Foto-Impressionen aller Referate & Breakoutsessions

I fully agree…:

“Remember, we may live in a new world, but the old rules still apply. Powerful communications has always been about getting people to pay attention and take action. The engage and encourage strategy is just another means of achieving the same objective.” Fard Johnmar

“There are moments when you have got to change the second half of your sentence based on the feedback you got to the first half of your sentence”.  Robert Dilts

(via simplycommunicate.com)

Freue mich auf einen spannenden Event mit spannenden Speakern u.a. Andreas Schönenberger, Country Manager, Google Schweiz.  Details siehe Siehe Programm.

Gemäss Programm werde ich auch dabei sein:
“Web 2.0 - Möglichkeiten und Herausforderungen für die Interne Kommunikation, Leila Summa, New Media-Expertin

In der internen Kommunikation wird viel Hoffnung auf Web 2.0 gesetzt. Leila Summa hat auf Unternehmensseite in diversen Projekten Intraweb 2.0-Umsetzungen verantwortet. Sie gibt Einblicke in die Chancen und Gefahren der neuen Technologie.”

First announcement: I will have the possibility to give a speech on the 20th of may 2009 at the Critical Incident Festival, Brighton, UK.

A Critical Incident is an event of life-changing significance.  And the festival - part of the Brighton Festival - is a creative retreat in the heart of Brighton with focus on:
Science, Spirituality, Sustainability, Sensuality and Spontaneity

Re-dying & the end(lessness) of the virtual eternity
About the impact of social media on the divergence & convergence of our day of death
Leila Summa, Co-(r)evolutionary strategist, Zurich - Switzerland

Interesting summary of 50 possible ways to foster innovation.
(via 50 Ways to Foster a Sustainable Culture of Innovation)

These I like most:

• “43. Try to get as much buy-in and support from senior leadership as you can while realizing that true change NEVER starts at the top. How often does the revolution start with the King?”
• “45. Pay particular attention to alignment. Ensure that the interests and actions of all employees are directed toward key company goals, so that any employee will recognize and respond positively to a potentially useful idea.”
• “32. Avoid analysis paralysis. Chaotic action is preferable to orderly inaction.”
• “23. Make sure people are working on the right issues. Identify specific business challenges to focus on”
• “13. Learn to tolerate ambiguity and cope with soft data. It is impossible to get all the facts about anything. “Not everything that counts can be counted. Not everything that can be counted counts,” said Einstein.”
• “5. Make new mistakes.”

Questioning this: “Remove whatever organizational obstacles are in the way of people communicating bold, new ideas to top management.”  And what, if THE organization and its top management are the obstacle?

Read also this: Top 100 Lamest Excuses for Not Innovating

Habe letzte Woche beim Handelsregisteramt die Umschreibung meiner seit 2001 bestehenden Einzelfirma “netpulse.ch” auf “Co-(R)evolutionary Consultancy” beantragt. Die strategische Ausrichtung ist hier kurz zusammengefasst.
http://www.summa.name oder http://www.corevolutionary-consultancy.com.
Die Erfahrung der letzten Tage zeigt, der Name der Firma sowie das SCORE-Konzept (”Summa CO-(R)Evolutionary …) regt - wie beabsichtigt - zum Dialog an.

This eBook, powered by Issuu shows an early draft of how I tried to visualize –> change & transformation.

1. Menschen und Probleme getrennt voneinander behandeln

2. Auf Interessen konzentrieren und nicht auf Positionen

3. Entscheidungsmöglichkeiten (Optionen) zum beiderseitigen Vorteil entwickeln

Vorlage: Konfliktbearbeitung via Volksschule AG

Orangen-Metapher 

Schrittweise Erklärung

“Lord, how much longer are the wicked
how much longer are the wicked to triumph?

(Psalm 94:3)

and the prophet:
Why is it that the wicked live so prosperously?
Why do scoundrels enjoy peace?”

In system terms, there is a simple answer. “Good” people are bound by rules as to what is acceptable and what not; “wicked” people are bound by no such rules. In the short term at least, “wicked” people have no constraints and hence greater freedom of action, and the “Law of Requisite Variety” suggests that those components of a system which have the greatest flexibility and freedom are therefore the most powerful.”

Source: http://www.doceo.co.uk/background/requisite_variety.htm