Telling Stories, Making Meaning: The Power of Narrative in Organizational Change
David Hutchens, iconoclast communications
Organizational storytelling is emerging as a legitimate business discipline, informed by a rich body of theory. But while telling stories is innate and intuitive, many people are anxious about it. What is it about the organizational setting that often makes it an inhospitable environment for narrative? In a world of bullet-pointed reductionism, how can we create a climate that recognizes the value of more human and relevant ways of talking? In this highly practical and engaging session, author David Hutchens will introduce new tools and models for using narrative in an organizational context for the purpose of building culture, archiving knowledge, sharing meaning, and speeding change.

Embodiment Trumps Intention: The Body-Brain Advantage for Creating Results
Victoria Castle, Leadership Consultant
Energy organizes around what is most articulated in the system. Understanding that we are each a psycho- biological system (there's more to us than just grey matter) gives us a huge advantage in how to be purposeful in how we direct our energy. Under pressure our neurological wiring automatically trades connection for survival. How do we move beyond that? This experiential workshop uses the inner technology of Somatics: recognizing that the self is indistinguishable from the body or lived experience, and that we are the product of our practices. So rather than talk concepts, we will engage in body-centered practices that build dignity, efficacy, and trust

A limited number of seats are still available for the full conference and for pre- and post-conference workshops. Register now to secure your spot.

We have all been involved in a situation where a minor incident quickly escalated into a major blowout before anyone even knew what was happening. From schoolyard fights to international arms races, the forces illustrated by the "Escalation" archetype are familiar and universal.

In an "Escalation" situation, one party takes actions to counter a perceived threat. These actions are perceived by the other party as creating an imbalance in the system that then makes them feel threatened. So the second party responds to close the gap, creating an imbalance from the first party's perspective, and on it goes. The dynamic of the two parties, each trying to achieve a sense of "safety," becomes an overall reinforcing process that escalates tension on both sides.

"Escalation" dynamics thrive in a competitive environment, so--not surprisingly--they are pervasive in business. The usual logic that drives "Escalation" goes something like this: Whenever your competitor gains, you lose, and vice versa. That logic leads to all kinds of "wars"--price wars, advertising contests, rebate and promotion slug-fests, salary and benefits wars, labor versus management conflicts, marketing versus manufacturing department battles, and so on. And in the end, everyone loses. Yet the dynamic can also work in a positive direction, when the parties induce each other to compete to improve a situation. The challenge in any "Escalation" situation is to find a way to turn it around, so that it leads to good things for all the parties involved, rather than a downward spiral of destruction.