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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:

 



Bill Martin

Bill Martin is Managing Director of Bill Martin and Associates, a U.S.-based company, which facilitates change and the growth of leadership capacity inside organizations.

Bill has spent most of his career in senior leadership positions. He focuses on organizational learning, leadership, innovation, effective change, and the direct teaching of systems thinking skills and thinking dispositions.

Bill's processes are in powerful use in twelve countries across a range of sectors, including education, business, health, juvenile justice, non-profit organizations and elite sport. They generate powerful aligned action. This has delivered award-winning results even with the most resistant staff.

 

Conference

Schools that deliver

Here are three major areas of focus for schools:
How does what we do contribute to quality learning and quality of life for our students?
How does what we do contribute to quality learning and quality of life for our teachers?
How does what we do contribute to quality learning and quality of life for our families and community?

This presentation will address these issues. Somewhere along the way much of schooling and education has lost these three foci. Many students, teachers and families share with us their frustration at the encroachment of bureaucracy and a non-student, non-teacher, non-family, non-learning focus.

Dr. John Edwards and I have worked together since 2000. We have worked across a wide range of sectors including over 160 schools in six countries. Our focus has been on supporting schools that deliver. We have refined, refined and refined our thinking and our approaches. They have been tested under the toughest conditions. Our research has identified a set of core elements that can be observed in schools that deliver for students, staff, parents and communities. The core elements articulate a best practice repetoire for schools. Each element included has transformed practice for individuals, teams and schools. Each element has potential power.
These core elements introduce skills, models and processes that work in the reality of the lived lives of teachers and shool staff.

 

CONFERENCE

Chaos to clarity

If we are not seeing the events and patterns of behavior we desire in our schools it is because our values and beliefs and systems and structures do not support one another. They are not aligned. The reverse is true as well. When our values and beliefs and systems and structures are aligned we see the events and patterns of behavior we want to see.

This presentation will will demonstrate a simple and elegant systems thinking tool that leaders can add to their repetoire to ensure that achievement, positive change, efficiency, and effectiveness flow from this alignment of values and beliefs and systems and structures.
The essence of systems thinking is seeing intrrelationships rather than cause-effect chains. Systems stories are made up of circles. In Western cultures, languages are made up of straight lines. There is a beginning of a sentence and an end. A linear view suggests a simple area of responsibility. When things go wrong this is seen as blame. In systems thinking we give up the assumption that there must be an individual or one clear reason rsponsible. Systems thinkers believe that everyone shares responsibility for problems. There is no blame.
Systems stories provide us a language that allows us to describe our issues as circles. This presentation will show how the key to alignment of values and beliefs and systems and structures is to see circles of influence instesd of stright lines. We will be introduced to the characters visible in any systems story.

We will learn how to read a systems story to identify the undersireable effects that are the currnt reality. We will understand how to find solutions and take action in the areas of highest leverage.

 

WORKSHOP:

Leaders dream more, Learn more, Do more.

Research into the key elements for successful organizational change commonly list the top three as: CEO involvement, CEO involvement, CEO involvement. Our experience in schools matches this. At the root of most successes and failures can be found a leader or leaders that delivered or not delivered. Leadership is a distributed concept. It is about a way of operating rather than a position. Leadership can be found at all levels of a school.

The valuesand beliefs of the school leader filter through the school and the community. They influence the culture of teaching and learning in the school. School leaders must know the values and beliefs that define the teaching and learning environment. The most important and often most diffiult leadership work is at this level.

Joy comes from leading the creation of the culture and establishing the challenges for childen and adults to continuously grow, learn and achieve. Principals become the lead teacher and lead learner. Joy flows from leading the design of the systems and structures to support children and adults to live the mental models they need for sucessful achievement.

As "head teacher," the school leader's class is made up of the school community and everyone in it.

This workshop will use the knowledge of participants to investigate and understand the 11 challenges leaders must meet in to experience the joy of being lead teacher and learner:
Choose leadership instead of management.
Design mental model actions.
Hold your nerve during the storms.
Create and maintain alignment.
Use time wisely.
Grow leaders and leadership.
Pay attention.
Walk your leadership talk.
Build and take care of the culture.
Demonstrate strength of character.
A repetoire of leadership tools designged to meet each challenge will be introduced and practiced. Feedback will be given to participants regarding the priority challenges they must meet to move forward from their personal current reality. collaboratively, they will construct action plans to overcome these priority

WORKSHOP:

Chaos to clarity

If we are not seeing the events and patterns of behavior challenges we desire in our schools it is because our values and beliefs and systems and structures do not support one another. They are not aligned. The reverse is true as well. When our values and beliefs and systems and structures are aligned we see the events and patterns of behavior we want to see.

This presentation will will demonstrate a simple and elegant systems thinking tool that leaders can add to their repetoire to ensure that achievement, positive change, efficiency, and effectiveness flow from this alignment of values and beliefs and systems and structures.
The essence of systems thinking is seeing intrrelationships rather than cause-effect chains. Systems stories are made up of circles. In Western cultures, languages are made up of straight lines. There is a beginning of a sentence and an end. A linear view suggests a simple area of responsibility. When things go wrong this is seen as blame. In systems thinking we give up the assumption that there must be an individual or one clear reason rsponsible. Systems thinkers believe that everyone shares responsibility for problems. There is no blame.
Systems stories provide us a language that allows us to describe our issues as circles. This presentation will show how the key to alignment of values and beliefs and systems and structures is to see circles of influence instesd of stright lines. We will be introduced to the characters visible in any systems story.

We will learn how to read a systems story to identify the undersireable effects that are the currnt reality. We will understand how to find solutions and take action in the areas of highest leverage.

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