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Articles and releases of our congress-speakers.
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Articles in english and german may be different.
The Wholearchy
by Dr. Stèphano Sabetti ©2004
As a work in progress, The Wholearchy is an organic, systemic model of such an organization. It unites much of the positive but fragmented literature concerning alternatives to the inorganic, traditional hierarchy where the structure of an organization is imposed from above or from the outside and then set intractably into place. But The Wholearchy is far from another "flavor of the month" business strategy offering. What The Wholearchy provides is a quantum shift in orientation, proposing a radically fresh paradigm with which to examine the products, processes, and people of the organization. This paradigm implies a shift away from traditional problem solving to a focus on the underlying processes that produce seemingly disparate events.
The Wholearchy is based on the experience that the world functions as a whole whose parts are inextricably related and interdependent. This view is consistent with the findings of modern science, and it also parallels ancient Eastern philosophy.
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Article courtesy Dr. Stèphano Sabetti.
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The Blind Spot of Leadership
Presencing as a Social Technology of Freedom
by Otto Scharmer ©2003
Introduction: The Blind Spot
There is a blind spot in leadership theory, in the social sciences as well as in our everyday social experience. This blind spot concerns the inner place from which an action—what we do—originates. In the process of conducting our daily business and social lives, we are usually well aware of what we do and what others do; we also have some understanding of the process: how we do things, the processes we and others use when we act. And yet there is a blind spot. If we were to ask the question, “Where does our action come from?” most of us would be unable to provide an answer.
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Article courtesy www.ottoscharmer.com / Free downloads...
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When Change is Out of Our Control
by Margaret Wheatley ©2002
To be published in Human Resources for the 21st Century
Uncertain Times
In June, 2002, the Chief Financial Officer of Oracle Corporation, spoke on prospects for the second half of the year. His comments were radically different than the upbeat statements typical of one in his position: "We are hoping for a revenue recovery in the second half of the year. But I said that same thing six months ago and I have lost confidence in my ability to predict the future." In his humility, this CFO described the new world of the 21st century - this interconnected planet of increased uncertainty and volatility. Organizations are now confronted with two sources of change: the traditional type that is initiated and managed; and external changes over which no one has control. We are just beginning to experience what it is like to operate in a global environment of increasing chaos, of events beyond our control that have a devastating impact on our internal operations and culture.
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Article courtesy www.margaretwheatley.com / Articles
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Supporting Pioneering Leaders as Communities of Practice
How to Rapidly Develop New Leaders in Great Numbers
by Margaret J. Wheatley ©2002
What time is it?
Do you ever stand back and try to see the big picture, the view from 50,000 feet of what's going on in organizations, communities, the world? From up there, how would you describe these times? Is it a time of increasing economic and political instability, of growing divisiveness and fear, of failing systems and dying dreams? Is it a time of new possibilities, of great examples of hope, of positive human evolution, of transformation? Are we succeeding in solving major problems, are we creating more? Is it any of these things, is it all of these things?
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Article courtesy www.margaretwheatley.com / Articles
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Congress-Topics
Titles of definite lectures and workshops will be announced at the congress program.
Is research of the future also research of consciousness?
Peace in conflict?
How will learning worlds of tomorrow look like?
What will quality of life mean in the future?
How will technologies of the future revolutionize our lives?
The company – a living organism?
Authentic leadership in chaotic times?
Lifestyles and forms of culture in harmony with the environment earth?
Where does the strength for essential change come from?
Sustainment in companies equals a future-capable economy?
The double helix of learning and working?
The money of the future?
Jobs of the future – how can they look like?
Globalization in the pantry? Nutrition suitable for the future?
What is understood by sustainable affluence?
Knowledge and wisdom in the information age?
Ecological intelligence – regained future?
From trend research to future research: "reduce to the max"?
Art as a creative power for peace and transformation?
Budgeting according to Nature's example?
Slowing to the speed of life?
Values for a future-capable global society?
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