LEADERSHIP FOR KAOS PILOTS

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  • 1. @NICKWECREATESWITCHED ONLEADERSHIPNICK JANKEL, WECREATE / GLOBAL LEADERSACADEMYKAOS PILOTSSEP 2012
  • 2. wecreate worldwideis a consultancy focused on social &sustainable innovation and ethicalenterpriseGLOBAL LEADERS ACADEMYis designs and delivers programmes thatcatalyse continuous breakthroughs in thelives of leaders and the wider systemsthey touch
  • 3. INTENTIONSERVE YOU AS BEST I CAN WITH INSIGHTS I HAVECOLLECTED ON MY JOURNEY IN THE SPIRIT OFMUTUAL RESPECT, LEARNING & ULTIMATE IMPACT
  • 4. SAFE SPACE
  • 5. biomimicry evolutionary jurisprudence org biology creativity behaviour measurement networksneuroscience improvisation strategybusiness model cybernetics innovation motivation futurology sciencesocial theory literature peer-to-peerphilosophy narrative design modelstheory of science thinking innovationco-operation storytelling user anthropology complexity experience science game theoryhistory empowerment conflictpsychology coaching mediation
  • 6. WHO WE WORK WITH
  • 7. WHO WE WORK WITH
  • 8. WHERE WE HAVE DONE IT ☀ ☀☀ ☀ ☀☀ ☀☀ ☀☀ ☀☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀
  • 9. MAXIMUM IMPACT MINIMAL MISTAKES Collaboration Strategy Scale Strategy Brand Strategy Impact Story & Pitching Impact Metrics Impact Models Breakthrough Propositions Design for Impact Breakthrough Leadership Purpose & TOC
  • 10. WHAT ARE YOU CONCERNED ABOUT INRESPECT TO THE COMING 12 MONTHS?WHAT ARE TYPICAL CHANGE-AGENTCHALLENGES YOU MIGHT FACE?
  • 11. THE TRUTH IS A PATHLESS LAND KRISHNAMURTI
  • 12. WHATDO YOU SEE?
  • 13. SWITCHED ON LEADERSHIPBmusic BREAKTHROUGH © Wecreate 201
  • 14. SWITCHED ON LEADERSHIP Cubism BREAKTHROUGH © Wecreate 201
  • 15. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • 16. SWITCHED ON LEADERSHIP LATE FEES >80% CORPORATE PROFITS BREAKTHROUGH © Wecreate 201
  • 17. SWITCHED ON LEADERSHIP INVENTED DIGITAL CAMERA IN 70’s BREAKTHROUGH © Wecreate 201
  • 18. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • 19. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • 20. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  • 21. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  • 22. “If I had not been in prison I would nothave been able to achieve the mostdifficult task in life, and that is changingyourself... Prison itself is a tremendouseducation in the need for patience andperseverance. It is above all a test ofones commitment.”NELSON MANDELA
  • 23. ‘Switched on’ leaders aredelusional or visionary.Either way, they seethings no-one else cansee and act on it withconviction to changethings for good.
  • 24. LEADERSHIP?OUR SELF, OUR PEERS, OUR ORGS, THESYSTEMINTO, THROUGH AND OUT OF CHANGE /CHAOSSUCH THAT EVERYONE THRIVES
  • 25. EVERYONE THINKS OF CHANGING THE WORLD, BUT NO ONE THINKS OF CHANGING HIMSELF. LEO TOLSTOY
  • 26. DISTINCTMANAGE: CONTROL, HANDLE, TOLERATELEAD: ENGAGE, EMPOWER, ENABLE
  • 27. “We were all born leaders;that is, until we were sent toschool and taught to bemanaged and to manage.”DEE HOCK, FOUNDER & CEO, VISA
  • 28. HOW DOES THIS TOPIC CONNECT WITHYOUR PURPOSE & AMBITIONS?
  • 29. CHANGEIS CHANGINGFAST, DISCONTINUOUS, PUNCTUATED,ACCELERATING, PATCHY
  • 30. NETWORKSDECENTRALISED POWER, PEER-TO-PEERCOMMUNICATION, RAPID FLOWS OFINFORMATION, GLOBAL CONNECTIONSTHE WORLD WILL NEVER GO BACK TO HOWIT WAS
  • 31. TRIBES MARKETS HUNTER- HIERARCHIES /GATHERER NETWORKS BUREAUCRACIES
  • 32. CHANGEIS BUILT INTO EVERY LEVEL OF THE UNIVERSE
  • 33. FROMELECTRONS IN EVERY ATOM...TO EVOLUTION OF SPECIES & GALAXIES
  • 34. CHANGEIS THE PREREQUISITE FOR ALL LIFE & ALLCREATIVITY
  • 35. DEATHIS STASIS (EQUILIBRIUM)HEALTHY COMPLEX SYSTEMS AREADAPTIVE, IN ‘DYNAMIC NON-EQUILIBRIUM’
  • 36. ORDEREDGE OFCHAOSDISORDER
  • 37. YOU TAKE THE BLUE PILL, THE STORY ENDS, YOU WAKE UP IN YOUR BED AND BELIEVE WHATEVER YOU WANT TO BELIEVE. YOU TAKE THE RED PILL, YOU STAY IN WONDERLAND, AND I SHOW YOU HOW DEEP THE RABBIT HOLE GOES. MORPHEUS
  • 38. EDGEAMBIGUITYUNCERTAINTYUNPREDICTABILITY
  • 39. SHARE A TIME YOU WERE ON THE EDGE OFCHAOSWHAT DID IT FEEL LIKE? HOW DID YOUEXPLAIN IT? HOW DID YOU KEEP RESILIENT?
  • 40. EDGEOF CHAOS IS WHERE NEW IDEAS IN NATURE &CULTURE ARE BORN
  • 41. INNOVATIONHAPPENS FASTEST IN LOCATIONS WHERE CHANGE ISTHE NORM
  • 42. FERTILEMEDICI FLORENCE vs. PAPAL ROMEDEMOCRATIC ENGLAND VS. TSARIST RUSSIASILICON VALLEY vs. SAUDI ARABIAINNOCENTIVE vs. OXFORD UNIVERSITY CLASSICSDEPT.
  • 43. SWITCHED ON LEADERSHIP BREAKTHROUGH PREFERRED ORDER CURRENT ORDER BREAKTHROUGH BREAKTHROUGH © Wecreate 201 CHAOS
  • 44. SWITCHED ON LEADERSHIPINNOVATION BREAKTHROUGH THE EXTENT OF THE BREAKTHROUGH DEPENDS ON HOW DEEP WE ARE WILLING TO GO INTO WHAT IS POSSIBLE BREAKTHROUGH BREAKTHROUGH © Wecreate 201
  • 45. SWITCHED ON LEADERSHIPINNOVATION BREAKTHROUGH BREAKTHROUGH BREAKTHROUGH © Wecreate 201
  • 46. “Jump to an answer - you might aswell jump to the river.”RUSSIAN PROVERB
  • 47. 50 THE BREAKTHROUGH SWITCH Breakthrough Opportunity What kind of headline ideas could Problem seize this opportunity?What is the problem, in human terms? Breakthrough Proposition What proposition emerges from this Proposition insight?What is the current proposition that results in the current proposition that resultsin this problem?this probelm? Breakthrough Insight What is a more insightful, future-positive Assumptions belief?What do we have to believe to generateand validate this proposition? BREAKTHROUGH © wecreate 2012
  • 48. IN 1983, ONLY THOSE WHO COULD USE ACOMMAND LINE COULD USE A COMPUTER
  • 49. PERSONAL COMPUTING Breakthrough Opportunity What kind of headline ideas could seize this opportunity? ProblemWhat is the problem, in human terms? Think different with a Mac... (and its ecosystem) Everyday people are not benefiting from the power of computers. Breakthrough Proposition What proposition maximises accessibility, usability and enjoyability? Proposition We design and sell ‘computers’ as creativityWhat is the current proposition [product offer, business model, maximisers - they help people thrive.org process] that leads to this problem? We design and sell computers as productivity maximers - they help businesses win. Breakthrough Insight What is a more powerful, liberating and abundant view of human nature /life? AssumptionsWhat do we have to believe to generate and validate this proposition? Creativity is the goal of life. Technology can help liberate us, empower us and inspire us to Productivity is the goal of life. Technology design, innovate and collaborate helps create more productivity by increasing our efficiency as cogs in the business BREAKTHROUGH machine (growing profits, GDP etc.) © wecreate 2012
  • 50. THE WORLD’S LARGESTCOMPANY 28YEARS LATER
  • 51. 54A BILLION PEOPLE DO NOT HAVE CLEAN WATER - CHOLERA EPIDEMICS KILLHUNDREDS OF THOUSANDS
  • 52. CHOLERA Breakthrough Opportunity What kind of headline ideas could seize this opportunity? ProblemWhat is the problem, in human terms? The Folded Sari A billion people do not have clean water - cholera epidemics kill hundreds of thousands. Breakthrough Proposition What proposition maximises accessibility, usability and enjoyability? Proposition Focus investment on empowering and enablingWhat is the current proposition [product offer, business model, people (with media tools, comms etc) to use it inorg process] that leads to this problem? new ways to increase health - virally. Raise money to buy and deliver equipment (drill boreholes, pumps, lifestraws) to provide water. More investment needed to maintain Breakthrough Insight technology. What is a more powerful, liberating and abundant view of human nature /life? AssumptionsWhat do we have to believe to generate and validate this proposition? Existing equipment - the sari - can be re- purposed to solve problems.New things / technology is the best way to solve The people need empowerment. problems. Money solves problems. BREAKTHROUGH The people need help. . © wecreate 2012
  • 53. 5699% OF MICROBES FILTERED50% REDUCTION IN CHOLERA 70% STILL FILTERING 5 YEARS LATER + VIRAL SPREAD
  • 54. 57 THE BREAKTHROUGH SWITCH Breakthrough Opportunity What kind of headline ideas could Problem seize this opportunity?What is the problem, in human terms? Breakthrough Proposition What proposition emerges from this Proposition insight?What is the current proposition that results in the current proposition that resultsin this problem?this probelm? Breakthrough Insight What is a more insightful, future-positive Assumptions belief?What do we have to believe to generateand validate this proposition? BREAKTHROUGH © wecreate 2012
  • 55. CHEMICALREACTIONS
  • 56. VC FUNDPERFORMANCE
  • 57. START UP VALUE
  • 58. NATIONALECONOMICS
  • 59. FAILED NATIONS
  • 60. COMPLEX SYSTEMS
  • 61. LET’S EXPERIENCE THAT CHAOS
  • 62. WHYDO MOST OF US FIND CHANGE, CHAOS &INNOVATION SO CHALLENGING?
  • 63. “Chaos’ is a frightening word, but you will haveto get used to it if you desire or hold leadershippositions in today’s organizations... stability isno longer the prevalent condition of our age. Allthat seems simple and comforting is certain togive way to complex and nerve-wrackingsubstitutes... It won’t be easy. Decades ofdeeply ingrained procedures, traditions,attitudes, and cultural biases about managingchange must be jettisoned. In their place, newperspectives and frameworks must beembraced.”DARYL R. CONNOR, LEADING AT THE EDGE OFCHAOS
  • 64. NATUREABHORS A VACUUM
  • 65. HUMANSABHOR A VACUUM OF MEANING
  • 66. PATTERNSBRAIN DRIVEN BY DOPAMINE TO FINDTHEM EVERYWHERE
  • 67. FORAGE, FEED,FORNICATE
  • 68. FIGHT,FLIGHT,FREEZE
  • 69. “Mind exists to predictwhat happens next.”BRAIN BOYD, THE ORIGIN OF STORIES
  • 70. “Emotions are mechanismsthat set the brains highestgoals... they probablyevolved because they werehard to fake.”STEVEN PINKER
  • 71. WIREDTO SURVIVE AT ALL COSTS
  • 72. SURVIVAL LEADERSHIP Closed hand Fist / palm off OFF REACT = Closed mind = RETREAT OFF Assume solutions REPEAT Closed heart Fearful / judgmental OFF
  • 73. “Nothing will stop youbeing creative so effectivelyas the fear of making amistake.”JOHN CLEESE
  • 74. WIREDTO SURVIVE AT ALL COSTSTO THRIVE TOO
  • 75. OPENSTAY OPEN IN FACE OF FEAR, UNCERTAINTY,CRITICISM, BEING SIDE-TRACKED
  • 76. SWITCHED ON LEADERSHIP ON Open handed Create, build, hold space, soothe Open minded ON Challenge = CREATE = assumptions, seek COLLABORATE CONTRIBUTE possibility, learn at edges ON Open hearted Intuitive, trusting, © wecreate 2012 connected
  • 77. SWITCH EXPERIENCE
  • 78. SWITCHED ON INNOVATION Breakthrough Opportunity What kind of headline ideas could seize this opportunity? ProblemWhat is the problem, in human terms? Breakthrough Proposition What proposition maximises accessibility, usability and enjoyability? PropositionWhat is the current proposition [product offer, business model,org process] that leads to this problem? Breakthrough Insight What is a more powerful, liberating and abundant view of human nature /life? AssumptionsWhat do we have to believe to generate and validate this proposition? BREAKTHROUGH © wecreate 2012
  • 79. 87SWITCHED ON LEADERSHIPSWITCHED ON LEADERSHIP Proactivity What can I do right now to serve those most needing support and ensure this problem does not happen again? ProblemsWhat is the problem I perceive right now? Am I prepared Switch On -and stop reacting, start observing and follow it to its origins? Possibility With this purpose, what kind of ideas and opportunities come to me to solve this problem positively? Patterns PurposeWhat pattern is being triggered now that causes this to be a problem With this passion, what is my focused purpose in this situation?for me? Is it familiar to me? How does my mind and body react? Passion With this peace, what am I passionate about inspiring or enabling more of in the world around me? PainWhat (painful) beliefs and assumptions do I have about myself andthe world that underpin this pattern?What causes me to believe in these assumptions? What scares me Peacemost in these moments?What memories do I associate with these beliefs? How can I reconnect with who I truly am and heal the pain BREAKTHROUGH right now? From this sense of peace and openness what do I truly believe about myself and the world? © Wecreate 2012
  • 80. “In order to create theremust be a dynamic force,and what force is greaterthat love?”STRAVINSKY
  • 81. LEADERSHIPOF HAND, HEAD & HEART
  • 82. PEER COACH EACH OTHER THROUGH THISPROCESS
  • 83. RESILIENCEIN THE FACE OF INEVITABLE CHAOS
  • 84. EMBRACEINEVITABLE CHAOS TO FIND & SEIZEOPPORTUNITIES FOR IMPACT
  • 85. THRIVENOT DESPITE OUR CHALLENGES, BUT BECAUSEOF THEM
  • 86. HOW CAN YOU REFRAME YOUR UPCOMINGCHALLENGES AS OPPORTUNITIES TOTHRIVE?
  • 87. ORGSDESIGNED FOR CONTROL IN STABLE &PREDICTABLE ENVIRONMENTSWIRED TO RESIST CREATIVITY IN FAVOUR OFEFFICIENCY
  • 88. WORLDCHANGESWE HAVE TO CHANGE OURSELVES & OURORGS WITH IT
  • 89. ADAPTED CYNEFIN MODEL Complex (Chaos) Complicated (Order) Known causes and effects Understandable root causes Use good practice Use emergent practice (harness principles) Focus on co-operation Focus on collaborationSENSE. EXPLORE. RESPOND SENSE. ANALYZE. RESPOND Disorder Chaotic (Chamos) Simple (Control) Predictable causes and effects Unknowable causes / effects Use best-practice Use new practice Focus on co-ordination Focus on co-creation EXPLORE. SENSE. RESPOND SENSE. CATEGORIZE. RESPOND
  • 90. SWITCH ONPURPOSEFULLY REWIRE OURSELVES & OURORGS TO STAY OPEN TO POSSIBILITIES WITHINTHE CHALLENGES OF CHANGE
  • 91. LEARNING TO LOVE THE LIMBO METABOLISING CHALLENGES INTO CREATIVITYSEEING CLARITY IN CHAOS LETTING GO OF OLD PATTERNS
  • 92. SURFINGTHE EDGE OF CHAOS
  • 93. “Creativity is at the edge ofchaos.”ROBERT BILDER, TENNENBAUM CENTER FOR THEBIOLOGY OF CREATIVITY
  • 94. CHOICE IS TO RIDE THE WAVE OR BE SUNK BY IT
  • 95. “The key to success is figuringout where is the edge? And howdo I stay the right distance fromthe edge?”RAY DALIO, FOUNDER, BRIDGEWATER (LARGESTAND MOST SUCCESSFUL HEDGE FUND IN THEWORLD)
  • 96. LET’S GET ON THE EDGE
  • 97. FALLINGIS INEVITABLE ON THE EDGEOFTEN IT HURTS SO MUCH WE DON’T WANT TOGET UP AND TRY AGAIN
  • 98. “I have not failed 700 times. I havenot failed once. I have succeeded inproving that those 700 ways will notwork. When I have eliminated theways that will not work, I will find theway that will work.”THOMAS EDISON, NEW YORK TIMES 1847
  • 99. SHARE A PAINFUL TIME YOU FAILED ANDTHE EXPERIENCE OF ITWHAT DID YOU LEARN SUCCESSFULLY?
  • 100. COACHINGIS KEY TO LEARNING (FROM EACH FALL) ANDAVOIDING FALLS OTHERS HAVE LEARNT FROMSTAYING OPEN / COACHABLE
  • 101. “Come to the edge, he said. Theysaid: We are afraid. Come to theedge, he said. They came. Hepushed them and they flew. “GUILLAUME APOLLINAIRE
  • 102. The pioneeringcreative leadership & collaboration coaching programme
  • 103. SESSION 4
  • 104. MASTERY
  • 105. INNOVATION LEADERSHIP PROFILEOpen & Possibility-OrientedDelightful & ExcellentResponsive & FlexibleEmpathic & NetworkedResilientGrateful & HumbleAccountable & Coachable
  • 106. WHERE ARE YOUR WEAKNESSES?WHAT ARE SPECIFIC THINGS YOU CAN DOTO MITIGATE AGAINST THEM?
  • 107. Change is the fuel for allcreative leadership.The edge of chaos is thebest (only?) place wecan truly thrive.Together, everything ispossible.
  • 108. “The important thing isthis: to be able at anymoment to sacrificewhat we are for what wecould become.”CHARLES DUBOIS
  • 109. SIGN UPINSIGHTS, IDEAS, OPEN COURSES ETCSTORYTELLING FOR LEADERS (NOV)
  • 110. 1 ANIMATION OR SHORT FILM THAT TELLS AGREAT STORY & HAS ENGAGED YOU INACTION
  • 111. CONNECTWECREATEWORLDWIDE.COM: innovationconsulting & trainingGLOBAL LEADERS ACADEMY.COM: leadershipdevelopment, peer coaching programmes, coachingcircles, org designNICKJANKEL.COM: life coaching; workshops; books
  • 112. @NICKWECREATESTORYTELLINGFOR LEADERS & CHANGE-AGENTSNICK JANKEL, WECREATEKP, SEP 2012
  • 113. LEARNINGSHHH
  • 114. 1000PITCHESFUNDING, INVESTMENT, PARTNERSHIPTV, PUBLISHERS, TALENT AGENTSCONSUMERS / CITIZENS / AUDIENCES
  • 115. NOFAR MORE COMMON THAN YESWANT TO METABOLIZE THOSE RESPONSESINTO BRILLIANCE
  • 116. WHAT ORDER SHOULD IT BE IN?
  • 117. CHALLENGE1. ATTRACT ENOUGH SUPPORT BEFORE THETIME YOU CHOOSE (FEEL FORCED) TO QUIT2. MAKE SENSE OF YOUR JOURNEY &YOURSELF SO THAT OTHERS CAN TOO
  • 118. 5 MINUTES TO TELL SOMEONE YOURPROJECT / IDEA / PASSION SO THAT THEYWANT TO GET INVOLVED
  • 119. EVERYONE IS ANAUDIENCEEVEN A TECHNICAL EXPERT OR INVESTOR!
  • 120. WHAT ARE THE TOP 3 NEEDS OF AN“INVESTOR”?
  • 121. “Your idea is not theinvestor’s biggestconcern.”TECHSTARS LESSONS TO ACCELERATE YOURSTART-UP
  • 122. INVESTORSGUAGE RISK
  • 123. “As cocaine dealers, craneoperators and tweetingpoliticians know, every ventureinvolves risk.”THE NEW YORKER
  • 124. RISKMARKETPRODUCTPEOPLE
  • 125. PITCHMARKET: BIG & READYPRODUCT: RIGHT & DEFENDABLEPEOPLE: CAPABLE & INTENTIONAL
  • 126. “Investors back thejockey not the horse.”PROVERB
  • 127. ENGAGEYOU: TRACK RECORD, PRESENCE, FUTUREPERFORMANCEYOUR IDEA: NEED, MARKET SIZE, DEFENDABLE,SCALE ETCYOUR RESOURCES: TEAM, IP, FUNDS, BACKERS
  • 128. 10 MINS!ATTENTION SCARCITY
  • 129. “When you’re conversing withcoworkers, customers, orinvestors, the richness andmeaning of your story is whatpeople really buy. Everybodythinks it’s the return on investmentthat you’re selling...but it’s reallythe story about ROI that aninvestor takes away.”TOM DUREL FORMER CIO/SVP, BLUE CROSS BLUESHIELD, FORMER CEO, OCEANIA
  • 130. STORYIS THE KEY TO THE KINGDOM OF IMPACTFOR ALL LEADERS & CHANGE-AGENTS
  • 131. WHAT DO YOU HEAR WHEN YOU HEAR‘STORY’?
  • 132. 82
  • 133. 34%rise
  • 134. 34% rise in cancer ratesover 3 monthsafter taking X
  • 135. “Whoever tells the beststory wins.”JOHN QUINCY ADAMS
  • 136. STORYWHY?
  • 137. $1.49 $197.50SOURCE: SIGNIFICANT OBJECTS
  • 138. HUMANCONSCIOUSNESS IS EMBEDDED & ENACTEDIN STORY
  • 139. “We have this thing over here,in the left side, that wevecalled the interpreter.... thatmakes sense out of thesemodules that are constantlybombarding us withinformation, with actualbehaviors, with felt states,with everything. Weve got totell a story about whats goingon.”MICHAEL GAZZANIGA
  • 140. BRAINIS A STORY-TELLING MACHINE
  • 141. MIRROR WE ‘CATCH’ EMOTIONS FROM STORIES
  • 142. “Story was crucial to ourevolution, more so thanopposable thumbs. [They] letus hang on, story told uswhat to hang on to.”LISA CRON
  • 143. WIREDFOR STORYALLOWS US TO ACCESS OUR ENTIRERESOURCES IN SECONDS
  • 144. HEAD7 +/- 2
  • 145. BODY.MIND1014
  • 146. “The problem of how to make all thiswisdom understandable, transmissible,persuasive, enforceable - in a word, ofhow to make it stick - was faced and asolution found. Storytelling was thesolution - storytelling is somethingbrains do, naturally and implicitly. . . itshould be no surprise that it pervadesthe entire fabric of human societies andcultures.”ANTONIO DAMASIO
  • 147. “For sale: baby shoes, never worn.”ERNEST HEMINGWAY
  • 148. “It turns out stories are a - ifnot the - leadership answer ofour time.”TOM PETERS, MANAGEMENT GURU
  • 149. CHANGEOUR BEINGAND SO THE FUTURE OF OUR LIVES,ENTERPRISES & NATIONS
  • 150. “Human minds yieldhelplessly to the suction ofstory. No matter how hard weconcentrate, no matter howdeep we dig in our heels, wejust can’t resist the gravity ofalternate worlds.”JONATHAN GOTTSCHALL
  • 151. “It is easy to forget howmysterious and mighty storiesare. They do their work insilence, invisibility. They workwith all the internal materialsof the mind and self. Theybecome part of you whilechanging you... they arealtering your world.”BEN OKRI
  • 152. STORIESCREATE THE WORLD WE LIVE IN
  • 153. “And God said: Let manhave dominion of the fishof the sea, and over thefowl of the air. and overthe cattle, and over all theearth, and over everycreeping thing thatcreepeth over the earth.”GENESIS 1, 26
  • 154. A STORY OF THE MODERNWORLD
  • 155. winning throughinnovation #1. MECHANISMwww.wecreate.cc 168
  • 156. #2: SEPARATEwww.wecreate.cc 169
  • 157. #3. SELF (AND OTHER)www.wecreate.cc 170
  • 158. #4. SELFISH 171
  • 159. #5. COMPETITION 172
  • 160. #6. ZERO-SUM GAME 173
  • 161. #7. OWNERSHIP
  • 162. “I must create a system orbe enslav’d by anotherman’s.”WILLIAM BLAKE
  • 163. A STORY FOR ANEMERGING WORLD
  • 164. • rambuntious human nature #1. LIVING SYSTEM 54
  • 165. #2. INTERCONNECTEDwww.wecreate.cc 14
  • 166. #3. INTELLIGENT
  • 167. #4. EMPATHIC & SHAREwww.wecreate.cc 51
  • 168. #5. ALTRUISTIC & COLLABORATEwww.wecreate.cc 41
  • 169. #6.CO-CREATE
  • 170. #7. THRIVING FOR THE100%
  • 171. WHICH FEELSRIGHT TO YOU?
  • 172. CHANGETHE PROJECT? THE BUSINESS? THE WORLD?
  • 173. CHANGETHE STORY!
  • 174. “Story is about somethingthat is changing.”LISA CRON
  • 175. “The purpose of thestoryteller is to stopcivilisation destroying itself.”ALBERT CAMUS
  • 176. STORYDOESN’T CHANGE THE REAL-WORLDBUT IT CHANGES THE PEOPLE THAT CHANGETHE WORLD
  • 177. “Poets are the unacknowledgedlegislators of the world.”SHELLEY
  • 178. STORIESENGAGE PEOPLE AND ENCOURAGE THEM TOSEE WHAT IS POSSIBLE
  • 179. “A good story, well told,makes you realise you wereyearning for something youhad no name for, somethingyou didn’t even know youwanted.”F.S. MICHAELS
  • 180. 194EVERYTHING THAT EXISTS RIGHT NOWTHE ADJACENT POSSIBLE
  • 181. “Stories create the emotionalcontext people need to locatethemselves in a largerexperience.”SCOTT BEDBURY
  • 182. STORY-TELLINGPAINTING PATHWAYS OF POSSIBILITY
  • 183. EVERYONEIS AN AMAZING STORYTELLER
  • 184. STARTWHERE?
  • 185. HEDIED
  • 186. HEWAS ILL FOR A LONG TIME & THEN HE DIED
  • 187. HEWAS ILL FOR A LONG TIME, IN CONSTANTAGONY AND WANTED IT TO END. HEAPPEALED TO THE EUROPEAN COURT OFHUMAN RIGHTS TO BE ABLE TO CHOOSEEUTHANASIA & THEN HE DIED
  • 188. 202 NOWSTART
  • 189. 203 VISION NOW FINISHSTART
  • 190. BRIDGEOLD STORY WITH A NEW ONERESONATE AND TAKE HIGHER
  • 191. 205 VISION NOW FINISHSTART HOW? WHEN? WHO? WHAT? WHERE? WHY?
  • 192. JOIN DOTSHOW?ORDER IS IMPORTANT!
  • 193. STORYCHARACTERPROBLEM OR PREDICAMENTSTRUGGLE(RE)SOLUTION
  • 194. SWITCHED ON LEADERSHIP STORY ARC 208 VISION NOW FINISH START BREAKTHROUGH BREAKTHROUGH © Wecreate 201
  • 195. BREAKTHROUGHYOUR ‘A-HA!’ MOMENT, UNIQUE INSIGHTAND THEIR CONSEQUENCES
  • 196. WHAT IS YOUR BREAKTHROUGH?
  • 197. BREAKTHROUGHDISRUPTION
  • 198. INCREMENTALEVOLUTIONARY
  • 199. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  • 200. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  • 201. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  • 202. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  • 203. “The German triumph wasessentially a triumph of intellect.”MARC BLOCH
  • 204. DISRUPTIONEMERGENT ORDER REWARDS INNOVATORSWITH A GREATER SHARE OF THE FUTURE
  • 205. BREAKWITH THE OLD RULES IN FAVOUR OF NEWONES
  • 206. POWERSUCCEEDED WITH THE OLD RULESVESTED IN MAINTAINING STATUS QUO &RESISTING CHANGE
  • 207. LEADERSOFTEN CAN’T OR WON’T SEE THE FUTURE
  • 208. UNTIL IT’S TOO LATE
  • 209. $85 BILLIONTO $0
  • 210. BREAKTHROUGHINNOVATIONS CHANGE THE RULES FOREVERBY SWITCHING THE ASSUMPTIONS THATDRIVE THE SPACE
  • 211. ASSUMPTIONSHELP WITH SURVIVINGBIASES & HEURISTICS / SYSTEM 1
  • 212. PREVENTUS THRIVING
  • 213. ASSUMPTIONSSHAPE OUR SUCCESS AND DELINEATE OURFAILURE
  • 214. “When anyone asks me how I can bestdescribe my experience in nearly fortyyears at sea, I merely say, uneventful... in allmy experience, I have never been in anyaccident... or any sort worth speakingabout. I have seen but one vessel indistress in all my years at sea. I never saw awreck and never have been wrecked norwas I ever in any predicament thatthreatened to end in disaster of any sort.”E. J. SMITHCAPTAIN, RMS TITANIC IN 1907
  • 215. SWITCHOUR ASSUMPTIONS(IF WE CAN SEE THEM)
  • 216. “Let go of all your assumptionsand the world will make perfectsense.”CHUANG TZU
  • 217. SURFACEASSUMPTIONS, BIASES, BELIEFS
  • 218. SHARE AN ASSUMPTION THAT NO LONGERSERVES YOU AS A LEADER
  • 219. 236 THE BREAKTHROUGH SWITCHWhat is our / my purpose? Breakthrough Opportunity What kind of headline ideas could Problem seize this opportunity?What is the problem, in human terms? Breakthrough Proposition What proposition emerges from this Proposition insight?What is the current proposition that results in the current proposition that resultsin this problem?this probelm? Breakthrough Insight What is a more insightful, future-positive Assumptions belief?What do we have to believe to generateand validate this proposition? BREAKTHROUGH © wecreate 2012
  • 220. GREAT MYTHINNOVATION IS ABOUT “GETTING” NEWIDEAS / CONCEPTS
  • 221. “Sudden bursts of insight — the Aha!or Eureka! moment — come whenbrain activity abruptly shifts its focus.The almost ecstatic sense that makesus cry "I see!" appears to come whenthe brain is able to shunt asideimmediate or familiar visual inputs.”MARK JUNG-BEEMANS LAB, NORTHWESTERN,EDGE.ORG
  • 222. “It turns out that the ability tostop oneself from thinkingsomething is central to creativity.”SCIENTIFIC AMERICAN
  • 223. GREAT TRUTHINNOVATION IS ABOUT LETTING GO OF THEOLD WAYS (IDEAS, ASSUMPTIONS,BEHAVIOURS) THAT BLOCK INNATECREATIVITY & COLLABORATION
  • 224. ALLLOWINGNEW IDEAS INHERENTLY BORN FROMCHANGE TO FLOW
  • 225. ALREADYIN YOUR OWN MIND, YOUR TEAMS & IN THENETWORK
  • 226. PROVIDEA TASTE OF THE RABBIT HOLEWITHOUT LOSING THEM... OR GETTING LOSTDOWN IT YOURSELF
  • 227. “Once we know somethingwe find it hard to imaginewhat it is like not to know it.”CHIP & DAN HEATH
  • 228. SWITCHED ON LEADERSHIP STORY ARC 245 VISION NOW FINISH START BREAKTHROUGH © Wecreate 201
  • 229. SWITCHED ON STORIES Call to Action VISION Connection NOW Concrete Impact Context Conviction Concept Conventions Consciousness Shift BREAKTHROUGH © wecreate 2012
  • 230. CONNECTIONTHE ISSUE IN REAL, HUMAN TERMSTHE PROBLEM, NEED OR DESIREWHERE IS THE PAIN?WHY LISTEN TO YOU ABOUT IT?
  • 231. FRAMEGET BEYOND PEOPLE’S VOICE OF REASON &CYNICISMQUESTION, FACTOID, FUTURE / BACK CAST,ANECDOTE / APHORISM, QUOTATION,ANALOGY
  • 232. CONTEXTHOW THE PREVIOUS IDEAS & SOLUTIONSHAVE TRIED TO SOLVE THE PROBLEM BUTFAILEDCONTEXT CREATES MEANING
  • 233. “Within the brainthings are alwaysevaluated within aspecific context.”RICHARD RESTAK
  • 234. “Hell is story friendly.”CHARLES BAXTER
  • 235. CONVENTIONSTHE CONVENTIONS OF THE SECTORTHE MYTHS THAT NEED CHALLENGING
  • 236. CONSCIOUSNESSSHIFTTHE INSIGHTTHE CREATIVE LEAPTHE NEW WAY OF THINKING
  • 237. PROBLEMS CANNOT BE SOLVED BY THESAME LEVEL OF CONSCIOUSNESS THAT CREATED THEM. ALBERT EINSTEIN
  • 238. CONCEPTTHE IDEA, THE SOLUTION
  • 239. CONVICTIONTHE VISION, OPPORTUNITY, COMMITMENT(SOMETHING BIGGER THAN YOURSELF)INTENTION COMES FROM HEART, GOALSFROM HEAD
  • 240. “Entrepreneurs whoare committed to amission beyondprofits are more likelyto succeed.”TARANG SHAH, VENTURE CAPITALISTS AT WORK
  • 241. CONCRETEIMPACT IN THE REAL-WORLDWHAT IS THE NEW BEHAVIOUR?WHAT IS IN IT FOR US / CONSUMERS / THEWORLD?
  • 242. IMPACTPROFITPEOPLEPLANETPLAY
  • 243. CALLTO ACTIONOPTIMISTIC YET HUMBLE
  • 244. “Fiction is essentiallyserious and beneficial, agame played againstchaos and death, againstentropy.”JOHN GARDNER
  • 245. PRACTICE USING THE STORYTELLINGENGINE
  • 246. LET’S ANALYZE SOME STORIES
  • 247. INEVITABLETHIS STORY WILL HAPPEN WITH ORWITHOUT YOU
  • 248. MOMENTUMTHE SENSE THAT YOUR STORY BEGAN ANDTHEY HAVE TO GET INVOLVED
  • 249. GIVEBEFORE YOU TAKE
  • 250. 21ST CCONVERSATIONSRELATIONSHIPSTRANSACTIONS
  • 251. FORWARDTO CHANGE
  • 252. TOOLSNOT AS IMPORTANT AS HEARTBEING, DOING, HAVING
  • 253. “Turning and turning in the widening gyreThe falcon cannot hear the falconer;Things fall apart; the centre cannot hold;Mere anarchy is loosed upon the world,The blood-dimmed tide is loosed, andeverywhereThe ceremony of innocence is drowned;The best lack all conviction, while the worstAre full of passionate intensity.”WILLIAM BUTLER YEATS
  • 254. CENTREDCORE TETHERED TO SOMETHINGOR NO-THING
  • 255. “However, if you are on a moral crusade, youwill destroy everything in your wake. And whocan deny that the history of the 20th centurybears out this view, with Nazi and Communistideologies causing such havoc? After all, Hitlerwas an idealist, too. So Confucius — who wasnot, admittedly, part of the Zen tradition,though he influenced it — puts the greatestvalue not on absolute good, but on ‘human-heartedness’, or jen. If you are human-hearted,you are unlikely to want to do any great ill, evenwithout a great moral vision to guide you.”TIM LOTT
  • 256. “The fundamental nature of the world is notsomething you can get too precise about. Thebasis of one’s life and thought must alwaysremain undefined. Some ideas — such as theTao, the ‘way of things’ — come to us, we can’tjust go out and get them. They are mysteriousand unknown.This kind of thinking is anathema to the modernscientist who thinks that everything can beknown and finally will be known. But [Alan]Watts argued, it is impossible to appreciate theuniverse unless you know when to stopinvestigating. Truth is not to be found bypicking everything to pieces like a spoilt child.”TIM LOTT
  • 257. CRAFTPRACTICE, OVER & OVERTACIT KNOWLEDGE WILL ARRIVE
  • 258. OWNYOUR OWN STORY NOT EMULATE ANOTHERBE PREPARED FOR THE FEAR, CONFUSION,UNEASE
  • 259. THE TRUTH IS A PATHLESS LAND KRISHNAMURTI
  • 260. SWITCHED ON LEADERSHIP ON Open handed Create, build, hold space, soothe Open minded ON Challenge = CREATE = assumptions, seek COLLABORATE CONTRIBUTE possibility, learn at edges ON Open hearted Intuitive, trusting, © wecreate 2012 connected
  • 261. HERO’S JOURNEY
  • 262. HERO’S JOURNEY
  • 263. WHAT DO YOU THINK YOUR BOON MIGHTBE?WHY?
  • 264. CHOICENOT WHAT IT IS
  • 265. DOWITH IT
  • 266. “If you’re going to havea story, have a big story,or none at all.”JOSEPH CAMPBELL
  • 267. WHAT DO YOU WANT TO CREATE WITHYOUR BOON?WHY?
  • 268. “Those who do not havepower over their story —the power to retell it,rethink it, deconstruct it,joke about it, and change itas times change -truly are powerless, becausethey cannot think newthoughts.”SALMAN RUSHDIE
  • 269. “What I think is that a good life isone hero journey after another. Overand over again, you are called to therealm of adventure, you are called tonew horizons. Each time, there is thesame problem: do I dare? And thenif you do dare, the dangers arethere, and the help also, and thefulfillment or the fiasco. There’salways the possibility of fiasco.But there’s also the possibility ofbliss.”Joseph Campbell
  • 270. ARCHETYPE TASK TRANSFORMATION SURVIVEORPHAN FROM VICTIM... DIFFICULTYWANDERER FIND YOURSELF FROM SAMENESS... PROVE YOUR FROM LOWWARRIOR WORTH ESTEEM... SHOW FROMALTRUIST GENEROSITY SELFISHNESS... ACHIEVEINNOCENT FROM PUSH... FLOURISHING TRANSFORM THEMAGICIAN FROM ME... WORLD
  • 271. WHAT DO YOU WANT YOUR JOURNEY TO BELIKE IN THE NEXT 8 MONTHS?WHY?
  • 272. TOGETHERHOLD EACH OTHER IN PLACE
  • 273. FELLOWSHIP
  • 274. PEERPOWER
  • 275. “If I am not for myself,then who is for me?And if I am for myselfonly, then what am I?And if not now, thenwhen?”HILLEL
  • 276. WRITE DOWN & SHARE 3 THINGS YOU WILLTAKE AWAY FROM TODAY THAT MOVED ORINSPIRED YOU?
  • 277. SIGN UPINSIGHTS, IDEAS, OPEN COURSES ETCSTORYTELLING FOR LEADERS (NOV)
  • 278. “Be patient towardeverything unresolved inyour heart and try tolove the questionsthemselves... the point isto live everything... livethe questions now.”RAINER MARIA RILKE
  • 279. CONNECTWECREATEWORLDWIDE.COM: innovationconsulting & trainingGLOBAL LEADERS ACADEMY.COM: leadershipdevelopment, peer coaching programmes, coachingcircles, org designNICKJANKEL.COM: life coaching; workshops; books