2017 GASC European Conference

2017 GASC European Conference

As current Chairman for the Global Association of SOL Communities (GASC), I´m very proud to share with you the program for the 2017 GASC European Conference.

The empowered society: Transforming cities, citizens and organizations for resilience and prosperity.

Participation is free, registration is compulsory: https://www.weezevent.com/2017-gasc-european-conference .

Venue

  • May 25: Porto, Sala de Atos do Politécnico do Porto, Rua Dr. Roberto Frias, 712.
  • May 26: Braga, Campo da Vinha, Praça Conde do Agrolongo 123,  (www.gnration.pt).
  • May 27: Porto, Politécnico do Porto, Praça do Marquês, 94.

Schedule

  • May 25: 9:30 am to 6:00 pm.
  • May 26: 9:30 am to 6:00 pm
  • May 27: 9:30 am to 1:00 pm.

Tags

Developing effective collaboration, activating people, connecting people, inspiring change makers, women gaining equity, collaborative innovation, collaboration instruments/methodologies, collaborative citizens, emotional intelligence, context for a collaboration to emerge, sense of pride, leaving no one behind, leaving a legacy, touch the soul, inspiring collaboration by examples, dreams and visions.

Conference questions

What conversations shall we have in Portugal to move beyond “desenrascar”? What would it take for Portugal to lead the way in Europe? What would it take to improve business collaboration? What would it take for Portugal to lead the way again in the world? What would it look like if Portugal were to become a world leader in collaboration? What would it look like for women to launch their own business? What would it look like Portugal XXI century sailors and for what “descobrimentos”? What would it look like for people in Portugal to adopt a positive mindset about risk and entrepreneurship? What would it look like for Portugal to be a place where bright young people can make their way in the world and feel both challenged and fulfilled while improving the employment situation? What this country strategic direction should look like for collaboration to become a competitive trend? What would it take to raise women’s self-esteem and changing social expectations?

Conference drivers

The conference is organized around eight drivers grouped into three clusters:

Places 

  1. Smart citizenship: enabling change in each citizen.
  2. The aware citizen: shifting our relationship from ego to eco.
  3. Happy healthy cities: core competences and supporting players.
  4. Smart cities: for residents and/or users?

Processes

  1. Developing organizational behavior towards social progres.
  2. Enabling people and organizations for change: Providing instruments and tools for a successful set of processes.

People

  1. From ideas to projects, from projects to businesses.
  2. Economy and success, leaving no-one behind.

SOL communities facilitators

  • Annika Bergenheim, Sweden.
  • Camila Amaya Castro, France.
  • Paulo Ferreira do Amaral, Portugal.
  • Sofia Rodrigues, Portugal.
  • Martijn Meima, The Netherlands.
  • Natalia Blagoeva, Bulgaria- Switzerland.
  • Alexandre de Azevedo Campos, Portugal.
  • Ken Homer, US.
  • Marion Chapsal, France.
  • Konstantin Yordanov, Bulgaria.
  • Esther Liska, Portugal.
  • Simeon Ries, Germany.
  • Heidi Sparkes-Guber, US.
  • Antonio Linares-Güemes, Spain.
  • Ágota Eva Ruzsa, Hungary.

Conference steps

Step Purpose
1. Sharing understanding conversation (plenary). Generating inclusion, setting the individual intention for the conference, expected outputs and outcomes.
2. Exploring opportunities conversation (plenary and parallel combined). Letting go…of what doesn’t serve us anymore to make room for what inspires us.

Activities/habits we should stop doing.

Co-creation process, new ideas, new ways, new opportunities, new possibilities.
Good initiatives in the region and elsewhere.
3. Converging conversation (plenary and parallel combined). Letting come, connecting the drivers into a systemic framework, passion to move ahead.
4. Action conversation (plenary and parallel combined). What can I integrate in my life, what methodologies can help me, what are my commitments to move forward, what is my new intention to move forward.
5. Learning conversation (plenary, morning of 27). Learning conversation with participants and SOL communities’ members. Also conference debriefing.

 

GASC is a not-for-profit, global membership society, whose members are SoL communities, dedicated to the SoL principles and the SoL brand. The purpose of Society for Organizational Learning (SOL) is to discover, integrate and implement theories and practices for the interdependent development of people and their institutions.

Facebook: @GASC2017

Five Business Containers for Collaborative Leadership

Five business containers for collaborative leadership

In a previous post, I mentioned how relevant organizational containers are to help self-organize individuals and teams activities. I´m focusing myself on five containers:

  • Adopting a systemic model: each pillar in the model helps to explain both individual and team activities.
  • Generating future business scenarios: plausible futures help to expand individual and team perspectives; desired future requires individuals and teams willing to share a vision.
  • Sharing common vision and brand architecture: brand claim, touch points and storytelling fixes individual and team desired interactions with clients.
  • Developing business principles and cultural identity awareness: business principles pose individual limits to collective action; they are often connected to brand touch-points.
  • Creating a sustainable collaborative habitat: multi-system learning communities become containers for adding individual value and for learning how to expand business.

Implementing any of the above container requires both individual and collective learning mostly through a collaborative conversations process. Collaborative leadership implies influencing system learning and adaptation through the selected container, while been sensitive to individual and team resistances to learn and adapt.

Collaborative leadership, the main focus of our workshop taking place in Paris November 8 and 9, 2016. For more information or to register visit: https://www.weezevent.com/collaborative-leadership

Communities in Collaborative Leadership

Communities in Collaborative Leadership

communities

If client experience is part of your brand promise, then learning communities might be relevant collaborative leadership containers to deliver your brand promise to clients. Both client experience and brand promise are strongly connected to improve people agency. What questions shall we address to inter-connect these three circles? (see above).

How do we incorporate clients voice internally? What collaborative technology shall we use to improve people agility and agency? What client-centered conversations are relevant? Do people need to learn collaborative leadership approaches in order to align individual skills and collective capabilities to brand promise? How do we balance between thinking, talking and doing? What transformation should happen at power organizational pillar in order to improve people agency? As organization, can we live in a sort of free-style liberated mode? How could we use the 6PM to set an organizational container?

Collaborative leadership, the main focus of our workshop taking place in Paris November 8 and 9, 2016. For more information or to register visit: https://www.weezevent.com/collaborative-leadership

Building the Body of a Collaborative Leader

Building the body of a collaborative leader

Millions of words have been written about leadership. Some absolutely stellar authors have broadened our thinking and gifted us with brilliant insights on the topic. The lion’s share of the literature on leadership focuses on the individual as leader. Leadership as a collective art form is not as widely written about. A growing segment of leadership studies is focusing on what is often termed “presence”, which explores how an individual can embody leadership in ways that cause people to automatically respond, usually at an unconscious level, to their message. Leaders with a high degree of presence generally exude a grounded sense of confidence that engenders trust – which is foundational for collaborative leadership. Collaborative leadership is concerned with both embodied presence and the kinds of collective processes that lead to higher functioning teams.

The role of language

In collaborative leadership, both individual presence and collective processes are closely tied to understanding the role of language, or more properly “languaging.” Languaging is a term coined by Chilean biologist Humberto Maturana referring to the active nature of observing, listening, speaking, gesturing, interpreting and creating knowledge that is inherent in our use of language.

Maturana posits that people live in language and that language is what gives rise to rationality. However, he also points out that “Every rational system is formed with premises based on emotions, not reason… All rational systems are formed with premises accepted from desires, likings, and preferences; from emotion… What guides our living are emotions, likings, preferences, fears. Where we orient ourselves in our living depends in what interest us, what we like, what we fear, what we reject. And based on that we make explanatory rational systems trying to give it form or (create) a logical argument to what we do.” (emphasis added.) [From a transcript of a radio interview given by Maturana in 2013.]

The role of emotions

This idea, that all rational systems are based on emotions goes against the grain of many core tenants in the world of traditional leadership. A world where numerous attempts are made to appeal to people’s reason in the mistaken belief that reason will trump emotion. Shifting our stance to recognize the primacy of emotions over rationality brings us to the domain of the body, or soma as the Greeks termed it. Soma and somatic refer not simply to the flesh and bones of our bodies, but to the exquisite, innate living intelligences inherent in our bodies. Millions of years of evolution have imbued us with multiple intelligences far too often overlooked in the world of business. Were he alive to witness it, René Descartes would be greatly chagrined to see how modern neuroscience is demonstrating that the mind and body are not separate, but function as an unbroken and integral whole.

Ask yourself, what is it that lets us know instantly when we walk into a room who we are drawn to speak with and whom we want to steer clear of? How is it that we intuitively recognize people we can trust and those who make us uneasy? These intuitions are not the product of “rational” processes; they are the work of multiple somatic intelligences. Nearly everyone I’ve ever spoken to about this topic has stories of ignoring their “gut” when making a decision where all the reasons lined up but something just didn’t quite “feel” right and they later came to regret their course of action.

Notice the vocabulary here. We think with our heads and we feel with our guts. Most of us live inside cultures where enormous value is placed on our cognitive abilities, and emotions are marginalized – thought of as distractions at best and hindrances to be avoided at worst. But if we pay close attention we will discover that we make decisions based on emotions first and then seamlessly move into creating reasons (rationalizations) for why we are choosing our path of action, tricking ourselves in the process into thinking that it is our reason that is guiding our choices.

Collaborative leadership is body-centric

It begins with recognizing that the ability to calm our bodies down and keep our emotions positive is at the core of being able to engage with people in ways that make them want to join in any kind of collaborative effort. Creating the conditions where people feel safe to express divergent perspectives, and feel appreciated for gifts and talents is a prerequisite for collaboration. The minute we engender either fear or defensive behaviors we effectively shut down the learning process. And learning lies at the heart of collaboration and leadership. Without learning we stand still in a rapidly changing world, a recipe for disaster.

Collaborative leadership, the main focus of our workshop taking place in Paris November 8 and 9, 2016. For more information or to register visit: https://www.weezevent.com/collaborative-leadership

El temor al fracaso del emprendedor

En el taller de emprendedores que tuvimos este miércoles con TeamFactory www.teamfactory.fr en Paris trabajamos la problemática de dos emprendedores. Ambos proyectos están en estado embrionario, lo que significa que estas dos personas ni siquiera están preparadas para compartir el sentido de su proyecto.

  1. El primer relato es el de alguien que está en el desempleo y que comparte con el grupo la duda de si quiere continuar siendo trabajador por cuenta ajena, o iniciar la aventura como emprendedor. Señala que “ve mucha niebla…que quiere probar pero que se topa con un muro…”, comienza a imaginar obstáculos…el muro y la niebla aparecen varias veces ante sí.
  2. El segundo caso es el de alguien que aspira a “hacer de la tierra su proyecto”…no queda claro si se refiere a cuidar del planeta Tierra o a ser horticultor. Su relato se dispara por momentos…se vuelve aéreo….incluso cósmico. Una vez contenida esa ansiedad…una vez aterrizado…traído a lo concreto y al momento presente, su relato se afina.

Doy esta breve descripción para señalar varias vivencias que tratamos en esta sesión:

  • El emprendedor conoce momentos de ansiedad, la cuál es una reacción defensiva ante el temor que siente. Cuando una persona está ansiosa, sólo atiende a su ansiedad, es decir, hace lo posible para tratar de calmarla (Ej.: comiendo). La mejor ayuda que se le puede dar es relajarse para bajar su ansiedad.
  • El temor del emprendedor es en general un temor a “no saber”, a no tener criterio sobre su verdadera capacidad. Esto tortura a muchos. Se trata de un temor a mostrarse incompetente, a que los clientes no le compren su capacidad. Por eso muchos emprendedores no consiguen madurar su proyecto. No acceden al estado de ambición, se quedan por debajo de un umbral que les protege de su propio miedo y de la ansiedad que se deriva del mismo.
  • La fantasía de incompetencia y el temor al fracaso que se deriva, se hace más presente en aquellos emprendedores que no completaron una formación superior. He conocido estos años emprendedores muy buenos de oficios manuales/artesanos pero que sienten que su hándicap está en  “hablar bien” (Ej.: dialogar o asesorar a sus clientes), o en “hacer las cuentas” (Ej.: preparar una oferta/presupuesto para un cliente).

Estos son motivos suficientes por los que el emprendedor deberá desarrollarse siempre en grupo. La soledad y la ausencia de reconocimiento le endurecen, le limitan y a menudo le hacen muy vulnerable. Su propia ignorancia le hace desconfiado, teme que le engañen y se aprovechen de él. El grupo de desarrollo es un entorno protegido. Podrá traer al grupo sus dudas, sus ignorancias y sus limitaciones.