also look at some other ways it has been used and proven useful by others, like self-assessment and group planning.
We aim to do some work on how you can apply the process and the underlying principles in the changes you facilitate. For any change facilitator who would like to expand their knowledge and insights of the use and impact of Space. In a ‘Clean’ way; a way that filters out their own preferences and reactions or thoughts about 'what might be good for this client'.
Sprache / Language: English
Name / Name: Wendy Nieuwland
Land / Country: Netherland
Persönliches Profil / Personal Profile: Wendy is a certified clean Facilitator and trainer at the Coaching and Training Clean Language & Symbolic Modelling at the Clean Language Company in UK. Clean Öanguage Method is a ground breaking coaching methond based up the work of David Grove, Penny Tomkins and James Iawley.
Wendy is a group facilitator, trainer, consultant & coach with a strong focus on sustainable development and change in organisational settings. Wendy’s working style consists of a combination of inspiration and pragmatism, a focus on results and relationships, working in the present and with the bigger picture. She “loves it when a plan comes together”. To achieve the desired results/outcomes, she likes using a combination of methods and approaches. Systemic checks, in her view, are crucial to make sustainable change possible.
Read more at: www.gewoonaandeslag.nl
Laterales Führen
by Ulrich Martin Drescher, Germany
"Laterales Führen" (lat.: latus = die Seite) ist ein praxiserprobtes Vorgehen, um nach allen Seiten effizient und wertschätzend zu führen . Insbesondere, wenn man keine (hierarchische) Weisungskompetenz hat, also z.B. bei Kunden, in Projekten, mit Teams, in Netzwerken,Prozessketten, Matrix - Organisationen,mit Kollegen fremder Unternehmen, hilft Laterales Führen. Laterales Führen beruht auf drei Ansätzen:
• Perspektiven und Sichtweisen der Beteiligten bewusst verändern,
• Macht und Einfluss als entscheidend erkennen,
• Vertrauen bei allen aufbauen und im System belastungsfähig verankern.
In Veränderungsprojekten treffen die Change Agents aus meiner über 34-jährigen Erfahrung als Beratungsmoderator/Change Facilitator heraus immer laterale Führungssituationen an: Sie wollen den Prozess voranbringen, haben aber keine Weisungskompetenz. Wie gelingt es nun, mithilfe des Ansatzes "Laterales Führen" einzelne, Gruppen und auch Marktpartner in solchen Projekten des Wandels von der eigenen Linie zu überzeugen und Veränderung nachhaltig und interaktiv voranzubringen?
Sprache / Language: English and German (billingual)
Name / Name: Ulrich Martin Drescher
Land / Country: Germany
Ulrich Martin Drescher ist seit 1977 erfolgreich tätig als:
- Moderator in Workshops und Grossgruppen-Konferenzen
- Berater in Projekten der Strategie- und Unternehmensentwicklung
- Moderations- Trainer, Führungs- Coach and Eco Social Facilitator
To find out more about Mr Drescher, visit this Wikipedia page! More information about his work is available at http://www.umd.de/.
Cooperation branding workflow
by Alexander Schilling, Germany
Der Workshop gibt einen Einblick in unterschiedliche Modelle für Kooperationen Selbstständiger: Welche Erfolgsmodelle gibt es bereits? Was sind Vorteile, was sind Risiken? Was ist das besondere an den Arbeitsabläufen? Wie geht man mit der eigenen Marke um? Wann macht eine gemeinsame Marke Sinn? Wie als was tritt man einem Kunden gegenüber auf?
Der Workshop hat Kooperation als Hauptthema. Er ist für Selbstständige interessant, die temporär, projektbezogen oder auch längerfristig mit Kollegen kooperieren.
Es werden Beispiele aus dem Bereich Changemanagement sowie aus Branchen, deren Struktur auf Changemanagement anwendbar ist, gezeigt.
Sprache / Language: German
Name / Name: Alexander Schilling
Land / Country: Germany
Persönliches Profil / Personal profile: Herr Schillings Leidenschaft ist Change, sein Handwerk Digitales Design!
Seine Arbeitsfelder sind:
- Moderation von Workshops mit kleinen und großen Gruppen (z.B. Stadtentwicklung mit der Stadt Freiburg, Otto (Thema: Innovation), LaFutura (Trendforschung)
- Webdesign & Social Media Schwerpunkt: Change/Coaching
z.B. Websites für Berateragentur, Kooperationen, Coaches - Infodesign für Changeprozesse
Mehr Infos gibt es auf http://www.raumfuer.de/
Leadership of change: a question of brain or heart
by Antonio Carlos Gomes Peixoto, Brazil
The modern world requires special qualifications of the leaders involved in the processes of change management. They are both agents and patients in this huge process in which values and principles are changing so fast.
The time of the lonely and heroic leaders is being replaced by leaders who have vision of the future but that this ability to add a wisdom peculiar to involve people in their dreams.In this scenario the leader have to love yourself, deeply understand the human nature of their team and understand the intragroup phenomena, and have an absolute understanding of human limitations and their resistance to change.
The workshop provides a framework based on my book "Map of Quality of Life: A little trip to the world of our dreams" which presents a conceptual model of personal and professional change.
Sprache / Language: English
Name / Name: Antonio Carlos Gomes Peixoto
Land / Country: Brasil
Persönliches Profil / Personal profile: Jose is an aeronautical Engineer by Aeronautical Institute of Technology, has MBA from the International Management Institute of Lausanne, Switzerland and has specialization in Quality and Productivity by the Federation of Industries of Central Japan.
He worked as Planning Engineer at General Motors of Brazil, he was Director of the Center for Technology Development and Human Resources, in Sao Jose dos Campos, Senior Consultant of Key People: Creative Technology in Human Resources, Program Director of Total Quality in Pirelli Tires, Associate Director of Domus Qualitatis and Manager of Training, Development and Careers in Schaeffler South America.
He is a leader of technology transfer projects in Switzerland, USA, Netherlands and Sweden and coordinator of Management Graduation programs in the Paulista University and INPG: National Institute of post graduation.
Jose is the author of the book: “Quality of life map: one small trip to our dram’s world”
Das Ganze ist Prinzip
by Helmut Volkmann, Germany
Komplexe agierende Systeme – wie Regierungen und Institutionen, Unternehmen und sich engagierende Gruppierungen – werden mehr Verantwortung für die Gestaltung der Zukunft der Gesellschaft als Ganze übernehmen müssen. Ergänzend zu der Vorsorge für ihre eigene Vitalität und Zukunftsfähigkeit werden sie für die Zukunftsfähigkeit des Ganzen eine zweite Aufgabe zu meistern haben: Zukunftsgestaltung 2.0? Andernfalls gefährden sie die Zukunftsfähigkeit der Systeme, für die sie verantwortlich sind, und auch ihre eigene.
So wie bisher kann es nicht weitergehen! Nach Einstein können Probleme nicht mit den Methoden gelöst werden, die sie verursacht haben. Für verstärkte notwendige und neu zu gestaltende Kooperationen ist eine Verständigungsbasis mit einer Sicht auf das Ganze zu schaffen, um neue Orientierungen gewinnen, Erfordernisse erkennen und Konsequenzen für das Ganze und einzelne Systeme einschätzen zu können.
Das “Kartenwerk“ zu einer ganzheitlich ausgerichteten Sicht, wie ein Atlas angelegt, bietet Verantwortlichen die Möglichkeit, sich im Für und Wider von Interessen und Bestrebungen, von Intentionen und Lösungsansätzen zu positionieren und so Potenziale zu erkennen, um vielleicht Initiativen und Beteiligungen, Förderungen und Promotionen zu wagen, die sie ohne eine ganzheitlich ausgerichtete Sicht nicht unternehmen würden. Für den notwendigen Wandel der Gesellschaft bedarf es des Engagements aller. Es beginnt mit konkreten Ansätzen im Kleinen, die ausgerichtet an neuen Orientierungen dann in Konvergenz ihrer Wirkungen Wandel für das „Große Ganze“ bewirken.
Das Vorhaben adressiert die Avantgarde des Wandels. Sie agiert einerseits in konkreten Projekten der Nöte des Alltags vor Ort und hat unmittelbaren Kontakt zu den Menschen. Sie blickt andererseits über den Tellerrand hinaus und pflegt Verbindungen zu den Eliten. Mit ganzheitlich angelegten Betrachtungsweisen schafft sie sich Raum für konstruktive Argumentationen und den Austausch von Erfahrungen mit der weiteren Chance, die noch abseits Stehenden, im Tagesgeschehen Verharrenden und Zögernden auf neue Konstellationen einstimmen und wenn möglich für eigenes Engagement gewinnen zu können.
Sprache / Language: Deutsch
Name / Name: Dr Helmut Volkmann
Land / Country: Deutschland
Learn from your future: A practical introduction to TheoryU
by Kees Wiebering, Germany
U-procedure and Theory U is a change management method targeting leadership as process of inner knowing and social innovation. It has been a valuable tool in organisation development and social development.
The workshop will give an introduction in TheoryU by doing a short version of the process with the participants in the workshop. Apart from a practical introduction, some examples of its use will be addressed, especially in relation to team coaching and team development.
TheoryU is a very useful model for envisioning possibilities and directions for change in relation to individuals or within teams and organizations. It provides a practical framework for consultants and facilitators to allow people to feel free to think in new directions and then relate it to the current situation.
It's useful for consultants and facilitators. The TheoryU model provides a good model for facilitating the stage in change processes where new ideas, possible solution or future directions need to be found.
Sprache / Language: English
Name / Name: Kees Wiebering
Land / Country: Germany
To find out more about Kees' work, please read more here: http://wiebering.com/
Trust in virtual teams
by Jouke Kruijer, The Netherlands
Distributed teams have become a factor of business life. Team members don't meet so often any more but connect to each other through virtual platforms and tools. They still have to build trust in order to establish a strong and robust relationship that helps the team to be effective. In our workshop, we want to explore what are the main factors that help building trust in such teams and how processes and tools can help in that.
Trust in teams is a main factor for effective virtual collaboration. To build high performing distributed teams it needs a change process in order to get everybody's buy-in.
Sprache / Language: English
Name / Name: Jouke Kruijer, The Netherlands
Land / Country: Germany
Jyväskylä Big Band
Change Journey Developers Workshop
(please register only if you have previously attended a Change Journey licensing workshop)
by Pekka Pirhonen, Finland and Holger Nauheimer, Germany
The Change Journey Map was created by Vesa Purokuru and Holger Nauheimer three years ago. Since then, more than 50 change practitioners have used it as a tool for personal, team and organizational development. The options for application are manyfold. We invite all people who have been licensed in using the Map in joining us for a day of sharing and networking. We want to show to each other different applications, case studies and additional tools that we have developed.
By the way: the Map is now available in Finnish, English, German, Dutch, Spanish and French!
© 2013 Created by Holger Nauheimer.
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