SlideShare a Scribd company logo
ORGANIZATIONAL LEADERSHIP
 Expanding your leadership capacity
 Live into greatness
 Here is your opportunity to develop your
confidence and competence designing and
leading organizations.
 Expanding and developing your leadership skills
and capacities in order to become an instrument
of change in yourself
 A Master of Arts in Organizational Leadership
 Designing and Leading organizational systems
with confidence and competence
 Improving performance
 Engaging in the whole organizational system to
clarify purpose and align resources toward a
preferred and sustainable future
 Using systems and design thinking and identify
the key issues and dynamics of complex
organizational systems and then intervene by
“disturbing”the system to achieve desired results
that are sustainable by impacting the future
 EMBRACE individual and organizational learning,
encouraging individuals to “show up” fully in their
work
 With their mind, heart and body
 Shifting systems to higher levels of functionality
 Health

 Wholeness
 Effective
 Efficient
 Efficacious
 Contextual
 Empathetic
 Aesthetic
 Spiritual
 Complex Adaptive Systems
 Living Systems
 Personal Leadership Development
 Designing and Leading Meetings
 Culture as foundation
 Participative meetings
 Ensure that objectives are met while encouraging
involvement of others
 Crafting key questions
 Learning how to give clear feedback
 Values
 Understanding Self from a cultural perspective
 Gaining insights to use culture as foundation
 Appreciating
 Attending
 Ethically serving our own community and the
world at large
 Designed for working professionals
 Cohort based;
 Joining an international learning community of
students who begin coursework at the same time
and travel through the program together until its
completion
 Schedule your cohort meets for seven
consecutive quaters
 Campus sessions span four days and held over
long weekends
 Three week long residential sessions
 Academic Knowledge focuses on leadership,
organization developement, systems, design,
change, intervention, consultation, group
dynamics, inquiry, global and multicultural
perspectives
 Skill development and application sessions
helping you to translate theory into practical
session
 Applying Living Systems Theory
 Exploring living systems and systems thinking and
this application to work with human social systems
 Creating conditions for a social system to emerge
into a new whole
 As leader or change agent
 Intevener must develop new skills to self organize
to a new and higher level of functioning
 Government
 Ecological
 Global challenges
 You will learn to understand and adress these
challenges from a systems perspective
 Creating a pull
 Into the preffered future
 Moving beyond current realities
 Helping you understand the complexity of life
 Students and employed by larger corporations
 Small businesses
 Government
 Non profits
 Community development
 Churches
 Arts
 Education and Health Care
 Faculty advisors
 Participating
 In all sessions
 As co learners
 With you
 Connected to the field of organizational leadership
 Syntony conversations
 A platform
 195 countries
 64.800 participants
 We started this Syntony Cafe 06/06/14
 Research colloquia in Thrivable Systems
 We accessed 06/06/14 as Syntony Conversations a
platform internationally started in Kortgene to meet
in person
 Offering real time learning in design and group
dynamics
 In year two we come again and the teams will
have a consult with an external client
 Mentored by a faculty advisor
 Offering real time learning in design and group
dynamics
 We are designing and delivering by student led
teams a curriculum
 Real time learning in design is the most important
 That is why we are offering the access to syntony
cafe and syntony conversations since the last 2
years to experience and share the collaborative
learning groups internationally
 In two years teams consult us with mentoring by
our faculty advisors and offering real time learning
in design and group dynamics
 Weekend sessions
 Students and faculty advisors meeting to support
one another,s learning
 Creating our own mentoring council to help
support and clarify and challenge your learning
 Embrace
 Individual
 Organizational
 Learning
 Encouraging
 Individuals
 Show up
 Fully
 Mind heart and body
 Using systems
 Design thinking
 Identify
 The key issues
 Dynamics
Complex systems
Intervene
Desired results
Sustainability
 Human systems
 Competence
 Confidence
 Shifting systems
 To higher levels
 Functionality
 Health
 Wholeness
 Helping organization achieve results greater than
the sum of the individual contributions by learning
to be better together
 Design and lead
 Effective meetings
 A source of energy
 Creativity
 Moving byond current realities
Ma master of arts
Ma master of arts
Ma master of arts
Ma master of arts
Ma master of arts
Ma master of arts
Ma master of arts
Ma master of arts
Ma master of arts
Ma master of arts

More Related Content

What's hot

Shared Leadership: A Tool for Innovation, Engagement, and Inclusion
Shared Leadership: A Tool for Innovation, Engagement, and InclusionShared Leadership: A Tool for Innovation, Engagement, and Inclusion
Shared Leadership: A Tool for Innovation, Engagement, and Inclusion
Max Freund
 
Abc of capacity building and employee performance
Abc of capacity building and employee performanceAbc of capacity building and employee performance
Abc of capacity building and employee performance
Hossain003
 
TSykora project_showcase
TSykora project_showcaseTSykora project_showcase
TSykora project_showcase
Kaci Sykora
 
membership webinar june 12
membership webinar june 12membership webinar june 12
membership webinar june 12
MidAmerica Region UUA
 
Transferring learning from the classroom to the workplace final
Transferring learning from the classroom to the workplace finalTransferring learning from the classroom to the workplace final
Transferring learning from the classroom to the workplace final
Richard Fryer
 
BA 500 Week five chapter 9 ppt
BA 500 Week five   chapter 9 pptBA 500 Week five   chapter 9 ppt
BA 500 Week five chapter 9 ppt
BealCollegeOnline
 
Community capacity building
Community capacity buildingCommunity capacity building
Community capacity building
Vibha Pandey
 
Building Organizational Capacity Preview and Feedback
Building Organizational Capacity Preview and FeedbackBuilding Organizational Capacity Preview and Feedback
Building Organizational Capacity Preview and Feedback
Bonner Foundation
 
Presentatie shared leadership
Presentatie shared leadershipPresentatie shared leadership
Presentatie shared leadership
Michael Makowski
 
SIKM - Organisation Development and Knowledge Management
SIKM - Organisation Development and Knowledge ManagementSIKM - Organisation Development and Knowledge Management
SIKM - Organisation Development and Knowledge Management
klowey22
 
BA 500 Week five chapter 10 ppt
BA 500 Week five   chapter 10 pptBA 500 Week five   chapter 10 ppt
BA 500 Week five chapter 10 ppt
BealCollegeOnline
 
Elementary education quality improvement programme
Elementary education quality improvement programmeElementary education quality improvement programme
Elementary education quality improvement programmepunarnav bharat
 
NITLE Shared Academics: Fostering a Collaborative Culture: Smart Change and S...
NITLE Shared Academics: Fostering a Collaborative Culture: Smart Change and S...NITLE Shared Academics: Fostering a Collaborative Culture: Smart Change and S...
NITLE Shared Academics: Fostering a Collaborative Culture: Smart Change and S...
NITLE
 
Moscato jessica orld 500_ppt presentation_10-10
Moscato jessica orld 500_ppt presentation_10-10Moscato jessica orld 500_ppt presentation_10-10
Moscato jessica orld 500_ppt presentation_10-10Jessica Watkins
 
Community Engagement & Resource Mapping
Community Engagement & Resource MappingCommunity Engagement & Resource Mapping
Community Engagement & Resource Mapping
NAFCareerAcads
 
Capacity Building
Capacity BuildingCapacity Building
Waving Our Magic Wands: Harnessing the Power of Design Thinking
Waving Our Magic Wands: Harnessing the Power of Design ThinkingWaving Our Magic Wands: Harnessing the Power of Design Thinking
Waving Our Magic Wands: Harnessing the Power of Design Thinking
Iowa Campus Compact
 

What's hot (20)

Shared Leadership: A Tool for Innovation, Engagement, and Inclusion
Shared Leadership: A Tool for Innovation, Engagement, and InclusionShared Leadership: A Tool for Innovation, Engagement, and Inclusion
Shared Leadership: A Tool for Innovation, Engagement, and Inclusion
 
Abc of capacity building and employee performance
Abc of capacity building and employee performanceAbc of capacity building and employee performance
Abc of capacity building and employee performance
 
TSykora project_showcase
TSykora project_showcaseTSykora project_showcase
TSykora project_showcase
 
Indepth710_FINAL
Indepth710_FINALIndepth710_FINAL
Indepth710_FINAL
 
Leadertship Styles
Leadertship StylesLeadertship Styles
Leadertship Styles
 
membership webinar june 12
membership webinar june 12membership webinar june 12
membership webinar june 12
 
Transferring learning from the classroom to the workplace final
Transferring learning from the classroom to the workplace finalTransferring learning from the classroom to the workplace final
Transferring learning from the classroom to the workplace final
 
BA 500 Week five chapter 9 ppt
BA 500 Week five   chapter 9 pptBA 500 Week five   chapter 9 ppt
BA 500 Week five chapter 9 ppt
 
Community capacity building
Community capacity buildingCommunity capacity building
Community capacity building
 
Building Organizational Capacity Preview and Feedback
Building Organizational Capacity Preview and FeedbackBuilding Organizational Capacity Preview and Feedback
Building Organizational Capacity Preview and Feedback
 
Presentatie shared leadership
Presentatie shared leadershipPresentatie shared leadership
Presentatie shared leadership
 
SIKM - Organisation Development and Knowledge Management
SIKM - Organisation Development and Knowledge ManagementSIKM - Organisation Development and Knowledge Management
SIKM - Organisation Development and Knowledge Management
 
BA 500 Week five chapter 10 ppt
BA 500 Week five   chapter 10 pptBA 500 Week five   chapter 10 ppt
BA 500 Week five chapter 10 ppt
 
Elementary education quality improvement programme
Elementary education quality improvement programmeElementary education quality improvement programme
Elementary education quality improvement programme
 
NITLE Shared Academics: Fostering a Collaborative Culture: Smart Change and S...
NITLE Shared Academics: Fostering a Collaborative Culture: Smart Change and S...NITLE Shared Academics: Fostering a Collaborative Culture: Smart Change and S...
NITLE Shared Academics: Fostering a Collaborative Culture: Smart Change and S...
 
Baudendistel_2015_resume
Baudendistel_2015_resumeBaudendistel_2015_resume
Baudendistel_2015_resume
 
Moscato jessica orld 500_ppt presentation_10-10
Moscato jessica orld 500_ppt presentation_10-10Moscato jessica orld 500_ppt presentation_10-10
Moscato jessica orld 500_ppt presentation_10-10
 
Community Engagement & Resource Mapping
Community Engagement & Resource MappingCommunity Engagement & Resource Mapping
Community Engagement & Resource Mapping
 
Capacity Building
Capacity BuildingCapacity Building
Capacity Building
 
Waving Our Magic Wands: Harnessing the Power of Design Thinking
Waving Our Magic Wands: Harnessing the Power of Design ThinkingWaving Our Magic Wands: Harnessing the Power of Design Thinking
Waving Our Magic Wands: Harnessing the Power of Design Thinking
 

Similar to Ma master of arts

MA Organizational Leadership A Global Hub
MA Organizational Leadership A Global Hub MA Organizational Leadership A Global Hub
MA Organizational Leadership A Global Hub
Sarah Verwei
 
MA Organizational Leadership
MA Organizational Leadership MA Organizational Leadership
MA Organizational Leadership
Sarah Verwei
 
The fifth discipline - An overview of Peter Senge's Fifth Discpline
The fifth discipline - An overview of Peter Senge's Fifth DiscplineThe fifth discipline - An overview of Peter Senge's Fifth Discpline
The fifth discipline - An overview of Peter Senge's Fifth Discpline
Srinath Ramakrishnan
 
Leadership for Collaboration and Community Service
Leadership for Collaboration and Community ServiceLeadership for Collaboration and Community Service
Leadership for Collaboration and Community ServiceKevin dela Cruz
 
Appreciative Inquiry Strengths Based Development
Appreciative Inquiry   Strengths Based DevelopmentAppreciative Inquiry   Strengths Based Development
Appreciative Inquiry Strengths Based Developmentkarendw1965
 
Reflections on the workplace as a learning environment
Reflections on the workplace as a learning environmentReflections on the workplace as a learning environment
Reflections on the workplace as a learning environment
Integrity Works Ltd
 
Reflections On The Workplace As A Learning Environment
Reflections On The Workplace As A Learning EnvironmentReflections On The Workplace As A Learning Environment
Reflections On The Workplace As A Learning EnvironmentDoctorIntegrity
 
From systems thinking to systems being
From systems thinking to systems beingFrom systems thinking to systems being
From systems thinking to systems being
Sarah Verwei
 
From systems thinking to systems being
From systems thinking to systems beingFrom systems thinking to systems being
From systems thinking to systems being
Sarah Verwei
 
Anthony Suchman Regenstrief Conference Slides
Anthony Suchman Regenstrief Conference SlidesAnthony Suchman Regenstrief Conference Slides
Anthony Suchman Regenstrief Conference Slides
ShawnHoke
 
Cluster workshop
Cluster workshopCluster workshop
Cluster workshop
Noline Skeet
 
Future of Organization Development In the Workplace
Future of Organization Development In the WorkplaceFuture of Organization Development In the Workplace
Future of Organization Development In the Workplace
Nancy Zentis
 
Presentation1 of lucture of friday20 08-10 final
Presentation1 of lucture of friday20 08-10    finalPresentation1 of lucture of friday20 08-10    final
Presentation1 of lucture of friday20 08-10 final
khurram wasim khan
 
Presentation1 of lucture of friday20 08-10 final
Presentation1 of lucture of friday20 08-10    finalPresentation1 of lucture of friday20 08-10    final
Presentation1 of lucture of friday20 08-10 finalkhurram wasim khan
 
Presentation1 of lucture of friday20 08-10 final
Presentation1 of lucture of friday20 08-10    finalPresentation1 of lucture of friday20 08-10    final
Presentation1 of lucture of friday20 08-10 final
khurram wasim khan
 
Teacher Leadership In The Context Of The Tea
Teacher Leadership In The Context Of The TeaTeacher Leadership In The Context Of The Tea
Teacher Leadership In The Context Of The Teazulemar
 
Leading Innovation in Healthcare
Leading Innovation in HealthcareLeading Innovation in Healthcare
Leading Innovation in HealthcareClaudia Q. Perez
 
Leading in the Age of Interaction: Tools That Recreate
Leading in the Age of Interaction: Tools That RecreateLeading in the Age of Interaction: Tools That Recreate
Leading in the Age of Interaction: Tools That Recreate
Paul Schumann
 
Brain-Based Training & Development
Brain-Based Training & Development   Brain-Based Training & Development
Brain-Based Training & Development
Caliber Leadership Systems
 

Similar to Ma master of arts (20)

MA Organizational Leadership A Global Hub
MA Organizational Leadership A Global Hub MA Organizational Leadership A Global Hub
MA Organizational Leadership A Global Hub
 
MA Organizational Leadership
MA Organizational Leadership MA Organizational Leadership
MA Organizational Leadership
 
The fifth discipline - An overview of Peter Senge's Fifth Discpline
The fifth discipline - An overview of Peter Senge's Fifth DiscplineThe fifth discipline - An overview of Peter Senge's Fifth Discpline
The fifth discipline - An overview of Peter Senge's Fifth Discpline
 
Leadership for Collaboration and Community Service
Leadership for Collaboration and Community ServiceLeadership for Collaboration and Community Service
Leadership for Collaboration and Community Service
 
Principles of Learning
Principles of LearningPrinciples of Learning
Principles of Learning
 
Appreciative Inquiry Strengths Based Development
Appreciative Inquiry   Strengths Based DevelopmentAppreciative Inquiry   Strengths Based Development
Appreciative Inquiry Strengths Based Development
 
Reflections on the workplace as a learning environment
Reflections on the workplace as a learning environmentReflections on the workplace as a learning environment
Reflections on the workplace as a learning environment
 
Reflections On The Workplace As A Learning Environment
Reflections On The Workplace As A Learning EnvironmentReflections On The Workplace As A Learning Environment
Reflections On The Workplace As A Learning Environment
 
From systems thinking to systems being
From systems thinking to systems beingFrom systems thinking to systems being
From systems thinking to systems being
 
From systems thinking to systems being
From systems thinking to systems beingFrom systems thinking to systems being
From systems thinking to systems being
 
Anthony Suchman Regenstrief Conference Slides
Anthony Suchman Regenstrief Conference SlidesAnthony Suchman Regenstrief Conference Slides
Anthony Suchman Regenstrief Conference Slides
 
Cluster workshop
Cluster workshopCluster workshop
Cluster workshop
 
Future of Organization Development In the Workplace
Future of Organization Development In the WorkplaceFuture of Organization Development In the Workplace
Future of Organization Development In the Workplace
 
Presentation1 of lucture of friday20 08-10 final
Presentation1 of lucture of friday20 08-10    finalPresentation1 of lucture of friday20 08-10    final
Presentation1 of lucture of friday20 08-10 final
 
Presentation1 of lucture of friday20 08-10 final
Presentation1 of lucture of friday20 08-10    finalPresentation1 of lucture of friday20 08-10    final
Presentation1 of lucture of friday20 08-10 final
 
Presentation1 of lucture of friday20 08-10 final
Presentation1 of lucture of friday20 08-10    finalPresentation1 of lucture of friday20 08-10    final
Presentation1 of lucture of friday20 08-10 final
 
Teacher Leadership In The Context Of The Tea
Teacher Leadership In The Context Of The TeaTeacher Leadership In The Context Of The Tea
Teacher Leadership In The Context Of The Tea
 
Leading Innovation in Healthcare
Leading Innovation in HealthcareLeading Innovation in Healthcare
Leading Innovation in Healthcare
 
Leading in the Age of Interaction: Tools That Recreate
Leading in the Age of Interaction: Tools That RecreateLeading in the Age of Interaction: Tools That Recreate
Leading in the Age of Interaction: Tools That Recreate
 
Brain-Based Training & Development
Brain-Based Training & Development   Brain-Based Training & Development
Brain-Based Training & Development
 

More from Sarah Verwei

Quantum Lab
Quantum Lab Quantum Lab
Quantum Lab
Sarah Verwei
 
RE-volution guided by Design
RE-volution guided by DesignRE-volution guided by Design
RE-volution guided by Design
Sarah Verwei
 
Education for the future
Education for the futureEducation for the future
Education for the future
Sarah Verwei
 
Education for the future
Education for the futureEducation for the future
Education for the future
Sarah Verwei
 
Evolution guided by Design
Evolution guided by DesignEvolution guided by Design
Evolution guided by Design
Sarah Verwei
 
Hoogbegaafd
HoogbegaafdHoogbegaafd
Hoogbegaafd
Sarah Verwei
 
De hele wereld
De hele wereldDe hele wereld
De hele wereld
Sarah Verwei
 
Levensverhaal
LevensverhaalLevensverhaal
Levensverhaal
Sarah Verwei
 
Levensverhaal
LevensverhaalLevensverhaal
Levensverhaal
Sarah Verwei
 
Sarah van gils
Sarah van gilsSarah van gils
Sarah van gils
Sarah Verwei
 
Zelfsturend zijn
Zelfsturend zijnZelfsturend zijn
Zelfsturend zijn
Sarah Verwei
 
The earth space ship vision
The earth space ship visionThe earth space ship vision
The earth space ship vision
Sarah Verwei
 
Syntony leadership
Syntony leadershipSyntony leadership
Syntony leadership
Sarah Verwei
 
Mastering arts
Mastering artsMastering arts
Mastering arts
Sarah Verwei
 
Pilot syntony
Pilot syntonyPilot syntony
Pilot syntony
Sarah Verwei
 
Energetische grenzen - Adult Learning
Energetische grenzen - Adult Learning Energetische grenzen - Adult Learning
Energetische grenzen - Adult Learning
Sarah Verwei
 
Community agency
Community agencyCommunity agency
Community agency
Sarah Verwei
 
Community agency
Community agencyCommunity agency
Community agency
Sarah Verwei
 
Pilot Syntony Designed by; Sarah Syntony
Pilot Syntony Designed by; Sarah Syntony Pilot Syntony Designed by; Sarah Syntony
Pilot Syntony Designed by; Sarah Syntony
Sarah Verwei
 
What are relationships
What are relationshipsWhat are relationships
What are relationships
Sarah Verwei
 

More from Sarah Verwei (20)

Quantum Lab
Quantum Lab Quantum Lab
Quantum Lab
 
RE-volution guided by Design
RE-volution guided by DesignRE-volution guided by Design
RE-volution guided by Design
 
Education for the future
Education for the futureEducation for the future
Education for the future
 
Education for the future
Education for the futureEducation for the future
Education for the future
 
Evolution guided by Design
Evolution guided by DesignEvolution guided by Design
Evolution guided by Design
 
Hoogbegaafd
HoogbegaafdHoogbegaafd
Hoogbegaafd
 
De hele wereld
De hele wereldDe hele wereld
De hele wereld
 
Levensverhaal
LevensverhaalLevensverhaal
Levensverhaal
 
Levensverhaal
LevensverhaalLevensverhaal
Levensverhaal
 
Sarah van gils
Sarah van gilsSarah van gils
Sarah van gils
 
Zelfsturend zijn
Zelfsturend zijnZelfsturend zijn
Zelfsturend zijn
 
The earth space ship vision
The earth space ship visionThe earth space ship vision
The earth space ship vision
 
Syntony leadership
Syntony leadershipSyntony leadership
Syntony leadership
 
Mastering arts
Mastering artsMastering arts
Mastering arts
 
Pilot syntony
Pilot syntonyPilot syntony
Pilot syntony
 
Energetische grenzen - Adult Learning
Energetische grenzen - Adult Learning Energetische grenzen - Adult Learning
Energetische grenzen - Adult Learning
 
Community agency
Community agencyCommunity agency
Community agency
 
Community agency
Community agencyCommunity agency
Community agency
 
Pilot Syntony Designed by; Sarah Syntony
Pilot Syntony Designed by; Sarah Syntony Pilot Syntony Designed by; Sarah Syntony
Pilot Syntony Designed by; Sarah Syntony
 
What are relationships
What are relationshipsWhat are relationships
What are relationships
 

Recently uploaded

一比一原版(NCL毕业证书)纽卡斯尔大学毕业证成绩单如何办理
一比一原版(NCL毕业证书)纽卡斯尔大学毕业证成绩单如何办理一比一原版(NCL毕业证书)纽卡斯尔大学毕业证成绩单如何办理
一比一原版(NCL毕业证书)纽卡斯尔大学毕业证成绩单如何办理
7sd8fier
 
Common Designing Mistakes and How to avoid them
Common Designing Mistakes and How to avoid themCommon Designing Mistakes and How to avoid them
Common Designing Mistakes and How to avoid them
madhavlakhanpal29
 
一比一原版(UAL毕业证书)伦敦艺术大学毕业证成绩单如何办理
一比一原版(UAL毕业证书)伦敦艺术大学毕业证成绩单如何办理一比一原版(UAL毕业证书)伦敦艺术大学毕业证成绩单如何办理
一比一原版(UAL毕业证书)伦敦艺术大学毕业证成绩单如何办理
708pb191
 
Research 20 slides Amelia gavryliuks.pdf
Research 20 slides Amelia gavryliuks.pdfResearch 20 slides Amelia gavryliuks.pdf
Research 20 slides Amelia gavryliuks.pdf
ameli25062005
 
Can AI do good? at 'offtheCanvas' India HCI prelude
Can AI do good? at 'offtheCanvas' India HCI preludeCan AI do good? at 'offtheCanvas' India HCI prelude
Can AI do good? at 'offtheCanvas' India HCI prelude
Alan Dix
 
7 Alternatives to Bullet Points in PowerPoint
7 Alternatives to Bullet Points in PowerPoint7 Alternatives to Bullet Points in PowerPoint
7 Alternatives to Bullet Points in PowerPoint
Alvis Oh
 
Top Israeli Products and Brands - Plan it israel.pdf
Top Israeli Products and Brands - Plan it israel.pdfTop Israeli Products and Brands - Plan it israel.pdf
Top Israeli Products and Brands - Plan it israel.pdf
PlanitIsrael
 
一比一原版(Bolton毕业证书)博尔顿大学毕业证成绩单如何办理
一比一原版(Bolton毕业证书)博尔顿大学毕业证成绩单如何办理一比一原版(Bolton毕业证书)博尔顿大学毕业证成绩单如何办理
一比一原版(Bolton毕业证书)博尔顿大学毕业证成绩单如何办理
h7j5io0
 
Portfolio.pdf
Portfolio.pdfPortfolio.pdf
Portfolio.pdf
garcese
 
一比一原版(MMU毕业证书)曼彻斯特城市大学毕业证成绩单如何办理
一比一原版(MMU毕业证书)曼彻斯特城市大学毕业证成绩单如何办理一比一原版(MMU毕业证书)曼彻斯特城市大学毕业证成绩单如何办理
一比一原版(MMU毕业证书)曼彻斯特城市大学毕业证成绩单如何办理
7sd8fier
 
一比一原版(毕业证)长崎大学毕业证成绩单如何办理
一比一原版(毕业证)长崎大学毕业证成绩单如何办理一比一原版(毕业证)长崎大学毕业证成绩单如何办理
一比一原版(毕业证)长崎大学毕业证成绩单如何办理
taqyed
 
PORTFOLIO FABIANA VILLANI ARCHITECTURE.pdf
PORTFOLIO FABIANA VILLANI ARCHITECTURE.pdfPORTFOLIO FABIANA VILLANI ARCHITECTURE.pdf
PORTFOLIO FABIANA VILLANI ARCHITECTURE.pdf
fabianavillanib
 
Mohannad Abdullah portfolio _ V2 _22-24
Mohannad Abdullah  portfolio _ V2 _22-24Mohannad Abdullah  portfolio _ V2 _22-24
Mohannad Abdullah portfolio _ V2 _22-24
M. A. Architect
 
Exploring the Future of Smart Garages.pdf
Exploring the Future of Smart Garages.pdfExploring the Future of Smart Garages.pdf
Exploring the Future of Smart Garages.pdf
fastfixgaragedoor
 
20 slides of research movie and artists .pdf
20 slides of research movie and artists .pdf20 slides of research movie and artists .pdf
20 slides of research movie and artists .pdf
ameli25062005
 
RTUYUIJKLDSADAGHBDJNKSMAL,D
RTUYUIJKLDSADAGHBDJNKSMAL,DRTUYUIJKLDSADAGHBDJNKSMAL,D
RTUYUIJKLDSADAGHBDJNKSMAL,D
cy0krjxt
 
Book Formatting: Quality Control Checks for Designers
Book Formatting: Quality Control Checks for DesignersBook Formatting: Quality Control Checks for Designers
Book Formatting: Quality Control Checks for Designers
Confidence Ago
 
Let's Summon Demons Shirt Let's Summon Demons Shirt
Let's Summon Demons Shirt Let's Summon Demons ShirtLet's Summon Demons Shirt Let's Summon Demons Shirt
Let's Summon Demons Shirt Let's Summon Demons Shirt
TeeFusion
 
一比一原版(UCB毕业证书)伯明翰大学学院毕业证成绩单如何办理
一比一原版(UCB毕业证书)伯明翰大学学院毕业证成绩单如何办理一比一原版(UCB毕业证书)伯明翰大学学院毕业证成绩单如何办理
一比一原版(UCB毕业证书)伯明翰大学学院毕业证成绩单如何办理
h7j5io0
 
一比一原版(Brunel毕业证书)布鲁内尔大学毕业证成绩单如何办理
一比一原版(Brunel毕业证书)布鲁内尔大学毕业证成绩单如何办理一比一原版(Brunel毕业证书)布鲁内尔大学毕业证成绩单如何办理
一比一原版(Brunel毕业证书)布鲁内尔大学毕业证成绩单如何办理
smpc3nvg
 

Recently uploaded (20)

一比一原版(NCL毕业证书)纽卡斯尔大学毕业证成绩单如何办理
一比一原版(NCL毕业证书)纽卡斯尔大学毕业证成绩单如何办理一比一原版(NCL毕业证书)纽卡斯尔大学毕业证成绩单如何办理
一比一原版(NCL毕业证书)纽卡斯尔大学毕业证成绩单如何办理
 
Common Designing Mistakes and How to avoid them
Common Designing Mistakes and How to avoid themCommon Designing Mistakes and How to avoid them
Common Designing Mistakes and How to avoid them
 
一比一原版(UAL毕业证书)伦敦艺术大学毕业证成绩单如何办理
一比一原版(UAL毕业证书)伦敦艺术大学毕业证成绩单如何办理一比一原版(UAL毕业证书)伦敦艺术大学毕业证成绩单如何办理
一比一原版(UAL毕业证书)伦敦艺术大学毕业证成绩单如何办理
 
Research 20 slides Amelia gavryliuks.pdf
Research 20 slides Amelia gavryliuks.pdfResearch 20 slides Amelia gavryliuks.pdf
Research 20 slides Amelia gavryliuks.pdf
 
Can AI do good? at 'offtheCanvas' India HCI prelude
Can AI do good? at 'offtheCanvas' India HCI preludeCan AI do good? at 'offtheCanvas' India HCI prelude
Can AI do good? at 'offtheCanvas' India HCI prelude
 
7 Alternatives to Bullet Points in PowerPoint
7 Alternatives to Bullet Points in PowerPoint7 Alternatives to Bullet Points in PowerPoint
7 Alternatives to Bullet Points in PowerPoint
 
Top Israeli Products and Brands - Plan it israel.pdf
Top Israeli Products and Brands - Plan it israel.pdfTop Israeli Products and Brands - Plan it israel.pdf
Top Israeli Products and Brands - Plan it israel.pdf
 
一比一原版(Bolton毕业证书)博尔顿大学毕业证成绩单如何办理
一比一原版(Bolton毕业证书)博尔顿大学毕业证成绩单如何办理一比一原版(Bolton毕业证书)博尔顿大学毕业证成绩单如何办理
一比一原版(Bolton毕业证书)博尔顿大学毕业证成绩单如何办理
 
Portfolio.pdf
Portfolio.pdfPortfolio.pdf
Portfolio.pdf
 
一比一原版(MMU毕业证书)曼彻斯特城市大学毕业证成绩单如何办理
一比一原版(MMU毕业证书)曼彻斯特城市大学毕业证成绩单如何办理一比一原版(MMU毕业证书)曼彻斯特城市大学毕业证成绩单如何办理
一比一原版(MMU毕业证书)曼彻斯特城市大学毕业证成绩单如何办理
 
一比一原版(毕业证)长崎大学毕业证成绩单如何办理
一比一原版(毕业证)长崎大学毕业证成绩单如何办理一比一原版(毕业证)长崎大学毕业证成绩单如何办理
一比一原版(毕业证)长崎大学毕业证成绩单如何办理
 
PORTFOLIO FABIANA VILLANI ARCHITECTURE.pdf
PORTFOLIO FABIANA VILLANI ARCHITECTURE.pdfPORTFOLIO FABIANA VILLANI ARCHITECTURE.pdf
PORTFOLIO FABIANA VILLANI ARCHITECTURE.pdf
 
Mohannad Abdullah portfolio _ V2 _22-24
Mohannad Abdullah  portfolio _ V2 _22-24Mohannad Abdullah  portfolio _ V2 _22-24
Mohannad Abdullah portfolio _ V2 _22-24
 
Exploring the Future of Smart Garages.pdf
Exploring the Future of Smart Garages.pdfExploring the Future of Smart Garages.pdf
Exploring the Future of Smart Garages.pdf
 
20 slides of research movie and artists .pdf
20 slides of research movie and artists .pdf20 slides of research movie and artists .pdf
20 slides of research movie and artists .pdf
 
RTUYUIJKLDSADAGHBDJNKSMAL,D
RTUYUIJKLDSADAGHBDJNKSMAL,DRTUYUIJKLDSADAGHBDJNKSMAL,D
RTUYUIJKLDSADAGHBDJNKSMAL,D
 
Book Formatting: Quality Control Checks for Designers
Book Formatting: Quality Control Checks for DesignersBook Formatting: Quality Control Checks for Designers
Book Formatting: Quality Control Checks for Designers
 
Let's Summon Demons Shirt Let's Summon Demons Shirt
Let's Summon Demons Shirt Let's Summon Demons ShirtLet's Summon Demons Shirt Let's Summon Demons Shirt
Let's Summon Demons Shirt Let's Summon Demons Shirt
 
一比一原版(UCB毕业证书)伯明翰大学学院毕业证成绩单如何办理
一比一原版(UCB毕业证书)伯明翰大学学院毕业证成绩单如何办理一比一原版(UCB毕业证书)伯明翰大学学院毕业证成绩单如何办理
一比一原版(UCB毕业证书)伯明翰大学学院毕业证成绩单如何办理
 
一比一原版(Brunel毕业证书)布鲁内尔大学毕业证成绩单如何办理
一比一原版(Brunel毕业证书)布鲁内尔大学毕业证成绩单如何办理一比一原版(Brunel毕业证书)布鲁内尔大学毕业证成绩单如何办理
一比一原版(Brunel毕业证书)布鲁内尔大学毕业证成绩单如何办理
 

Ma master of arts

  • 2.  Expanding your leadership capacity  Live into greatness  Here is your opportunity to develop your confidence and competence designing and leading organizations.  Expanding and developing your leadership skills and capacities in order to become an instrument of change in yourself
  • 3.  A Master of Arts in Organizational Leadership  Designing and Leading organizational systems with confidence and competence  Improving performance  Engaging in the whole organizational system to clarify purpose and align resources toward a preferred and sustainable future
  • 4.  Using systems and design thinking and identify the key issues and dynamics of complex organizational systems and then intervene by “disturbing”the system to achieve desired results that are sustainable by impacting the future
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 13.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28.  EMBRACE individual and organizational learning, encouraging individuals to “show up” fully in their work  With their mind, heart and body
  • 29.
  • 30.
  • 31.  Shifting systems to higher levels of functionality  Health   Wholeness
  • 32.  Effective  Efficient  Efficacious  Contextual  Empathetic  Aesthetic  Spiritual
  • 33.  Complex Adaptive Systems  Living Systems  Personal Leadership Development  Designing and Leading Meetings  Culture as foundation
  • 34.  Participative meetings  Ensure that objectives are met while encouraging involvement of others  Crafting key questions  Learning how to give clear feedback  Values  Understanding Self from a cultural perspective  Gaining insights to use culture as foundation
  • 35.
  • 36.  Appreciating  Attending  Ethically serving our own community and the world at large
  • 37.
  • 38.  Designed for working professionals  Cohort based;  Joining an international learning community of students who begin coursework at the same time and travel through the program together until its completion
  • 39.  Schedule your cohort meets for seven consecutive quaters  Campus sessions span four days and held over long weekends  Three week long residential sessions
  • 40.  Academic Knowledge focuses on leadership, organization developement, systems, design, change, intervention, consultation, group dynamics, inquiry, global and multicultural perspectives  Skill development and application sessions helping you to translate theory into practical session
  • 41.
  • 42.  Applying Living Systems Theory  Exploring living systems and systems thinking and this application to work with human social systems  Creating conditions for a social system to emerge into a new whole  As leader or change agent  Intevener must develop new skills to self organize to a new and higher level of functioning
  • 43.  Government  Ecological  Global challenges  You will learn to understand and adress these challenges from a systems perspective  Creating a pull  Into the preffered future  Moving beyond current realities
  • 44.  Helping you understand the complexity of life  Students and employed by larger corporations  Small businesses  Government  Non profits  Community development  Churches  Arts  Education and Health Care
  • 45.
  • 46.
  • 47.
  • 48.
  • 49.
  • 50.
  • 51.
  • 52.
  • 53.
  • 54.
  • 55.
  • 56.
  • 57.
  • 58.  Faculty advisors  Participating  In all sessions  As co learners  With you
  • 59.
  • 60.  Connected to the field of organizational leadership  Syntony conversations  A platform  195 countries  64.800 participants  We started this Syntony Cafe 06/06/14  Research colloquia in Thrivable Systems  We accessed 06/06/14 as Syntony Conversations a platform internationally started in Kortgene to meet in person
  • 61.
  • 62.  Offering real time learning in design and group dynamics  In year two we come again and the teams will have a consult with an external client  Mentored by a faculty advisor  Offering real time learning in design and group dynamics
  • 63.  We are designing and delivering by student led teams a curriculum  Real time learning in design is the most important  That is why we are offering the access to syntony cafe and syntony conversations since the last 2 years to experience and share the collaborative learning groups internationally
  • 64.  In two years teams consult us with mentoring by our faculty advisors and offering real time learning in design and group dynamics
  • 65.  Weekend sessions  Students and faculty advisors meeting to support one another,s learning
  • 66.  Creating our own mentoring council to help support and clarify and challenge your learning
  • 67.
  • 68.
  • 69.
  • 70.
  • 71.
  • 72.
  • 73.
  • 74.
  • 75.
  • 76.
  • 77.  Embrace  Individual  Organizational  Learning  Encouraging  Individuals  Show up  Fully  Mind heart and body
  • 78.
  • 79.
  • 80.  Using systems  Design thinking  Identify  The key issues  Dynamics Complex systems Intervene Desired results Sustainability
  • 81.  Human systems  Competence  Confidence  Shifting systems  To higher levels  Functionality  Health  Wholeness
  • 82.  Helping organization achieve results greater than the sum of the individual contributions by learning to be better together
  • 83.  Design and lead  Effective meetings  A source of energy  Creativity  Moving byond current realities

Editor's Notes

  1. Everyone can be his own campus and to listen to our intuition and stay centered in the own learning processes it is the best for creative learning and deep collaboration
  2. Clean feedback and working with conflict as a source of energy and creativity
  3. Developing collaboration helps the organization achieve results greater than the sum of individual contributions by learning to be better together
  4. Growing an organization that is more adaptable, resilient, creative, sustainable by having participants fully present and respecting the diverse gifts they each bring
  5. Communication and adapting is the only we can lead and take charge to live into our greatness and expanding our leadership capacities
  6. Showing up fully in our work with our mind, heart and body
  7. Use of self as an instrument for change when we intervene in human systems with the competence and confidence to shift systems to higher levels of functionality in health and wholeness
  8. Being of service by appreciating and attending to and ethically serving our own communities and the world at large, that makes us Specialists in Leadership Consultancy -
  9. A learning community of students who begin this coursework at the same time together and traveling through the program together until its completion is cohort based – joining an intentional learning community is about meeting each other and when not possible in real time through skype
  10. Understanding systems perspectives and the means for moving beyond current realities so offering Innovation is about strategies but alsof about deep changes and deep emergent thinking and processing so we need to talk about this change first
  11. Participating in change processes is a choice a learning commitment is part of this participate change process to allowing us to demonstrate this application of a approach to the leadership of project
  12. This concept of learning is introduced and the container for the community is intentionally formed, Students are introduced to the theory and principles of organzational development and adult learning, andragogy, beginning our own learning journey through a variety of exercises designed to engage the whole person and facilitate coming to konw self. Paying particual atttention to connecting with core values and aspirations as a foundation for connecting with your great work, that is required.
  13. Managing transitions and considerateness of emerging trends and new directions in the study and practice of organizational leadership
  14. Holistic approach to design and lead organizations throgh observation, interpretation, intervention and skills are explored and developed while students work to identify the adaptive challenges and mobilize other to do adaptive work while advancing the purpose of the organization; focusing on the disciplines and practices of adaptive leadership in complex adaptive systems exploring the qualities of leadership and follwership is needed for this change -
  15. Fundamentally an act of Design to explore this notion that leadership is fundamentally an act of Design
  16. Common shared leadership through understanding opportunities and envisioning and prototyping future states, introducing change in the form of a design experiment that will be able to apply in the organization context, core attitudes and skills from this designers toolkit, experimentation, shwoing thow they can be applied to common leadership challenges such as fostering innovation or enabling collaboration -
  17. Applying living systems theory through exploring how to design and creating the conditons for a social system to self organize to a new and higher system of functioning by coming along side ; observations, interpretations, intervention and skills to explore and develop, to identify the adaptive challenges and mobilize others to do adaptive work while advancing the purpose of the organization
  18. Deepen your knowledge of teh full consultative process; entry, contracting, data collection/ interpretation, feedback, recommendations, implementation, working in teams in real consultative engagment with an external client and teams consult on issues and opportunities, specific to the innovation, health and wholeness of human systems, exploring team dynamics as well as the role of the self as consultant/helper. Learning how personal values, self awareness, ethical principles are essential to any consultative relationship! Opportunities for you to practice your competency in designing and conducting organizational development interventions ; a consultative approach!
  19. Verbetering van zelfvertrouwen, een betere relatie met onszelf, vermindering van stress, meer empathie, revolutionair leiderschap gaat over de betekenis van het leven, goed doen voor anderen, innerlijke veranderingen en van binnenuit naar buiten toe iets moois achter laten ; deze methode is ondersteund door het Sociale Beleid & Unesco, ter ondersteuning van Health Care
  20. Mondiale gemeenschap begint met een betere relatie met jezelf en sociale leerervaringen, je bent je eigen stad en je eigen campus en zo kun je leren naar jezelf te kijken; nanotechnologie en nano biotechnologie gaat hierover, het is je iegen betrokkenheid in hoeverre je een change agent en consultant wilt zijn; dit model is voor iedereen nodig; voor werkgevers, educatieve technologische innovators, de staat, de grote steden, weldoeners, risico kaptiaal investeerders, groepen en deelnemers van conferenties; feedbackloops en reflectie is nodig en dat begint al op hele jonge leeftijd om zelfsturend te zijn en bewust te zijn van je denken en je waarden die je zelf wilt uitdragen en deze zichtbaar kunt maken
  21. Building organizational culture – embracing new learning is about the encouragement to show up fully in your work with your mind, heart and body
  22. Using ambiguity, tension, chaos and creative engagement as resources to lead participants of the whole system to co create a preferred future that pulls, rather than pushes, them to realize their shared vision