LEADERSHIP FOR KAOS PILOTS

• 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 orgbiology creativity behaviour measurementnetworksneuroscience improvisation strategybusiness model cybernetics innovation motivationfuturologysciencesocial theory literature peer-to-peerphilosophy narrative design modelstheory of sciencethinking innovationco-operation storytellinguseranthropologycomplexity experiencescience game theoryhistory empowermentconictpsychologycoachingmediation 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 MetricsImpact Models BreakthroughPropositions Design for Impact BreakthroughLeadershipPurpose & 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 LANDKRISHNAMURTI 12. WHATDO YOU SEE? 13. SWITCHED ON LEADERSHIPBmusic BREAKTHROUGH Wecreate 201 14. SWITCHED ON LEADERSHIPCubism BREAKTHROUGH Wecreate 201 15. SWITCHED ON LEADERSHIP BREAKTHROUGH Wecreate 201 16. SWITCHED ON LEADERSHIPLATE FEES >80%CORPORATE PROFITS BREAKTHROUGH Wecreate 201 17. SWITCHED ON LEADERSHIP INVENTED DIGITAL CAMERA IN 70s 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 mostdicult 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 THEWORLD, 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. TRIBESMARKETS HUNTER- HIERARCHIES /GATHERER NETWORKSBUREAUCRACIES 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 INWONDERLAND, AND I SHOW YOU HOWDEEP 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 LEADERSHIPBREAKTHROUGHPREFERRED ORDER CURRENT ORDER BREAKTHROUGH BREAKTHROUGH Wecreate 201 CHAOS 44. SWITCHED ON LEADERSHIPINNOVATIONBREAKTHROUGHTHE EXTENT OFTHE BREAKTHROUGH DEPENDS ON HOW DEEP WE ARE WILLINGTO GO INTO WHAT IS POSSIBLE BREAKTHROUGH BREAKTHROUGH Wecreate 201 45. SWITCHED ON LEADERSHIPINNOVATIONBREAKTHROUGH 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, ONLYTHOSE 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 itsecosystem)Everyday people are not benefiting from the power of computers. Breakthrough Proposition What proposition maximises accessibility, usability and enjoyability?PropositionWe 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 productivitymaximers - 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 helpliberate us, empower us and inspire us to Productivity is the goal of life. Technologydesign, innovate and collaboratehelps create more productivity by increasing our efficiency as cogs in the business BREAKTHROUGHmachine (growing profits, GDP etc.) wecreate 2012 50. THE WORLDSLARGESTCOMPANY 28YEARS LATER 51. 54A BILLION PEOPLE DO NOTHAVE CLEAN WATER - CHOLERA EPIDEMICS KILLHUNDREDS OF THOUSANDS 52. CHOLERABreakthrough OpportunityWhat 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 PropositionWhat 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 deliverequipment (drill boreholes, pumps,lifestraws) to provide water. More investment needed to maintainBreakthrough Insighttechnology. What is a more powerful, liberating and abundant view ofhuman 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 solveThe people need empowerment.problems. Money solves problems.BREAKTHROUGHThe people need help.. wecreate 2012 53. 5699% OF MICROBES FILTERED50% REDUCTION IN CHOLERA70% 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. LETS 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 todays 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 wont 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 LEADERSHIPClosed handFist / palm off OFF REACT=Closed mind= RETREAT OFFAssume solutions REPEATClosed heartFearful / judgmental OFF 73. Nothing will stop youbeing creative so eectivelyas 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 LEADERSHIPON Open handed Create, build, hold space, soothe Open mindedON Challenge = CREATE = assumptions, seekCOLLABORATECONTRIBUTE possibility, learn at edgesON 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 LEADERSHIPProactivityWhat can I do right now to serve those most needing supportand 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?PossibilityWith this purpose, what kind of ideas and opportunities cometo me to solve this problem positively?PatternsPurposeWhat pattern is being triggered now that causes this to be a problemWith this passion, what is my focused purpose in this situation?for me? Is it familiar to me? How does my mind and body react?PassionWith this peace, what am I passionate about inspiring orenabling 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 mePeacemost 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 believeabout 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 MODELComplex (Chaos)Complicated (Order) Known causes and eects Understandable root causes Use good practice Use emergent practice (harness principles) Focus on co-operation Focus on collaborationSENSE. EXPLORE. RESPONDSENSE. ANALYZE. RESPONDDisorder Chaotic (Chamos)Simple (Control) Predictable causes and eects Unknowable causes / eects Use best-practiceUse new practiceFocus on co-ordinationFocus on co-creationEXPLORE. SENSE. RESPONDSENSE. CATEGORIZE. RESPOND 90. SWITCH ONPURPOSEFULLY REWIRE OURSELVES & OURORGS TO STAY OPEN TO POSSIBILITIES WITHINTHE CHALLENGES OF CHANGE 91. LEARNING TO LOVE THE LIMBO METABOLISINGCHALLENGES INTOCREATIVITYSEEING CLARITY IN CHAOSLETTING GO OF OLDPATTERNS 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 guringout 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. LETS GET ON THE EDGE 97. FALLINGIS INEVITABLE ON THE EDGEOFTEN IT HURTS SO MUCH WE DONT 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 nd 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 ew. 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 sacricewhat 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 ANINVESTOR? 121. Your idea is not theinvestors 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 youre conversing withcoworkers, customers, orinvestors, the richness andmeaning of your story is whatpeople really buy. Everybodythinks its the return on investmentthat youre selling...but its 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 HEARSTORY? 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 FROMSTORIES 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 cant 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 shof 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.cc169 157. #3. SELF(AND OTHER)www.wecreate.cc 170 158. #4. SELFISH 171 159. #5. COMPETITION 172 160. #6. ZERO-SUM GAME173 161. #7. OWNERSHIP 162. I must create a system orbe enslavd by anothermans.WILLIAM BLAKE 163. A STORY FOR ANEMERGING WORLD 164. rambuntious human nature #1. LIVING SYSTEM 54 165. #2. INTERCONNECTEDwww.wecreate.cc14 166. #3. INTELLIGENT 167. #4. EMPATHIC& SHAREwww.wecreate.cc51 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. STORYDOESNT 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 didnt 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 NOWFINISHSTART 190. BRIDGEOLD STORY WITH A NEW ONERESONATE AND TAKE HIGHER 191. 205 VISION NOWFINISHSTART HOW? WHEN?WHO? WHAT?WHERE? WHY? 192. JOIN DOTSHOW?ORDER IS IMPORTANT! 193. STORYCHARACTERPROBLEM OR PREDICAMENTSTRUGGLE(RE)SOLUTION 194. SWITCHED ON LEADERSHIPSTORY ARC208 VISION NOWFINISH 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 CANT OR WONT SEE THE FUTURE 208. UNTIL ITS 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 nd it hard to imaginewhat it is like not to know it.CHIP & DAN HEATH 228. SWITCHED ON LEADERSHIPSTORY ARC245 VISION NOWFINISH START BREAKTHROUGH Wecreate 201 229. SWITCHED ON STORIES Call to ActionVISION Connection NOW Concrete Impact Context Conviction Concept Conventions Consciousness ShiftBREAKTHROUGH 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 PEOPLES 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 aspecic 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 beyondprots 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 benecial, agame played againstchaos and death, againstentropy.JOHN GARDNER 245. PRACTICE USING THE STORYTELLINGENGINE 246. LETS 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 inuenced 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 ones life and thought must alwaysremain undened. Some ideas such as theTao, the way of things come to us, we cantjust 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 nally 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 LANDKRISHNAMURTI 260. SWITCHED ON LEADERSHIPON Open handed Create, build, hold space, soothe Open mindedON Challenge = CREATE = assumptions, seekCOLLABORATECONTRIBUTE possibility, learn at edgesON Open hearted Intuitive, trusting, wecreate 2012 connected 261. HEROS JOURNEY 262. HEROS JOURNEY 263. WHAT DO YOU THINK YOUR BOON MIGHTBE?WHY? 264. CHOICENOT WHAT IT IS 265. DOWITH IT 266. If youre 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 thefulllment or the asco. Theresalways the possibility of asco.But theres also the possibility ofbliss.Joseph Campbell 270. ARCHETYPE TASKTRANSFORMATIONSURVIVEORPHANFROM VICTIM...DIFFICULTYWANDERERFIND YOURSELF FROM SAMENESS...PROVE YOURFROM LOWWARRIORWORTH ESTEEM...SHOWFROMALTRUISTGENEROSITYSELFISHNESS...ACHIEVEINNOCENTFROM PUSH...FLOURISHINGTRANSFORM THEMAGICIANFROM 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