Rocking
the Boat Without Going Overboard: How “Tempered Radicals” Can
Steer a Course for Change
Debra Meyerson
At times, all innovative leaders find themselves straddling the tension between fitting into the status quo and shaking it up. In this keynote session, Debra will reveal how adaptive, future-oriented workplaces are built not by revolutionaries but by those she calls “tempered radicals,” a group of people who balance conformity with ingenuity. While their differences often put them at odds with the mainstream organizational culture, Meyerson argues that these everyday leaders act as crucial sources of new ideas, alternative perspectives, and organizational learning and change. Drawing from the compelling stories of tempered radicals in a variety of organizations, Debra will illustrate a spectrum of innovative ways that individuals “rock the boat” without losing their own footing—and steer a course for powerful, positive change.
Debra
Meyerson is the author of Tempered Radicals: How Everyday Leaders Inspire Change
at Work and an associate professor of Education and Organizational
Behavior within Stanford University’s Schools of Education and (by
courtesy) Graduate School of Business. She is co-director of the Stanford
Center on Philanthropy and Civil Society, co-director of the Stanford Educational
Leadership Institute, and on the board of directors of Envision Schools.
Debra has been repeatedly named by the San Francisco Business Journal as
one of the Bay Area’s most influential women in business and was honored
by the National Organization for Women as “Educator of the Year.”
Presencing: Leading from the Future As It Emerges
C. Otto Scharmer
The ability to sense and actualize emerging opportunities is at the heart of every innovative organization. Yet leaders have had no reliable method to help them anticipate and realize future potential for their institutions, to reframe and improve thinking, to foster innovation across organizational boundaries, and to generate positive results from disruptive patterns of change. At MIT, Otto and his colleagues have developed a future-based learning cycle for leading profound innovation. This “sensing and presencing” process allows leaders to deal with complex change even when they may not yet fully know the problem, the solution, or the key players required to be successful in a given situation. In this session, you’ll learn how to deal with uncertainty more effectively, and how to sense and seize future opportunities.
C.
Otto Scharmer is a senior lecturer at MIT and founding chair of ELIAS,
an innovation platform linking global institutions from business, government,
and civil society to prototype profound system innovations. He is visiting
professor at Helsinki School of Economics and founding chair of the Presencing
Institute. Otto has consulted with global companies, international institutions,
and cross-sector change initiatives around the world. He has co-designed and
delivered award-winning leadership programs for clients including DaimlerChrysler,
PricewaterhouseCoopers, and Fujitsu. Otto is the author of Theory U: Leading
from the Future As It Emerges (SoL 2007) and co-author of Presence:
An Exploration of Profound Change in People, Organizations and Society.
Multiplying Our Impact
Van Jones
In the last century, the model change agent was the powerful speaker, as exemplified by Dr. Martin Luther King, Jr. and John F. Kennedy. In the new century, the model change agent will be the powerful listener. By being truly present, deeply listening to others, and intently trying to put ourselves in their reality, we can transcend our differences and find a “third way out” of our common challenges. Drawing on his experience in building powerful coalitions against social injustice and environmental degradation, Van will share his thoughts about what it takes to amplify our power through meaningful connection with others.
Van
Jones is
the founder of the Ella Baker Center for Human Rights, a racial justice
organization based in Oakland, California, that works for positive
alternatives to incarceration and violence in urban America. He is also
a passionate advocate for the environment and for responsible business.
Van
has served on numerous governing boards, including Rainforest Action
Network, WITNESS, Bioneers, the New Apollo Project, and the Social Venture
Network.
His efforts have earned him many honors, including the Reebok International
Human Rights Award, the Ashoka Fellowship, and the Rockefeller Foundation “Next
Generation Leadership” Fellowship.
Collaboration: The Human Face of Systems Thinking
Peter Senge
Organizational charts and workflow diagrams are grossly inadequate tools for understanding the complex relationships responsible for real growth and change. It’s often in the spaces between the lines, where human compassion and empathy lie, that we must look to discern the patterns of meaning that govern our most powerful, purposeful connections. Using the conference learning community as a laboratory, Peter will inspire us to examine the irrefutable ties that bind us and that empower us to create together a healthier, more prosperous future than we could ever create alone.
Peter
Senge is an acclaimed author and founding chair of the Society
for Organizational Learning. In 1990, he brought attention to the field
of organizational
learning with his landmark book, The Fifth Discipline: The Art and Practice
of the Learning Organization (revised 2006). Since its publication, more
than a million copies have been sold, and in 1997, Harvard Business Review
identified it as one of the seminal management books of the past 75 years.
Peter is also the co-author of Presence: An Exploration of Profound Change
in People, Organizations, and Society (Doubleday, 2005). He is back for his
17th Pegasus Conference.
A Synergy of Action: Large-Scale Change Takes Flight at Boeing
Peter Weertman, Bruce Rund, Darren Macer, and
Bob Wiebe
What does it take to bring people together across organizational boundaries to achieve innovative solutions? In this session, change leaders from different functions talk about how system dynamics modeling can create a whole-systems view and engage employees in the process.
Peter
Weertman is vice president of Technical Customer Support for Boeing,
responsible for ensuring the health of the world’s largest fleet of
commercial jetliners—almost 12,500 airplanes. He oversees technical
resources that help more than 900 operators maintain their fleets. Peter previously
served as head of Engineering and Product Integrity for Commercial Aviation
Services and as chief project engineer for 767 Program.
Bruce
Rund currently leads the Boeing Operations Center, a collaborative
work environment responsible for developing options in response to technical
inquiries from airline customers 24/7/365. In 22 years at Boeing, he has held
Technical Customer Support positions in Spares and Service Engineering. Bruce
leads process and rapid change in the organization to adapt to global customer
support challenges.
Darren Macer is currently the Engineering, Process and Technology leader for the Boeing Operations Center. He was instrumental in the initial creation of the Operations Center and the development of requirements and processes. During his 11-year career at Boeing, Darren has worked in support of customers both external (with the Rapid Response Center, precursor to the Operations Center) and internal (as problem resolution engineer supporting the wide body fleet production line).
Bob Wiebe
is Senior Operations Analyst at Boeing Phantom Works, the main research and
development arm of The Boeing Company.
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