Choose between these parallel sessions
Friday morning learnshops
You can now choose between these five interactive learnshops
1. Nadja Schnetzer
An interactive learnshop that will allow you to deepen with Nadja Schnetzer the concepts she exposed in her opening keynote
2. Sam Karvonen
Bottom up governance/Lessons-learnt from Fragile States
3. James Jennings
Aligned Human Networks
An interactive learnshop that will allow you to deepen with James the concepts he exposed in his morning keynote
4. Carmen Pipola
Systemic constellation work – a powerful tool to establish new ways of decision-making and action
Every system has its own laws and rules that impact everything. In this workshop you will learn to be aware of these laws. Systemic constellation work is a powerful solution-oriented tool to understand and use the laws constructively to change a system. It supports the opening of human minds and perceptions in order to understand the impact of action and reaction inside a system. Furthermore it helps discovering and resolving the root causes for conflicts in organisations.
You will leave the workshop with a wider understanding for system effectiveness and you get a simple and powerful tool to create an impact. Understanding the system laws will change your behaviour and awareness in your daily life.
5. Moneshia Zu Sitz
Re thinking Governance in the Corporate World (to foster Diversity and Inclusion)
Friday afternoon – parallel sessions
You can now choose between these five interactive learnshops
1. Jenna Nicholas
An interactive learnshop that will allow you to deepen with Jenna the concepts she exposed in her opening keynote
2. Jelena Hercberga
What business can learn from radical democracy?
The economy of the common good as an alternative to neoliberalism has been highly praised for its just, humane, cooperative, ecological and democratic principles of running and organising business.
However, is it really democratic? Is the politics of the common good the way to go if we want to create a more just workplace? What is good?
Your definition of it might be dramatically different from your colleague’s, let alone from the company’s top management’s vision. If we to develop companies that place common good above profits, we need to take into account complexity of this concept. How do we go about it?
The school of radical democracy might be of help. It argues that the common good is not possible as it can never be completely inclusive. Radical democrats suggest that any consensus, that the common good is an example of, is always political, i.e. it represents interests of a certain group of people and excludes others.
Radical democrats put difference and contingency that comes with it at the heart of a political debate. Their approach to creating a just society is through enabling different voices to be heard without prejudice and judgement. Radical democracy sees any knowledge as socially constructed, which challenges the validity of any strict definition and calls for seeing this world, our relations with it, as well as ourselves in it as in an ongoing state of becoming. As such, it is not so much about defining what the common good is, but creating conditions when this common good could be contested and therefore complemented from various positions. And it is not so much about creating new forms of governance and ways of organising, but shifting our perception of how we see the different and the other, both in society, but also in business.
By drawing on the concept of radical democracy, I will explore together with the participants of the conference how principles of contingency and becoming can be applied in the corporate world.
3. Mahmud Samandari
Diffused Governance – improving the governance and interdependence of ebbf’s local activities
Looking at the expansion of ebbf local activities to 15 cities around the world, what have we learnt about the governance of such a diffused system? How can we improve the interactions and interconnections between ebbf’s current local activities and increase their reach?
4. Kurt Specht
Governance in distributed social and economic networks
Traditional command & control top down management styles and approaches do not work well in a decentralized world. New forms of economic and social networks are emerging such as Distributed Autonomous Organizations (DAO). In a more and more networked environment with distributed organizations we need to apply decentralized governance structures & tools. The governance of these networks and organizations is based on advanced technologies such as the Blockchain technology. Blockchain can disrupt traditional governance structures, and challenge the way we currently think about governance as there will be no more centralized legal entity. This keynote is exploring governance in the dawn of these disrupting types of organizations and networks. The session is aiming at igniting the discussion about future social interactions in organizational models that are yet to be fully defined, understood and used in practice.
5. Iko Congo
We are conscious of our obligation to contribute to the betterment of the world and are dedicated to learn how the Baha’i Writings and experience of the Baha’i community can provide new insights to how organisations, and society more widely, are governed.
Saturday morning – parallel sessions
You can now choose between these five interactive learnshops
1. Lars Sudmann
Governance & Innovation: enabler or barrier
An interactive learnshop designed to deepen our understanding and application of some of the concepts mentioned in the earlier keynote by Lars.
2. Christopher Cooke
From the Soil to the Stomach to the Soul – The Craft of Governance from an Holistic Stance
The holistic worldview – what it means and how it shows naturally in ebbf and how it forms part of a process of the human species re-cognizing the path of spirit and the invitation of communion with Spirit, not as and end but as a start of our species viability; How a process oriented, holistically informed, form of governance provides the opportunity for the release of significant human creativity. How this takes us into a space where no best practice yet exists, yet there are many examples of where an ethical alignment with all aspects of life, has led to outperformance and a regenerative social, economic and ecological legacy. The session will include an interactive whole group experience to allow the audience to explore their own analysis of the deeper dynamics of worldviews and the necessity for new thinking. The learnshop will go deeper into an appreciation of the 4 ecosystem processes that describe how all-life sustains, and how the ability to sense and monitor ecosystem processes may be used to navigate effectively towards ecological outcomes that recover and regenerate life on Earth. Christopher suggests that this work offers a most profound addition to all forms of Quality Assurance.
3. Dessi Dimitrova & Guitelle Baghdadi
Moving towards a values-based discourse on global health
More than nine billion people are anticipated to be living on the planet by 2050, with two billion above the age of 60. To address the challenges inherent in population growth of this scale and to secure the associate health costs, the world would need new business and operating models as well as new investments increasing over time from an initial US$134 billion annually to $371 billion by 2030, according to recent estimates by the World Health Organization. Furthermore, the Commission for Business and Sustainable Development estimates that implementing the health related Sustainable Development Goals would result in a new health and healthcare business opportunity of USD1.8 trillion. This illustrates that there is an unprecedented opportunity to impact the global health and healthcare discourse and ensure that the expected investment results in just and equitable outcomes.
This session will aim at exploring how each practitioner can influence the global health discourse by
1) identifying some of the key issues that need to be addressed in the global health discourse (e.g., universal health coverage);
2) defining the true obstacles in addressing these issues to improve the health status of humanity in an equitable manner,
3) brainstorming new approaches for addressing these issues recognising the main spiritual principles still lack in today’s development endeavours;
4) identifying the key stakeholders who would need to be involved to draft and implement the above. Health governance from the community to the global levels will be reviewed as a key enabler to the above issues as well as how values-based decision-making can be encouraged to influence the global health discourse.
4. Gordon Naylor
Governance in Education – How to start a Baha’i Inspired School in your community
Thinking about how to embue an social enterprise with spiritual qualities is challenging. Which is why at Nancy Campbell Academy, we challenge our students to start thinking about it in their first year. Creating an environment where this culture can be fostered while still achieving academic excellence has taken 20 years of experience to create, and we’re still learning. This workshop is geared towards those wishing to create a similar environment and the practical steps to creating a spiritual enterprise within Education.
5. Eoin McCarthy and Sarah James
Tools for Better Decisions: How to use Quaker Business Method, Theory U and Systemic Constellations for collective decision-making
Conscious business practice requires us to have regard for the whole of the system and to make decisions that work for the good of all. Yet in many organisations, those with the loudest voices get to call the shots. This 90-minute interactive workshop introduces a blend of time-honoured and modern tools for harvesting collective wisdom. We invite you to bring one of your own current decisions to the session so that we get these support tools off the page and into practice.
Working in small groups, and using Spiral Dynamics as a paradigm, we’ll explore 3 processes that deepen our capacities for working together to help us make better decisions:
• How do I act for the good of the whole? Each group will decide which individual issue they will hold and work on collectively, using tools from the Quaker Business Method. Successfully used in organisations for over 350 years, QBM helps reach decisions that everyone can agree to, without people feeling unheard
• Am I listening with open heart, open mind and open will? As each group considers the decision they must make, we’ll practice different levels of listening, as the foundational capacity in Theory U (the latest in business thinking from MIT – Massachusetts Institute of Technology)
• Can we tune in to the collective field? Each group will listen in to the whole system by taking part in Systemic Constellations, a powerful mapping process using embodied intelligence.
We will discover how each of these approaches extends our capacity to listen – to ourselves, to others, and to the whole field of life. We will learn how multi-sensory and multi-dimensional listening can support us to make better decisions, most especially in critical issues of governance that affect the whole organisation.
A Plenary Conversation will conclude our session. What have we seen and experienced that we can take away? What further questions are we holding?
6. Garance Choko
Reversing the Decision Making Process
I’ll present lessons from the application of a unique participatory management strategy in 1) the redesign of a national health care system in a European country and 2) the overhaul of the national administration for a large sub-Saharan country that results in increased efficiency, trust and team engagement, and improved outcomes.
This values-based strategy is predicated on three principles: a systemic approach, participatory problem solving, and harnessing the power of the collective intelligence of a group to drive design and strategy. It subverts more traditional management and decision making processes that position the nominal leaders of private and public institutions as the strategists and enforcers and staff and middle management as the executors of orders from above.
By applying these principles, we engage everyone with an active stake in the long-term sustainability of its solution. By vigorously mapping the groups, agents, and elements that are crucial to a system’s functioning, dynamics, and structure we equalize formal and informal knowledge – expanding the potential for inventive ideas exponentially.
Finally, we extract, harness, and incorporate local knowledge at all stages of a project’s life cycle to develop and deepen concepts, analyze problems, prototype and implement actual solutions, and evaluate their success.
I have witnessed a positive shift in internal governance that occurs when decision-makers give staff the charge to lead the design and strategy process predicated on their in-depth knowledge of the relevance of organizational strategy to the day-to-day operation of the enterprise.
When the staff is leading the problem solving process and decision makers become ambassadors and support these ideas as opposed to dictating them, it engenders a culture of trust and inspiration that leads to greater corporate and organizational resilience over time.