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  The Great Game of Business

  The Great Game of Business wasn’t born in a New York think-tank or an Ivy League business school…Not dreamt up by fancy consultants, but forged on the factory floors of the heartland and proven out in every industry around the world for the past 30 years. So what is it? The Great Game of Business is about running your business in a strategic, forward thinking fashion. Employees are taught the rules of business, ...more »

  The Great Game of Business wasn’t born in a New York think-tank or an Ivy League business school…Not dreamt up by fancy consultants, but forged on the factory floors of the heartland and proven out in every industry around the world for the past 30 years.

  So what is it?

  The Great Game of Business is about running your business in a strategic, forward thinking fashion. Employees are taught the rules of business, enabled and expected to improve performance based on that knowledge, and given a Stake in the Outcome – good or bad. They aren’t looking to historical financial information for answers, they are forecasting the future of the business and making it happen.

  The Great Game is not just sharing numbers.

  It is more than a promise to be open with employees; it’s a process.

  It’s a way to run your company that Unleashes the Entrepreneur Inside Every Employee; a way to get everyone as informed, involved and engaged to make the company successful.

  The Game is strategy and management practice that takes the basic components of any game, applies them to the challenge of running a business, and provides employees (the players) a way to understand, participate and contribute in the overall performance of the business.

  How do you teach people the business and make it understandable, interesting, meaningful and maybe even a little fun? That’s the challenge – and that’s where The Game comes in. What if we could approach our day-to-day business activities with the same state of preparation, the same level of knowledge, the same enthusiasm, and most importantly, the same desire to win as we do with any competitive endeavor we pursue?

  The Game levels the playing field and gives everyone the opportunity to act and take responsibility for the success of the company.

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  Submitted by Duncan Oyevaar 10 months ago

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  Evoke change with Powerful Questions

  Powerful Questions is simple, yet strong coaching skill that you can use to move colleagues into action. Well - it'ssimple, but not easy! We have unconscious habits that weaken our questions, like asking yes/no questions! Deborah Preuss will share a short talk on how to frame questions that bring new ideas and encourage change, then we will do an exercise in small groups to practice. Session closes with a group discussion. ...more »

  Powerful Questions is simple, yet strong coaching skill that you can use to move colleagues into action. Well - it'ssimple, but not easy! We have unconscious habits that weaken our questions, like asking yes/no questions!

  Deborah Preuss will share a short talk on how to frame questions that bring new ideas and encourage change, then we will do an exercise in small groups to practice. Session closes with a group discussion.

  The session can accomodate up to 20 people

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  Submitted by deborahpreuss 10 months ago

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  Connect with your Vision to create more powerful change

  Leadership is moving from a "telling" model to a "coaching model". Experience (free!) one-on-one coaching with a trained professional coach. This could be a guided visualisation of your future, sure to to energise your way forward, or coaching around a given problem or opportunity. I (Deborah Preuss) am a Co-Active coach, and will offer 4 sessions to passionate change agents. To participate, just send your one-line ...more »

  Leadership is moving from a "telling" model to a "coaching model". Experience (free!) one-on-one coaching with a trained professional coach.

  This could be a guided visualisation of your future, sure to to energise your way forward, or coaching around a given problem or opportunity.

  I (Deborah Preuss) am a Co-Active coach, and will offer 4 sessions to passionate change agents. To participate, just send your one-line answer to this question:

  (by updating this gdoc: https://docs.google.com/spreadsheet/ccc?key=0AiXCySfDt56RdHBaX1ZUemZRVWpuNzUxT2VDdnFCTmc)

  Q: What do you want to be or make happen in the world?

  We will find a quiet corner in which to meet.

  _______

  INVITATION TO OTHER TRAINED COACHES!

  Join us - help our Stoosians discover the power of professional coaching to energise personal passion and create dramatic shifts. Make a note in the gdoc to participate.

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  Submitted by deborahpreuss 10 months ago

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  Learn to Unstuck your team with the FearlessJourney game

  Your team has a Big Goal but also obstacles outside their control that make it feel almost impossible to get there? Or: your team is complacent, stale, or fearful? FearlessJourney brings Goals and Obstacles into a safe "play" environment where team members can experiment with influence strategies to shift organisational culture and turn obstacles into opportunities, using the 48 patterns from the book Fearless Change ...more »

  Your team has a Big Goal but also obstacles outside their control that make it feel almost impossible to get there? Or: your team is complacent, stale, or fearful?

  FearlessJourney brings Goals and Obstacles into a safe "play" environment where team members can experiment with influence strategies to shift organisational culture and turn obstacles into opportunities, using the 48 patterns from the book Fearless Change by Rising and Mann. Deborah Preuss will teach you how to run the game she helped invent, by playing it with you.

  Orgs in the 21st century are networks of influence, not heirarchies of control. Teams may need new skills, and confidence to use them. This game teaches both.

  This session probably can take up to 30 people.

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  Submitted by deborahpreuss 10 months ago

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  Does Stoos need a Manifesto?

  Over the last weeks I had plenty of interesting discussions on this Stoos topic. One thing almost everybody brings up in such discussions is the question, why Stoos does not come up with something like a Stoos-Manifesto. I'd like to propose a short open discussion on this topic. What are the benefits of a manifesto, or why does this movement not need such stuff? Results could be: A resonable explanation, why a Manifesto ...more »

  Over the last weeks I had plenty of interesting discussions on this Stoos topic. One thing almost everybody brings up in such discussions is the question, why Stoos does not come up with something like a Stoos-Manifesto.

  I'd like to propose a short open discussion on this topic. What are the benefits of a manifesto, or why does this movement not need such stuff?

  Results could be: A resonable explanation, why a Manifesto is not a good idea or the statement, that a Manifesto could be useful or even concrete ideas.

  Eventually this short session will only kick off long evening discussions on the topic...

  I personally have no straight opinion on this topic, but i think a discussion happen!

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  Submitted by fabian.schiller 10 months ago

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  Should we give up on the big organizations?

  Everybody who has tried to change organizations know how hard this can be. Changing people’s beliefs and values is a pretty difficult thing to do on its own. The larger the number of people you want to change the more effort is needed to pull it off. If we want to convert traditional organisations to Stoosian organisations we need to introduce a lot of new memes and replace some old ones. (meme - an idea, behavior or ...more »

  Everybody who has tried to change organizations know how hard this can be. Changing people’s beliefs and values is a pretty difficult thing to do on its own. The larger the number of people you want to change the more effort is needed to pull it off.

  If we want to convert traditional organisations to Stoosian organisations we need to introduce a lot of new memes and replace some old ones. (meme - an idea, behavior or style that spreads from person to person within a culture). Our problem is that larger organizations have an arsenal of defense systems in place to ensure cultural change is minimized. Most organizations aren’t aware of these. They come in the form of: new hire workshops, management development programs, trainee programs and quality and control departments with their endless streams of procedures and guidelines. These defenses freeze the current dominant memes and hunt new ‘threatening’ ideas with a ferocity which reminds us of the Spanish Inquisition.

  What I want to do in this session is to explore and discover ways to bypass or destroy those defense systems. I have some ideas, but definitely not the answer (else this session was called: “Do X to save big organizations”). I hope some creative and caring people want to join this open session and find some answers. Because I really don’t like the idea that larger organizations are beyond rescue.

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  Submitted by Community Member 10 months ago

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  Alternatives for Status, Power and Money

  Status and power are two of the 10 intrinsic motivators in the "champfrogs" scale. We cannot deny that some people are intrinsically motivated by status and power. These people will, quite naturally, enjoy their high positions in a corporate hierarchy. In fact, such hierarchies *attract* people with such intrinsic motivation. We also cannot deny that some people are (extrinsically) motivated by large sums of money. It ...more »

  Status and power are two of the 10 intrinsic motivators in the "champfrogs" scale. We cannot deny that some people are intrinsically motivated by status and power. These people will, quite naturally, enjoy their high positions in a corporate hierarchy. In fact, such hierarchies *attract* people with such intrinsic motivation. We also cannot deny that some people are (extrinsically) motivated by large sums of money.

  It is very difficult to convince such people to be intrinsically motivated by curiosity, honor, acceptance, mastery, or any of the other motivators. Maybe we should use a different approach...

  Can we come up with alternatives _without_ changing this kind of motivation?

  Can we help managers to gain more status, power and/or money in a _network_ instead of a hierarchy?

  Can we use democracy or meritocracy to grow leaders who gain status, power and money through stewardship of the living, instead of management of the machine?

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  Submitted by jurgen 11 months ago

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  Convincing the management on the need for change

  The goal of this workshop would to agree on a list of compelling reasons why there is this need for change. What is the complete list of reasons why we need to leave traditional management practices behind us. So why do we think that companies that do not live according to lean, agile, management 3.0 or radical management ideas will not survive.

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  Submitted by Haiko Meelis 11 months ago

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  Sustaining agility

  A team/department that has started applying agile practices properly has experienced a significant increase in productivity (value for money), quality, customer satisfaction and employee satisfaction. However, once teams have reached this level, they are faced with new challenges: - Often these teams are convinced that they cannot improve any more. What can we do help them aim for even higher levels. - Sometimes, management ...more »

  A team/department that has started applying agile practices properly has experienced a significant increase in productivity (value for money), quality, customer satisfaction and employee satisfaction. However, once teams have reached this level, they are faced with new challenges:

  - Often these teams are convinced that they cannot improve any more. What can we do help them aim for even higher levels.

  - Sometimes, management has noticed the benefits but falls back in old habits, or actually never changed.

  The goal of this session is to share experiences and tips.

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  Submitted by Jan Van Reusel 11 months ago

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  Beyond Consulting & interorganisational change

  Goal: The goal of this session is to generate disruptive ideas that can potentially help overcome tayloristic management that go beyond the established change models, i.e. systemic consulting, seminars, books, etc. plus doing this on a broad level not on a company level. Background: When we think of stooism we all have something in mind, and I’m pretty sure for many of us it’s post-tayloristic, it wants to overcome hierarchies, ...more »

  Goal:

  The goal of this session is to generate disruptive ideas that can potentially help overcome tayloristic management that go beyond the established change models, i.e. systemic consulting, seminars, books, etc. plus doing this on a broad level not on a company level.

  Background:

  When we think of stooism we all have something in mind, and I’m pretty sure for many of us it’s post-tayloristic, it wants to overcome hierarchies, functional separation of work, and naïve planning with a linear thinking model. We, Lars and me (Mark), believe that in addition of working on finding this future organisational model that stoos can agree on, there is another dimension we should address.

  We believe that we (as a community) have not yet found the right approach to induce an effective market pull for companies to realise that there is an urgency to act. All we know of (at least us two) is consulting models, events, books and alike. But these models aren’t scalable. It would take us decades to change each company and we still don’t know if these models are even viable to generate a sufficient level of urgency within decision maker’s heads to accept our help on a broad scale, let alone having the resources to help that many companies transform. We aren’t saying that consulting and other known approaches don't work. But how can we induce change not only on a company level but on a regional, national or even worldwide level without having to teach every blimen company how it works.

  We believe the ideas we will have to come up with will have to be far more innovative than anything we have come up with so far. If this wasn’t the case and if the ideas we are seeking were easily thought of (not to speak of logically derivable) then someone would have already done it.

  Suggested outline:

  10-15 min: Brief introduction to understand participants backgrounds

  15-20 min: Identifying existing models and gathering the obvious

  45 min: Intense brainstorming session using e.g. Mission Impossible, Image-ination or anything else we can come up with that feels appropriate as a brainstorming technique

  Rest: I don’t think this is predictable. If we do come up with something big, we will ignore any agenda or time schedule anyway.

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  Submitted by Mark Poppenborg 11 months ago

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  Management and corporate culture hacking

  This week, at the the first Stoos satellite Berlin meetup, Simon came up with the term 'hack' as something he would like to take home from the Stoos stampede. I'd like to build on this idea and propose a session about hacking the corporate and management culture. “Cultural Hacking can be understood as infiltration into systems and the changing of their coding. It is a critical, often even subversive game with cultural ...more »

  This week, at the the first Stoos satellite Berlin meetup, Simon came up with the term 'hack' as something he would like to take home from the Stoos stampede. I'd like to build on this idea and propose a session about hacking the corporate and management culture. “Cultural Hacking can be understood as infiltration into systems and the changing of their coding. It is a critical, often even subversive game with cultural codes, messages and values.” (Johannes M. Hedinger, http://culturalhacking.wordpress.com/cultural-hacking/).

  Using the concept as a metaphor I would like to collect or design hacks, that could potentially change (management) culture within organizations. The intended outcome of the session is a list of actionable Stoos hacks. A hack would have a brief description like a how-to, the context, the issue it tackles and a way to find out if it is working.

  For inspiration:

  Here's a 5:24 clip with Seb Paquet explaining the concept of a culture hacker: http://www.slideshare.net/sebpaquet/how-to-become-a-culture-hacker-seb-paquet-ignite-2010

  Here's an art work by Francis Alÿs: http://www.haaslab.net/2012/06/when-faith-moves-mountains.html as a great example of a cultural hack - the hardest part (as always) is finding out how to measure success.

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  Submitted by stefan.haas 11 months ago

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  Tickling the CFO

  Early delivery, working iterations, agile planning, value-driven development, etc. can have enormous impact on the bottom-line. As the CFO is the person having an eye on the money, it seems strange that the CFO is hardly directly addressed. In this session I'd like to explore ways for tickling the CFO. After all, if the person with the money is on your side, things might really stampede fast. [Note for organizers: ...more »

  Early delivery, working iterations, agile planning, value-driven development, etc. can have enormous impact on the bottom-line.

  As the CFO is the person having an eye on the money, it seems strange that the CFO is hardly directly addressed.

  In this session I'd like to explore ways for tickling the CFO. After all, if the person with the money is on your side, things might really stampede fast.

  [Note for organizers: will only participate on the Friday]

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  Submitted by rinivansolingen 11 months ago

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  Using Complexity to Accelerate Higher Consciousness

  In the context of VUCA (volatility, uncertainty, complexity and ambiguity) it is incredibly tempting to tackle handling these conditions as an organizational task; on the to-do list. Yet there is an opportunity to use these conditions to expand perspective and shift mindsets to a higher level of consciousness. At this level the invisible becomes leverage for creating shared value. The side effect is higher levels of ...more »

  In the context of VUCA (volatility, uncertainty, complexity and ambiguity) it is incredibly tempting to tackle handling these conditions as an organizational task; on the to-do list. Yet there is an opportunity to use these conditions to expand perspective and shift mindsets to a higher level of consciousness. At this level the invisible becomes leverage for creating shared value. The side effect is higher levels of engagement and greater personal and organizational well being & meaning. Companies that follow nature's principles outperform their peers in good and tough times. They see the value. What if VUCA conditions exist to accelerate the evolution of the role of business & higher performance?

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  Submitted by Dawna Jones 11 months ago

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  Pitch(es) and Propositions

  "Putting it on paper lets you start fixing it. If it stays in your head, a perfect idea, you'll never share it with anyone." Emma Coats, Pixar, on basic story rules. - We know there's a better way. Well, fine. But what do we tell a manager who's asking us: "You want me and my organization to change - so what are your points? What is it that you propose, and how do you want to add value over what is there today?" ...more »

  "Putting it on paper lets you start fixing it. If it stays in your head, a perfect idea, you'll never share it with anyone." Emma Coats, Pixar, on basic story rules. -

  We know there's a better way.

  Well, fine. But what do we tell a manager who's asking us: "You want me and my organization to change - so what are your points? What is it that you propose, and how do you want to add value over what is there today?"

  These questions are fair. We should have some answers - for our recognition, credibility and our chances to make an impact.

  The goal of this session is to work on stuff that supports us as Stoos change agents out there in the wild:

  1) Pitches - "Look, I'm not the only one saying that!"

  Stoos as a point of reference - some catchy elevator pitches for Stoos and the various topics it addresses. Why we think change is needed, and what we are we aiming for.

  2) Principles - "What I say is part of a bigger picture!"

  A coherent view on management, based on Stoosian ideas - The bigger picture of Stoos could be a collection of principles that define and represent the philosophy.

  There may be quite a few given the broad range of topics Stoos is addressing. They all build upon the "stewardship of the living", and will yet add a lot of substance helping the movement to work, communicate and progress (both to the inside and the outside).

  3) Proposals - "There's a productive community collecting and developing modern approaches how to run a state-of-the-art company, and putting them into context."

  Stoos as a source for great usable ideas - There are many topics out there waiting to be fleshed out or brought in line with the Stoos philosophy (e.g. Governance, HR, budgeting, R&D etc.) - or vice versa! Stoosian approaches may solve many of today's problems and create tremendous value. Let's kickstart some work on them!

  We may run this as a continuous session throughout the two days. Things will take time to develop - we put up some whiteboards, and you can repeatedly come by whenever you got some new input. After the Stampede we continue via web.

  UPDATE:

  Some more thoughts on why this is important for change:

  http://www.thinkproductivity.net/?p=348

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  Submitted by Steffen Lentz 11 months ago

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  Can/Should employee Happiness be measured?

  The Happiness Index has been gaining popularity in teams. I'd like to talk about its application, including right and wrong uses, to facilitate communication between staff and leadership of a company.

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  Submitted by Community Member 11 months ago

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  Stoosian leadership skills

  Leading "learning networks of individuals" is different from leading traditional organizitions, and it requires different skills. Over the years, I've found a couple of skills from different sources that I found transformed the way I show up and work both in my own organization and with clients. I would love to share the skills I found particularly helpful, and also to hear from you which ones you would add. Perhaps ...more »

  Leading "learning networks of individuals" is different from leading traditional organizitions, and it requires different skills. Over the years, I've found a couple of skills from different sources that I found transformed the way I show up and work both in my own organization and with clients.

  I would love to share the skills I found particularly helpful, and also to hear from you which ones you would add. Perhaps we could start by creating a list, and then decide on a couple to dig deeper into. I could also imagine scheduling follow up sessions focused on specific skills or skill sets.

  Examples of skills I have in mind:

  Powerful Questions

  Three Levels of Listening (from Co-Active)

  Metaskills (from ORSC)

  9 Disciplines of a Facilitator (from book of the same title)

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  Submitted by ilja.preuss 11 months ago

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  Distributed teams performance - how to increase it?

  More and more teams are virtual and Distributed. Technology allows them to work together as if they are in One room. Which other important aspects should be considered to make them high performant? Lets try to find the do's and do not's !

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  Submitted by Johan Lybaert 11 months ago

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  Agile transformation What should be the best approach?

  Changing an Application division of 500 people, used to work successfully in à waterfall way, into an Agile company using scrum & xp practices. What Would be The most effective way to reach The goal. How long should it take? How many change agents do we need?

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  Submitted by Johan Lybaert 11 months ago

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  Improvisation: metaphor and skill

  Every respectable book, guru and method on organizational change at least mentions the importance of improvisation: the ability to act without having a script in advance. This skill is often likened to jazz-improvisation. My expertise lies in improvised acting. And I propose to do a 2 hour impro-workshop on this. You will walk away having experienced several basic skills that help improvising. Skills that remarkably ...more »

  Every respectable book, guru and method on organizational change at least mentions the importance of improvisation: the ability to act without having a script in advance. This skill is often likened to jazz-improvisation. My expertise lies in improvised acting. And I propose to do a 2 hour impro-workshop on this.

  You will walk away having experienced several basic skills that help improvising. Skills that remarkably resemble the skills we require in organizational change: act even though you don’t know in detail what to do; co-operate; no fear for failure, because failure does not exist; don’t try to be clever or funny, try and find the simplest, most obvious step, and so on. Not only will you find out that improvisation skills can be learned. You will also have an exhilarating workshop!

  Arjen Uittenbogaard is agile coach and consultant at inspearit and professional storyteller and improvisation actor at www.verhalenmaker.nl. At the SEI/IEEE Software Saturn conference 2012 my presentation ‘Mythology for IT Architects’ was awarded with the ‘New Directions Award’. He also proposed the workshop “Fairytales for organizational change.”

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  Submitted by arjen 11 months ago

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  Fairytales for organizational change

  What kind of hero are we looking for? Tom Thumb who cunningly outwits the giant? Puss in boots who willingly deceives the evil wizard? The Bremen Town Musicians who by cooperating scare away the thieves? A good story resonates with your audience on more and deeper levels than any, excuse my French, boring presentation on methods and strategy. A good story captivates your audience and will be remembered. It addresses fears ...more »

  What kind of hero are we looking for? Tom Thumb who cunningly outwits the giant? Puss in boots who willingly deceives the evil wizard? The Bremen Town Musicians who by cooperating scare away the thieves?

  A good story resonates with your audience on more and deeper levels than any, excuse my French, boring presentation on methods and strategy. A good story captivates your audience and will be remembered. It addresses fears and dilemmasn. In short, a good story is exactly what is needed in organizational change. Not so much in the sense that we, the change agents, will use demagogic stories to tell the rest what to do or how to behave. Of course not. But we do know that the road ahead is not easy, we have a hunch of what challenges may be ahead, what kind of enemies to expect. Let’s not keep that to ourselves.

  In this practical 2 hours’, hands-on workshop you will walk away with your own fairytale that reflects your wisdom and experience in change. I will tell a bit about what makes a good story and then we’ll quickly plunge into the creative part of looking for metaphors: heroes, treasures and quests. During these two hours I do not want to go into reflections and discussions on how and why storytelling works; or on how stories can be used for sensemaking as well; or on the the situational applicability and so on. This, too, is interesting stuff, but why not do that after this workshop? If your comments indicate that you’re interested in this discussion, we might add another session about the ways to use and the power of stories!

  Arjen Uittenbogaard is agile coach and consultant at inspearit and professional storyteller at www.verhalenmaker.nl. At the SEI/IEEE Software Saturn conference 2012 my presentation ‘Mythology for IT Architects’ was awarded with the ‘New Directions Award’. He also proposed the workshop “Improvisation: metaphor and skill.”

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  Submitted by arjen 11 months ago

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  Innovation Safari: A breakthrough model for change

  Founded in Amsterdam in 2010 and now internationalising, the Innovation Safari is a week-long pressure-cooker innovation experience with a unique DNA. As co-founder I would like to share this concept and our journey with you to encourage Safari's all over the world.

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  Submitted by Kwela Hermanns 11 months ago

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  Retrospectives and A3 Problem Solving

  How to use A3 Problem Solving methodology during a Retrospective. Incl. smart choices of KPI's and a kanban board for process improvement.

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  Submitted by David Binnerts 11 months ago

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  Continuous quality feedback for managers

  Coming from a development background one of my most important principles is getting continuously good feedback as a basis for improving. As getting into a management role and becoming responsible for a whole department I am looking for the same quality and quantity of feedback. Currently feedback for me comes sporadically from retrospectives, from my boss when he thinks about it and the technical lead if we find time. ...more »

  Coming from a development background one of my most important principles is getting continuously good feedback as a basis for improving. As getting into a management role and becoming responsible for a whole department I am looking for the same quality and quantity of feedback.

  Currently feedback for me comes sporadically from retrospectives, from my boss when he thinks about it and the technical lead if we find time. I currently have several issues with this: the feedback is not organized, it has no structure, it is mostly indirect, it is to sporadic.

  In this session I like to exchange ideas and experience reports. Ideally discuss currently available methods and develop new methods.

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  Submitted by Matthias Lübken 11 months ago

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  Facilitating effective interventions from within organizations

  Trying to introduce a new solution approach from the outside into a large and complex organisation is quite a challenge, isn’t it? Well-intended initiatives get stuck early on as the parties involved point to each other instead of getting into a constructive dialog. This session shows how you can facilitate parties to get from pointing to each other to a constructive dialog and identifying effective solutions. The ...more »

  Trying to introduce a new solution approach from the outside into a large and complex organisation is quite a challenge, isn’t it? Well-intended initiatives get stuck early on as the parties involved point to each other instead of getting into a constructive dialog. This session shows how you can facilitate parties to get from pointing to each other to a constructive dialog and identifying effective solutions.

  The session will use the example of a major IT company. It led to a learning network with communities integrated into decision making; the latter being an essential criteria to make the learning network work. Some of the benefits seen were: Reduced bureaucracy; easy access to lessons learned; translation of community knowledge into strategies/standards. From that: reduced issues and reduced cost.

  Witness in this demo session how you can:

  - bring frustrated and sceptic colleagues into a productive dialogue;

  - apply a step by step approach that results in a joint action plan;

  - decide on low effort/high impact actions to improve co-operation between locations and central organisations;

  - implement an amazingly simple solution for information management in large organisations.

  This is a joint session of Eugen Oetringer and Charles de Monchy, and will be combined with the session proposed by Eugen called “Guided Self Organisation: Creating a learning network”. A further session called “From Overwhelming Complexity to Effective Simplicity” will propose how to prevent this and other initiatives from falling over a crippling bureaucracy and overwhelming complexity, and how to move to effective simplicity.

  Eugen is an unconventional IT strategist with 23 years experience in large IT organisations.

  Charles is a planning facilitator specialised in interactive decision making, with roots in development co-operation and European innovation programs.

  NOTE FOR SESSION ORGANIZERS: Please plan this session on day 1 as the first of the three sessions.

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  Submitted by charles 11 months ago

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  Stoosian experience capture

  Share your stories of how your organization became a learning network of individuals creating value. Or perhaps your stories of how the role of your leaders came to include "stewardship of the living". Or the alternative: share your pain points. Perhaps the organization's reliance on linear, mechanistic thinking, or that your company is focusing more on stock prices versus "delighting customers". We will record your ...more »

  Share your stories of how your organization became a learning network of individuals creating value. Or perhaps your stories of how the role of your leaders came to include "stewardship of the living". Or the alternative: share your pain points. Perhaps the organization's reliance on linear, mechanistic thinking, or that your company is focusing more on stock prices versus "delighting customers".

  We will record your stories in 2-5 minute video clips. With your permission, recordings will be shared. There will be no room for this session, simply look for the person with the cowboy hat and we'll find a place to record your story.

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  Add your comment for Idea: Stoosian experience capture

  Submitted by Catherine Louis 11 months ago

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