2. Change begins!
What attracted you
to come tonight?
Where does change
happen?
I am here -
because _ _ _ ?
for _ _ _ ?
to _ _ _ ?
Change begins with
_ _ _ _ _ ?
3. Leadership – whose role is it?
Seldom do we ask the “who” question…
Who is the self that leads?
How does the quality of the selfhood form or deform the
way I relate to family, my work, my colleagues, my world?
Parker J. Palmer
“If it’s going to be,
it’s up to ME!”
4. Leadership – whose role is it?
Getting engaged in changing things is quite straightforward. If we
have an idea, or want to resolve an injustice, or stop a tragedy, we
step forward to serve.
Instead of being overwhelmed and withdrawing, we act. No grand
actions are required; we just need to begin speaking about what
we care about. We don’t have to wait for official support. We just
need to get started — for whatever issue or person we care about.
This is how the world always changes. Everyday people not
waiting for someone else to fix things or come to their rescue, but
simply stepping forward, working together, figuring out how to
make things better. Now it’s our turn!
Adapted from Margaret Wheatley (2010) Perseverance
Berrett-Koehler, San Francisco
5. ‘Outer Work’
Governance, Systems & Processes
‘Formal’
“Neither is more or less important.
Both are necessary; neither is sufficient!”
Inner work engagement and enquiry supporting
Outer work roles and results
‘Inner Work’
Culture, Values, Beliefs
‘Informal’
Situation
Source
Shift -
toward a
different
result
Solution ???
6. Living Organisations
Living Organisations … have to do not only with physical
technologies but also with social architectures: how the living
relationships that compose an organisation become living
processes that feel alive to those within them and that help create
the conditions for life all around.
You start with life, and ask, how do we generate the conditions for
life’s flourishing?
Adapted from Marjorie Kelly (2012)
Owning Our Future: The Emerging Ownership Revolution
Berrett-Koehler, San Francisco
7. - Learning and applying new skills and knowledge…
- for a specific reason (e.g. leading innovative change in
sustainability)
- through a mix of individual and group activities, and…
- the ‘right’ combination of action, discussion & reflection.
Action Learning
8. Action Learning - Program Structure
WORKSHOP
1
Generative
leadership
Leading
Change
The power of
language and
conversation
ACTION-
LEARNING
PROJECT
WORK
ACTION-
LEARNING
SET
INDIVIDUAL
and
GROUP
COACHING
WORKSHOP
2
What is my
Leadership
and how can
I offer it?
Conversation
purpose and
Intention
ACTION-
LEARNING
PROJECT
WORK
ACTION-
LEARNING
SET
INDIVIDUAL
and
GROUP
COACHING
WORKSHOP
3
Self-
Organising
Systems
Emergent
design
ACTION-
LEARNING
PROJECT
WORK
ACTION-
LEARNING
SET
INDIVIDUAL
and
GROUP
COACHING
WORKSHOP
4
Emergent
design
9. Taking responsibility for what you love
Taking responsibility for what you love, or, stated more fully, taking
responsibility for what you love as an act of service, liberates us to act
on our own passions—as long as they also benefit the greater good.
Since we don’t know which interactions among us make the
difference, this practice points us to a promising source for guidance. I
consider it the heart of the practices, because if we step up to it as a
daily practice, it can change everything. It opens the way to
situational leadership. We no longer need to wait for formal leaders
or facilitators to declare an initiative or pose a good question.
Any one of us can do so by taking responsibility for what we love as
an act of service. In doing so, they discover their connection to
themselves, others, and the larger whole.
Adapted from Peggy Holman, (2010)
Engaging Emergence: Turning Upheaval into Opportunity
Berrett-Koehler, San Francisco
10. ActiveSustainability.com.au ARCACTIVE.com.au
“Be brave enough to start a
conversation that matters.
Talk to people you know.
Talk to people you don’t know.
Talk to people you never talk to.”
Margaret Wheatley (2009) Turning to One Another:
Simple Conversations to Restore Hope in the Future
