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Last modified 06/25/2015 - 10:49 

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Only available in spanish during the Icot2015 but afer the Icot available in english and Spanish.

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Thinking Txoko

Thinking Txoko >>>

The Thinking-Txoko is an innovative alternative space at the  ICOT 2015 . 

The  will be situated in the main hall of the conference and it will gather different speakers and professionals to discuss certain themes of the conference.

By being in an open space there will be more freedom and opportunities to interact, listen, ask and debate for the attendees. 

Tänkbar

During the days of ICOT2015 we will open a "TänkBar" (a venue with thinking on the menu) in connection to interesting lectures and sessions.

In a tasty and visual environment between keynote and featured sessions , we want to help the participants to reflect on what they just have heard in presentations or experienced during workshops.

During coffee breaks and lunches, we will therefore "enhance" the usual café and restaurant environment with various visual aids and tangible thinking tools to help participants to think together while eating or taking a coffee."

50 person per session permited.

Cost: FREE

Language: English

See pdf >>>

http://tankbarofsweden.se for more information.

Schedule of the presenters that we follow up in TänkBar:

 



Jeff Clanon

jeff-clanon

Jeff Clanon is a Founding Partner of Systems Perspectives LLC and also a founding consultant member and former Director of Partnership Development for SoL, The Society for Organizational Learning. SoL is a non-profit, member governed organization chaired by Peter Senge.

It is dedicated to building knowledge about fundamental institutional change through integrating research, capacity building, and the practical application of organizational learning theory and methods. SoL evolved from the Center for Organizational Learning at MIT where Jeff was the Executive Director for five years.

Jeff has published a number of articles in the area of organizational change, organizational learning and technology. "The Relevance of Organizational Learning for High Performing Social Networks" was published in the book Dynamic Learning Networks (2009). His article "Organizational Transformation From the Inside Out: Reinventing the MIT Center for Organizational Learning," won an award as outstanding submission to the Learning Organization International Journal for 1999. An article published in the Systems Thinker in 2004 entitled "The Dark Side of Success: Dealing with the Organizational and Emotional Complexities of Growth" provides insights into the complexities of organizational growth and the practical application of systems thinking methodologies.

He received a BA from Dickinson College, an MS from the University of Illinois and completed postgraduate programs at Harvard Medical School, Laboratory of Community Psychiatry and at MIT.

 

Keynote Lecture:

Stance and the Practice of Leadership

"The success of an intervention depends on the interior condition of the intervener," says William O'Brien, former CEO of the Hanover Insurance Company. The Blind Spot of Leadership is the inner place from which we operate," says Otto Scharmer, author of the book Theory U.

Stance, as we are defining it, relates to how you hold yourself, what you embody in any interaction. It's clear from research and everyday experience that your state of mind and body affects what you see and the thoughts that come into your mind. For every activity there is an optimal state of mind and body. The optimal state for an emergency is different from the optimal state for strategic thinking. Yet most people, most of the time are nowhere near their optimal state.

We have found that having congruence in what you are thinking and embodying has significant power and impact on the quality of teaching, coaching or leadership interactions. We see stance as one of five levels of building one's capacity for leadership and having four components:1)Attention/awareness,2)Intention,3)Focus,4)and Embodiment.


Goals of the Presentation:

Overarching intent - Conference participants experience for themselves the power and relevance of the practice of stance in their leadership interactions.

• Explore a new meaning of "stance" and its relevance/importance in the practice of leadership

• Become more aware of the stance one is currently achieving in a leadership context

• Practice adopting and embodying a stance(s) that would have the most powerful positive impact in a future leadership interactions

 

Outline and flow for the Presentation:

I. Origins/importance of the notion of "Stance"
II. Definition of stance in the context of leadership and coaching, components of stance
III. Conversation in dyads on participant's current relationship with stance in a leadership context.
- What is the predictable or usual stance you take as a leader or coach? (Dyad conversations).
- How does stance affect outcome?
- Is there a stance that will enable the best outcome in a particular leadership context or situation?
IV. Imagining and embodying a stance or stances that you feel would be most effective in a future leadership interaction (dyads, role play with your partner),
V. Questions and discussion

 

Workshop

Stance and the practice of leadership

Overarching intent - Conference participants experience for themselves the power and relevance of the practice of stance in their leadership interactions.

•  Explore a new meaning of "stance" and its relevance/importance in the practice of leadership

•  Become more aware of the stance one is currently achieving in a leadership context

•  Practice adopting and embodying a stance(s) that would have the most powerful positive impact in a future leadership interactions

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