Interactive keynote sessions will lead you to new discoveries
about the challenges of initiating and sustaining profound change.
Discover: Tuesday, June 29
Big Picture Context, Small World Action
What are the major issues and problems facing global humanity?
What is the global context for our local problems and individual actions? Are
these problems solvable with present day technology and known resources? What
role do you play in inventing desired futures for a global society and bringing
them into being? This presentation discussed some of the strategies and costs
for meeting the world's basic human needs and regenerating the environment.
It also explored the role of the individual as responsible actor on the global
stage, as well as the need for leadership and innovation in helping the world
move toward what we envision.
PRESENTER:Medard
Gabel, BigPicture Consulting
Fundamental Innovation for Emerging Futures
Interviews over the past decade with business and social entrepreneurs
and leading scientists have illuminated a body of knowledge about how human
beings can learn to think and act, individually and collectively, in ways that
naturally support life - as it exists and as it is emerging. Part new, part
ancient, this knowledge deals with fundamental innovation for creating futures
that serve the whole. While it builds on core learning capabilities such as
systems thinking, personal mastery, and mental models, it also departs from
them because of its more radical approach to how human beings are connected,
to one another, to the universe, and to serving the larger living communities
of which we are a part. The basic capacities for sensing, presencing, and actualizing
emerging futures develop over our lifetime. Peter shared his journey in understanding
this work and some of the basic practices for grounding it in day-to-day leadership
practice.
PRESENTER:Peter
Senge, Founding Chair SoL
Integrate: Wednesday, June 30
Leveraging Cultural Differences in Intel?s Global Leadership Development
Journey
Thirty years ago Intel began moving away from being a wholly
U.S. assembly and test company to a worldwide organization with assembly and
test facilities lodged in 5 different cultures across 16 time zones. To make
this shift required Intel's willingness not only to take risks, but to learn
how to learn. Nora Hughes discussed how Intel's Assembly Test Manufacturing
(ATM) division built distributed leadership across the globe in response to
its business requirements, working with people from many different cultures
in leadership positions to manage knowledge across a geographically dispersed
business and to create opportunities for new leaders to emerge and be developed.
PRESENTER:
Nora Hughes, Senior OD Consultant Intel ATM
