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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 »

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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 »

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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 »

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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 »

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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 »

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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 »

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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 »

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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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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 »

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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 »

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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 »

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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 »

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