By Christoph Mandl, Markus Hauser, Hanna Mandl
“Co-creative conferences” foster invention and innovation, and for this reason permit cutting edge developmental tactics in an organizational and inter-organizational context, together with process improvement, product improvement, human source improvement, R&D, and trans-organizational tasks. This e-book illustrates the adaptation among efficient and leading edge companies and what that distinction potential for conferences occurring in such firms, either from a conceptual and useful perspective. It presents managers, coaches, specialists and different execs whose activity it truly is to prepare conferences with transparent and action-oriented guidance for the layout of “co-creative meetings”, and likewise exhibits easy methods to comprise them via experiential learning.
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Extra resources for The Co-creative Meeting: Practicing Consensual Effectivity in Organizations
The consequence of freewill being denied is that individuals are not responsible for their actions—a vexing thought that contradicts the common sense of justice. Let’s try from a different angle: We humans, through our actions create the rules by which we turn our perceptions, objectives and norms into actions. We are free to ignore these rules, but we will have to face consequences if we break them. Moreover we may not be aware of many of these rules because they seem self- evident. This is what sociologists5 call routines: innate rules that we are not aware of following without having any sense of alternatives.
In the meeting room a mysterious joyfulness is spreading. There is gentleness and lightness. The previous conflict seems to be losing its grip on people. ’ Christoph thinks. Now, after 50 min. ’ From that moment on, the conversation starts to thrive. There is enjoyment in both listening and speaking. This group silence was the most effective silence Christoph had ever experienced. The participants described these 50 min. of reflective silence as an intense experience of closeness and as a turn-around of the meeting.
Insights of individuals are shared with the group. For a while there is a feeling of moving in a swarm like mode. It becomes feasible to progress from thinking together to acting together and the group is keen to put their ideas into practice. Most groups that begin to hold Co-creative Meetings experience these four phases, even if individuals already have extensive experience with formats like Bohm’s Dialogue. In the summer of 1998 the three of us met with 28 46 6 Phases and Roles experienced Dialogue facilitators from Europe and North America in Boulder, Colorado.
The Co-creative Meeting: Practicing Consensual Effectivity in Organizations by Christoph Mandl, Markus Hauser, Hanna Mandl