TR ANSFORM ATIVE LEADERSH I P DEVELOPMENT PROGR A M 2014

Leadership for Collective Intelligence2014

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Leadership is about the expression of true character and creativity - particularly under pressure. The external uncertainty, volatility and institutional failures we see on many hands, and the internal tendency to work in fragmented and polarized ways to address this, clearly point to the need for a new level of cour-age, self awareness and self- leadership.

At the same time the age of the individual leader is over. It is no longer possible for one individual to manage all the complexity and intensity of modern institutions. Power has decayed- it is held collectively and socially. Individuals and institutions who fail to see this will be left behind.

The LCI is the result of two decades of research and deep devel-opment of a method for helping people access what is at the core of themselves and their organizations. It evokes a new level of personal effectiveness but more helps position leaders to understand their systems and then catalyze dramatic new lev-els if innovation and collaboration. It shows you how to produce breakthrough results by coming to new levels of insight in your-self.

Organizational Benefits

Leadership for Collective Intelligence is a transformational learn-ing experience. It equips leaders with tools, techniques and prac-tices that will enable them to think and act systemically, and build powerful teams that deliver:

• Unique solutions to complex, ambiguous problems.• Transformative innovation across the whole value chain.• Platforms of engagement that lead to cohesive action.• Viral change across the system by activating shared intention.• Shifts at scale, whether in strategic thinking or cultural change.• High-quality dialogue across the ecosystem of stakeholders in

multicultural, cross-generational contexts.• Business-wide results that go beyond the pursuit of targets or

competition between departments.

• Increased levels of energy, commitment and alignment.

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Leadership Outcomes

Leadership for Collective Intelligence is for individuals who are ready to take their leadership to the next level. We intend that participants will:

• Understand and build alignment around the potential in a leadership situation to co-create the new.

• Know their true orientation and inspire others to contribute their best by their genuine example.

• Create safe environments – “containers” – where people can talk and think together across organizational boundaries.

• Navigate and deepen their emotional maturity and transform dysfunctional patterns.

• Become aware of taken-for-granted ways of thinking and operating, creating space for new insights to emerge.

• Catalyze creative thinking, innovation and wider perspective-taking among the people they lead.

• Inspire coordinated action, rooted in common purpose and shared commitment.

• Be able to conceive, operationalize and facilitate transforma-tional design.

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Leadership for Collective Intelligence is more than just an educa-tional program; it is a gateway into a global community of prac-titioners. These are leaders who are awakening to and operating from a new paradigm, and who are mutually cultivating the highest standards of leadership.

Participants over the past two decades have come from a rich variety of backgrounds, countries, cultures, sectors and industries to expand their potential and transform the ways they think and act. They come from the private sector and the public sector; they are rising leaders or senior players seeking transformation in their careers.

The LCI is unique in gathering very different leaders to develop a common and deep understanding of themselves and of what it takes to produce a generative core of leadership and change. This understanding transfers across alumni. People from dif-ferent programs find themselves networked and connected in a common understanding that is immediately supportive and powerful. The ongoing graduate community serves as an ongo-ing source of action research and theory development, a place to share best practices and tools and a context for ongoing profes-sional development.

A Generative Learning Community

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The program will include a variety of reinforcing learning meth-odologies and practices, including:

• Working on a live, complex organizational problem, including a field visit, with other participants, providing a practical and immediate opportunity to apply new skills and methods.

• Coaching conversations at regular intervals with members of the core faculty and staff, to further the participants’ learning and the development of skills.

• An offline world of practice including video reflection, role playing, skill-building, dialogue, personal transformation, and theory-testing with a group of about thirty people and core faculty.

• A real-world component where participants actively engage their own organizations through practical interim assign-ments. Here they will have an opportunity to apply their new knowledge, set up experiments and bring the results back to the group.

• Opportunities for cross-organizational learning where par-ticipants may choose to undertake joint projects with other companies, share resources, and find other ways to develop a critical mass for learning.

• Study groups where participants from a single institution meet periodically either by teleconference or face-to-face in order to deepen their competencies.

• Personal reflection including journaling, meditation, exercise, assignments and readings.

• Creation of internal partnerships where there are opportuni-ties for others within the participant’s organization (such as people to whom participants report, for whom they are re-sponsible, and with whom they interact) to participate in this work and deepen and extend the learning process.

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Faculty

Peri Chickering

Peri is a Director at dialogos. She has a diverse range of skills and experience, including executive leadership, coaching, teaching, training and program develop-ment, and administration. For several decades much of her time was spent in the third sector, engaging in NGO start-ups and development. As a professional mountaineer, wilderness guide, and experiential educator, she used both the outdoors and the indoors as classrooms, and traveled to many parts of the world creating and running wilderness-based leadership experiences for individu-als and groups. Peri worked in the former Soviet Union and several Eastern Bloc countries during the years of transition out of the Cold War as well as in South Africa through the final years of apartheid. Part of this work included bringing the first group of Soviet youth into South Africa and the first trilateral exchange between Soviets, Hungarians and Americans in the United States. As an outgrowth of these pursuits, she went on to raise the funds, train and develop local staff, and start new leadership schools in several countries including Brazil, Bulgaria, and South Africa.

After years of traveling the globe, Peri’s career took a more local route, serving as the Executive Director of Thorne Ecological Insti-tute and then as an associate professor in the Master of Nonprofit Management program at Regis University. As part of her work at Regis she coordinated the Colorado Trust Fellowship, an initiative focused on building leadership throughout the nonprofit sector of Colorado. In addition, she created several new classes including a service-oriented field experience bringing graduate students to South Africa.

Currently, Peri’s work is primarily focused in the private and govern-ment sectors as a consultant, coach, and leadership educator. Peri holds a Master’s Degree in Human Development and a Ph.D. in Hu-man and Organizational Systems from the Fielding Institute.

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Leslie “Skip” Griffin, Jr.

As a Director at dialogos, Skip Grif-fin has worked as an executive coach, faculty for Leadership for Collective Intelligence, designer/presenter of Art of Thinking Together Courses and consultant. Skip specializes in trans-formational coaching for senior lead-ers, helping them to understand such issues as the ways multiple parts of their life (mental, spiritual, physical, emotional, etc.) affect job perfor-mance and satisfaction; ways to develop effective strategies for issue resolution; how to think of and build teams and real sys-tems change. He has worked successfully with senior executives in diverse business, government, healthcare, and educational organizations, helping them achieve both personal fulfillment and outstanding business results.

For 15 years, Skip was the director of community relations and public affairs at the Boston Globe newspaper, where he engaged senior executives and other management in an ongoing reflec-tion and redesign process to understand the ways to use high-quality public outreach as a way of increasing brand loyalty and market share.

Skip served as Associate Dean of Student Affairs and Director of the African-American Institute at Northeastern University in Boston. Working with the President and faculty, he was able to engage key stakeholders in the co-creation of a learning process that resulted in the design and building of a network of referral sources and menu of programs that produced significant im-provement in minority student performance and retention.

From 1976-1980 he served as a member of the Federal Receiver-ship team at South Boston High School helping to implement court-ordered busing and integration. He helped to design and implement innovative approaches to reducing violence, building an inclusive community and improving learning. Skip holds a B.A. in Government from Harvard College and a Masters of Education in Organizational and Social Policy from the Harvard Graduate School of Education.

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William Isaacs

William Isaacs is Founder and CEO of dialogos, a consulting and lead-ership development firm based in Cambridge, MA and a Senior Lecturer at the Sloan School of Management. He is a leading authority on collective leadership, dialogue, and the design and implementation of organization-al learning.

His book, Dialogue and the Art of Thinking Together (Doubleday), has been translated into seven languages, including Swedish, Chinese, and German. It was featured in Fast Company as a guide to “the secret of good informal conversation,” and has been ac-claimed by a variety of reviewers as the definitive guide to pro-found change through speaking and listening. Change Manage-ment Monitor, a publication of reviews of management books, included Dialogue and the Art of Thinking Together in its list of the twelve most significant business books.

For the past 20 years Dr. Isaacs has consulted to senior leaders of prominent organizations around the world, assisting them in creating visionary transitions and maturing the collective leader-ship of their systems. His work focuses on producing generative change that can engage large numbers of people, leading to “learning at scale.”

Some recent clients include Hoffmann-La Roche, the World Bank, International Finance Corporation, BP, the Institute for Liberty and Democracy, and Lockheed Martin Aeronautics Joint Strike Fighter Program. Dr. Isaacs received an A.B. in policy studies from Dartmouth College, an M.Sc. in political philosophy from the Lon-don School of Economics, and an M.Phil. and D. Phil from Oxford University in organizational behavior, social theory, and applied social psychology. He lives with his family in the Boston area.

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Sarah Rozenthuler

Sarah is a Senior Consultant at dialogos, after joining in 2008. She has extensive consulting experience and has worked with a diverse range of international clients for more than a decade. She designs and delivers leadership inter-ventions, coaches business leaders and their teams, and facilitates multiple stakeholder dialogues. Her first book, Life-Changing Conversations, was published in the US, UK and Aus-tralia (Watkins, 2012).

As a Chartered Psychologist, Sarah launched her career working for SHL, the leading global consultancy in psychometrics. To broaden her experience, she spent four years earning her living as a street circus performer, juggling fire in the fiestas of Spain. Sarah fol-lowed this by working for several years as a consultant psycholo-gist in large organizations including the Cabinet Office of the UK Civil Service.

Sarah has been on the faculty for the Leadership for Collective Intelligence program since 2010. She has coached senior leaders from organizations such as BP, IFC and the US Forest Service. Sarah has recently led a series of interventions to develop collective lead-ership among senior leaders at the World Bank, working across the US and Asia. Her work has been featured in a wide range of publi-cations including the Huffington Post, the Financial Times, and BBC Online.

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Leadership for Collective Intelligence2014

24 – 28 March, USA23 – 27 June, Southern Europe15 – 19 Sept, Southern Europe17 – 21 Nov, USA

FeesTuition $25,000

Travel, accommodations, and expenses additional

Further InformationPlease contact Marianne Williamsmariannep@dialogos.com

1.800.525.6884+ 1.617.576.7986www.dialogos.com