朝邦文教基金會 CP Yen Foundation

推動對話力, 促進社會正向改變,朝向永續發展的城邦

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The December 2010 Newsletter is attached at the bottom of this post.


朝邦文教基金會 『對話新訊息』12月份

12月份的朝邦對話新訊息資料來源出自『績效的三大定律』一書(已有中文版)。作者Steve Zaffron and David Logan, 針對『對話如何協助組織與領導者寫未來?』這個議題提供他們的真知灼見。

 

績效表現的三大定律

 

績效第一定律: 人們的表現和他們對情況如何發生的看法具有 

               關聯性

領導力法則一: 領導者對事情有自己的看法也要讓別人有他們的看法

 

績效第二定律: 語言可以改變人們對情況發生方式的看法

領導力法則二: 領導者善用對話環境

 

績效第三定律:以未來式語言來轉化情況的發生方式

領導力法則三:領導者傾聽組織的未來

 

績效第一定律: 人們的行為表現和他們對情況如何發生的看法具有關聯性

 一個人的經驗,包括他對過去的看法(事情為什麼會這樣)以及將來(事情會如何發展)。引導者透過提出開放式的問題,啟發參與者的主觀覺察力,邀請他們對發生情況提供有洞見的詮釋,不斷持續地探詢與反思,直到從個人的角度能夠理解別人的行為。

 

績效第二定律: 語言可以改變人們對情況發生方式的看法

 

語言包括溝通上的口語、文字、肢體語言、面部表情、語調、形象、音樂、外表以及任何帶有象徵性企圖的行為。沒有說出來的通常是最重要的。但是當沒有被說出來而且溝通時欠缺察覺力,語言反而成了文字垃圾,這些包括假設、期待、失望、遺憾、後悔、詮釋、象徵性以及感到危險的議題。績效表現的關鍵不在於推動與策略有關的新對話或重整進入一個已經混亂的空間;清楚的表達未說出口的話──空間也將因此而打開。

 

辨識『未說的語言』必須從自己開始:

(1)要留意在你腦海中的聲音。那個聲音週而復始佔據你大部分的覺察力。

(2)要留意你自己的「雜音」:那些是存在已久的抱怨、隨著抱怨而來的行為模

式、抱怨繼續存在所帶來的好處以及為這個行為付出的代價。

 

未說出的與未察覺的語言所帶來的好處與代價顯而易見。為你內在的雜音命名,認清一個人之所以無法突破表現與他看待情況如何發生在他身上有關。當你能幫未說出口的表達命名時,剛開始的時候可能有點荒謬,接著你自然地會想出方法來清理它。這裡的學習重點是:說出未說出口的事情然後處理它。

 

績效第三定律以未來語言轉化情況的發生方式

 

人們活在他們的認知所看到的未來。這個「預設的未來」是由個人的期待、恐懼、希望與預測所構成,這些都與個人過去經驗有關。

 

以未來為主的「創生性」語言創造未來取代預設的未來。我們要知道壓抑我們的不是實相而是語言。為預設的未來命名,問自己:「我們真的希望我們的將來是這樣嗎?」接著「完成」過去未解決的議題。「完成」的意思是將這件事從「預設的未來」拋回到過去,讓它不再驅動我們的行為也不再繼續渲染我們對情境的認知。接著,要與別人一起想像一個能引發大家行動的未來─說出每個相關者的擔憂並且在對話中真誠表達。當大家有了共同願景就會自動自發地實踐它。

 

根據『績效表現三大定律』而產生的領導力會擁有寫組織未來的力量。作者將這個觀念衍生為『領導力則』

 

領導力則一 領導者對事情有自己的看法也要讓別人有他們的看法

 

那些懂得授權給別人改寫未來、創造未來的領導者都能夠扭轉乾坤,不論事情看起來是多麼不可能。試者問問自己以下這些問題:我如何和別人互動讓他們覺得更被授權?我能夠安排什麼樣的流程、對話、會議讓人們覺得他們是改寫新未來的共同作者,而不只是「預設的未來」的接受者?

 

領導力則二 領導者善用對話環境

 

一個組織如果能夠有對話或者容許對話發生,就能夠讓最艱困的局面消弭無形。對於多數的組織而言,對話都是嘈雜、充滿衝突以及喋喋不休地描述「預設的未來」。這樣的環境使得人們很難想像一個嶄新的未來。要能有突破的表現,以下這兩個元素是對於一個對話性的環境來說不可或缺的:

(1)對於解決未處理完的議題有持續地、全面性的承諾。

(2)在組織內植入誠信風氣。

    誠信風氣創造一種可行的環境。(缺乏誠信的結果是工作效率降低,跟隨而來

  的是不信守諾言、缺乏當責)

 

領導力則三:領導者傾聽組織的未來

 所有具生產力的的創生性語言都需要言行一致,就像是對未來的一個宣言。

這些對話為組織創造一些原本不存在的未來性。然而領導者自己並不改寫未來,他們開啟空間傾聽組織未來。

 

總結:創造一個自我領導的組織

 

信守諾言(誠信)可以創造一個整體/完整的社會及工作關係。這種行為提供我們一條贏得他人信任的可行途徑。那些具有這種行為的人通常被稱為「自我領導者」。自我,放大的「我」代表著完完全全地將一個人所有的部分都整合起來。透過語言與對話可以達到這種境界。

 自我領導的組織是透過利益相關者參與在組織的對話生態而產生。這個對話網絡讓組織能夠持續的改撰寫未來,並進而適應企業與生命不可避免的變動!透過對話,組織的自我開始形成──這是集體智慧的精髓,代表的是利益相關者如何看待一個令人鼓舞且能夠滿足他們關心的未來。

 對話的環境需要誠信和以未來為基礎的溝通才能讓新未來浮現。一旦領導者和利益相關者對於公司的新未來宣言有一致性,管理者就能夠建構制度、流程、規章、程序讓宣言成真。

 

CP Yen Dialogue Newsletter    December 2010

 

This month's newsletter focuses on key takeaways from the book The Three Laws of Performance by Steve Zaffron and David Logan who offer an answer to: How can conversations enable organizations & leaders to rewrite the future?

 Law 1: How People Perform Correlates to How Situations Occur To Them.

A person's experience includes one's view of the past (why things are the way they are) & the future (where things are going). Facilitators cultivate awareness in participants about their own subjectivity through open-ended questions that invite insight in to how we interpret situations.  Continue inquiring & reflecting until the actions of the "other" are understood to be reasonable from the actor's point of view.

 

Law 2: How a Situation Occurs Arises in Language.

"Language" includes spoken & written communication, body language, facial expressions, tone of voice, images, music, appearance and any actions with symbolic intent.  The unsaid is the most important part of language.  But when unsaid & communicated without awareness, language becomes linguistic clutter, such as: assumptions, expectations, disappointments, resentments, regrets, interpretations, significance and issues that feel dangerous.

The key to performance is not pushing new conversations about strategy or reorganization into an already cluttered space.  Articulating the unsaid - that's when space begins to open up. 

 

Recognizing the "unsaid" begins with oneself:

(1)   Be aware of the talking voice inside your head.  Its loop-track takes up much of your awareness.

(2)   Be aware of your own "rackets":

A complaint that has persisted for some time; A pattern of behavior that goes 

along with the complaint; A payoff for having the complaint persist; A cost for 

this behavior.

 

The payoff & cost are evident in the realm of unsaid & unaware.  Name the racket & recognize that how a situation occurs to a person is exactly what holds him/her back from breakthrough performance.   When you name the unsaid, at first the situation sounds absurd; then you naturally think of ways to clear it out.  The learning here is: name what is unsaid and deal with it.

 

Law 3: Future-based Language Transforms How Situations Occur to People.

People live into the future they perceive coming at them.  This "default future" is made up of one's expectations, fears, hopes, and predictions, all of which are based on past experiences.

Future-based (generative) language creates a future to replace the default.  Recognize that facts do not constrain people, language does.  Name the default future and ask, “do we really want this as our future?”  Complete unresolved issues from the past.  Completing means moving it from the “default future” in to the past so the issue no longer drives one’s actions nor continues to color how situations occur to a person.  Then, envision with others what future would inspire action for everyone.  Address the concerns of everyone involved, and be real in the moment of speaking.  When you have a shared vision people will naturally self-organize to realize it.

 

Leadership that arises from the Three Laws of Performance has the power to rewrite the future of an organization.  The authors call these perspectives "leadership corollaries".

 

Leadership Corollary 1: Leaders have a say, and give others a say, in how situations occur.

Leaders who empower others to rewrite & realize futures can transform any situation, no matter how seemingly impossible.   Ask yourself the following questions:

How can I interact with others so that situations occur more empowering to them?

What processes, dialogues, or meetings can I arrange so that people feel like co-authors of a new future, not merely recipients of a default future?

 

Leadership Corollary 2:  Leaders master the conversational environment

What makes the most difficult situations become malleable are the conversations that exist, or can exist, in an organization.  For most organizations, the network of conversation is noisy, conflicted and filled with chatter describing a default future.  This conversational environment makes new & different futures difficult to imagine.  Two elements needed for a conversational environment to achieve breakthrough performance are:

- an ongoing, company-wide commitment to resolving incompletion 

- implanting integrity. Integrity creates a condition of workability. (Without it, effectiveness is diminished and displaced by broken promises and a lack of accountability.)

 

Leadership Corollary 3:  Leaders listen for the future of their organization

Leaders create conversations composed of future-based language.  These conversations invent futures for the organization that previously did not exist.  However, leaders do not rewrite the future by themselves.  They create the space and provide the “listening” for that future. 

 

Conclusion: Creating a Self-Led Organization 

 

Honoring one’s word (integrity) creates complete social and working relationships which provides an actionable pathway to earning the trust of others.  A person who acts in this way is "Self-led."  Self, with a capital “S”, represents a full integration of all parts of a person; it arises in language and through conversations.

 

A Self-led organization is created by stakeholders' participation in the organization’s conversational ecology.  This network of conversations enable organizations to continually rewrite the future and by doing so are able to adapt to the inevitable oscillations of business and life!  Through conversation, the organization’s Self emerges - this is the collective essence of how stakeholders view a future that inspires and fulfills their concerns.

 

The conversational environment needs to include integrity & future-based communication in order for new futures to emerge.  Once leaders enable stakeholders' alignment along declarations about the new future of the company, managers can then build systems, processes, policies and procedures to turn the declarations into reality.


Attachments:

 November 2010 CPYF Dialogue Newsletter: "Innovations Start Small", an interview with Otto Scharmer

PDF is attached at the bottom of this post.

 “Innovations start small”

[ Interview with C. Otto Scharmer ]

 

The following is an interview with Otto Scharmer, author of Theory U and an action researcher dedicated to creating innovations in learning and leadership, which he delivers through classes and programs at MIT, the Global Classroom online programs, Presencing Institute programs and through innovation and change projects within and among organizations and communities.  The interview below was conducted by Inwent - Capacity Building International; a non-profit organization with worldwide operations dedicated to human resource development, advanced training, and dialogue. http://www.inwent.org/ez/articles/072913/index.en.shtml

 

Q: What must capacity building be like to enable people to tackle the huge challenges humankind is facing? 

A: It is certainly not enough to impart specialist knowledge to individuals in any specific field. In my experience, if we want organisations to become innovative, to change and to boost their performance, it boils down to four points:

1.  globalization,

2.  personalization,

3.  prototyping, and

4.  networking across sectors. 

 

QPlease elaborate some more, what do you mean by globalization? 

A:In this context, I am thinking of the positive, empowering force that stems from bringing together people from different cultural spheres.  We are all grappling with the same problems and we can help one another, provided we are networked in a meaningful way. 

 

What is the personal dimension? 

A: I mean the personal journey. It really is about getting in touch with the core of human creativity: 

– who am I? 

– where do I want to go – and where do I feel a sense of possibility that pulls me towards the future? 

– what purpose do I want to serve? 

Anyone without a clear understanding of these matters is unlikely to find the source of their creativity and strength. People who are under great pressure and in positions to implement change need inner places of stillness; otherwise they will not stay competitive and resilient. Meditation can help in this regard. But other approaches are useful too, “journaling”, for instance: writing in a reflective mode, guided by crucial questions allows individuals to better understand their personal development. 

 

Q: What about prototyping? 

A: That is basically an emphasis on “learning by doing”. There is not much point in discussing things only in theoretical terms; you have to try them out and gather tangible experience. Otherwise, no lesson will really stick. All major innovations have small beginnings. To get in touch with the decisive innovative ideas of any community or individual, we need not only the intelligence of the mind, but also that of the hands and the heart. 

 

: Your fourth point was cross-sector networking. 

A:Yes, and that is probably the most difficult aspect. When it comes to complex systemic challenges, any single organization is normally too small to have any meaningful impact. 

Even large corporations today do not simply implement innovations at their production sites. Rather, they involve their entire supply chain; they consider the skills and needs of their suppliers and customers too. The most serious global problems, from hunger to war to protecting biodiversity, will not be solved unless all key stakeholders are involved in meaningful ways; and that includes governments as well as civil society and the private sector. All summed up, we tend to always come up against the same limits. We must involve everyone concerned in creative dialogue, in a process of perceiving, understanding and letting go of old patterns, allowing new relationships and forms of action to emerge. And then we have to test them in small experiments. 

 

Q: What do you have in mind as an alternative? 

A: What is missing are two things: first, places that convene key frontline leaders across institutions and sectors around specific issue areas; and second, a process that allows such groups to move from normal stakeholder debates to deep dialogue and collective action. In order for that to happen, people who can make a difference in their respective institutions must get in touch with people who operate in other contexts. That is how opportunities for innovation emerge. Current stakeholder capitalism developed from free-market capitalism in the 19th century by implementing significant innovations in infrastructures. Today, we have to move on. We need another set of innovations in infrastructures – new spaces for collective perception and action – in order to rise to contemporary challenges. We need to shift our collective awareness in a way that facilitates seeing and acting “from the whole”. 


Q: The approach sounds fascinating, but I wonder whether it is really practicable? 

A: Well, I certainly see reason for hope. As I said, large corporations are increasingly thinking in societal contexts, because they cannot enforce the changes they require on their own inside their own business. 

And that is also felt in other areas. Just consider health care, for example. If reform efforts in this sector focus only on hospitals, because that is where the greatest costs arise, they are doomed to fail. Reforms have to go to the structural, social and spiritual root of the problems, the causes of illness and health. It is all about how we live, work, eat, and relate to ourselves and one another. Dealing with these issues is the only sustainable approach to reducing the costs that result from illness. Understanding of such interrelated phenomena is obviously growing. 

 

Q: But it doesn’t look as though reforms have really got under way accordingly. On the contrary, global challenges seem to be growing, overwhelming governments and other relevant actors. 

A: That is how many people felt at the time of the Industrial Revolution too, and then social innovations came about which made the problems manageable in the rich countries. When a social system hits the wall, there are always opportunities and new ideas too. Innovations start small, and they do not usually start at the centre. Those at the top have an especially large number of interests to protect. On the fringes, however, there is more room to experiment – and more contact with the outside, which makes new ideas more likely. I have seen profound changes happen in many places and feel that there is no limit to what people, once we tap into our real purpose, can create and do. 

Q: In view of the daunting challenges the human species is facing, isn’t this process far too slow to really make a difference? 

A: If you think like that, you will despair. I prefer to take the stance of Margaret Mead, who said one should never doubt that a small group of thoughtful, committed citizens can change the world, because that is really the only way in which the world ever was changed.

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

The CP Yen Foundation provides this interview as part of our Dialogue newsletter series because of the connection we see between Theory U’s focus on shifting the social field from ego-system to eco-system awareness and the Foundation’s mission to foster the art of dialogue, facilitate positive social change, and forge sustainable communities.  We value the U-process as an effective means for connecting us individually and collectively to what is emerging in the world through our emergent authentic self.  Once an individual and group operate from their authentic self, oftentimes by way of a dialogue, they start to sense a new future possibility, the conversation then shifts focus to how we each can function as an intentional vehicle for the emergent future. Listening is a core discipline of the U-process and the art of dialogue. We recommend you read the book Theory U by Otto Scharmer for great detail of the process, or you can read the resource guide posted on the CP Yen Foundation ning site here: www.cp-yen.ning.com for a step-by-step approach to practicing the U process.

 

 

朝邦文教基金會 『對話新訊息』11月份

 

創新從小處開始─與奧圖‧夏瑪大師的訪談

 

奧圖‧夏瑪博士是U理論的作者,行動研究者,致力於為學習與領導領域帶來創新。他在麻省理工學院、全球線上學習、Presencing 機構等地方傳授這些課程,並且與組織和社群進行創新與變革方案。本篇訪談出自於Inwent-國際能力建構非營利組織,致力於人力資源與發展,進階訓練以及對話 http://www.inwent.org/ez/articles/072913/index.en.shtml

 

問:要應付人類目前面對的艱鉅挑戰,我們必須具備甚麼樣的能力

: 光靠傳授某種專業知識是絕對不夠的。根據我的經驗,如果我們希望組織能夠創新、改變,並提升表現,有四個重點必須加強:

  1.  全球化
  2.  個人化
  3.  架構原型
  4.  跨業結盟

 

 

問:請您進一步說明您所指的全球化為何? 

答:這裡的『全球化』,我指的是能夠把來自於不同文化地區的人們凝聚在一起的正面、增能的力量。我們都面臨同樣的問題,我們可以彼此互相協助,如果我們用有意義的方式連結的話。

 

 

問:個人化的層面指的是什麼呢?

答:我指的是個人歷程。有關於如何與人類創意的核心連結。

-我是誰?

-我想往那裡去? 我在何處感受到呼喚我走向未來的可能性?

- 我服務的目的是什麼?

任何人對於這些問題如果缺乏清楚的答案,將很難找到他們的創意及力量的源頭。對那些承受極大壓力,並且負責執行改變的人,需要有內在的安定,否則他們無法保持競爭力與韌性。靜坐對他們有幫助,其他的方法也很有用,例如寫日誌,記下你的反思,用關鍵性的問題引導你對自己成長有更多的了解。

 

問:甚麼是架構原型?

:基本上,我強調的是『做中學』。光是在理論術語上討論沒有太多用處的。你必須從實做中取得具體的經驗,否則不會獲得真正的學習。所有重要的創新開始時都是小小的。要連結任何的社群或個人的關鍵性創新,我們需要的不只是聰明的頭腦,還需要雙手和一顆心。

 

問:您第四點談到有關『跨業結盟』那指的是甚麼?

答:是的,而且這可能是最困難的地方。當我們面臨複雜的系統挑戰時,任何一個組織都太小,產生不了太大的影響。即使是當今的大企業也不會單純地在他們的生產線上進行創新,他們會邀請整個供應鏈加入,同時考慮供應商以及客戶的技能與需求。最嚴重的全球性問題從飢餓到戰爭到保護生物多元性都不可能被解決,除非所有的主要利益關係人,包括政府機關、民間團體以及私人企業等以有意義的方式參與。總而言之,我們向來傾向對抗同樣的限制,但我們必須將每一個關心的人包含在有創意的對話中,經過覺知的歷程,理解且放下舊有的模式,讓行動的新關係和形式浮現, 接著,我們必須進行些小實驗來檢驗它們。

 

問:在您心目中還有其它的選項嗎?
答:我們少了兩個東西:第一是場所,那是可以針對特別議題將跨組織、跨行業的第一線領導者聚集一起的地方。第二是流程,它可以讓這群人從平常的利害相關人的辯論進入到深度對話以及集體行動。在個別組織中可以作出改變的人要和實際運作的人產生連結,這樣才會產生創新的契機。目前的利害關係人資本主義的發展是從19世紀的自由市場資本主義而來,強調在基礎建設上實施重要的創新。現在,我們必須繼續往前,需要的是另一組創新的基礎建設新的空間讓人們有集體的想法與行動,一起面對當代的挑戰。我們需要轉換我們集體的察覺,讓我們看到「整體」並且「從整體」 採取行動。


問:這個方法聽起來好極了!但我好奇它是否真的可行?
:我對此滿懷希望。就如我所說的,大企業不斷的在社會情境中思索,因為他們無法只有在自己的企業內強制改變,這在其他的領域也如此。拿醫療保健來說,如果所有改革的努力只著眼在醫院因為醫院的成本增加最多,那麼這個改革注定失敗。改革一定要從問題的根源包括結構面、社會面、精神面、 生病及健康的原因著手。這是與我們自己及他人如何過日子、工作、飲食有關。處理這些議題是降低疾病成本的唯一永續方法。我們要了解這種『事事皆相關』的現象是越來越普遍。

問:但是改革看起來還沒上路, 反而是全球性的挑戰越來越多, 讓政府和其他相關者難以招架。

答:這也是人們在工業革命時的感覺。後來社會創新的出現,有些問題在一些富有的國家就解決了。當某種社會制度行不通時,總是會有新的機會與想法出現。

創新從小地方開始一般不會是來自核心。在上位者通常有很多利益要關照。在邊緣者,則有更多的空間去作實驗─與外界接觸越多越有可能產生新的想法。我在很多地方目睹過重大改變。我覺得一旦人們與自己真正的目的連結時,能創造、能做的則毫無限制。

 

問:對於人類目前艱鉅的挑戰,你不覺得靠這個方法進行改變太慢了嗎?
答:如果你這麼想,你一定會感到絕望。我偏向採取Margaret Mead的立場。她的一句名言『絕對不要懷疑一小撮有承諾、有思想的人可以改變世界,因為這是唯一可以改變世界的方法。』

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朝邦文教基金會今後將陸續提供與對話有關的新訊息。U理論強調社會領域要從自我系統轉移到對生態系統的察覺。這個論點與本基金會的宗旨推動對話力、促進社會正項改變、營造永續社群吻合。我們重視U理論因為它能透過不斷浮現的真誠自我有效地將個人、集體與正在發生的事情連結。通常透過對話,個人或團體會從他們的真誠自我出發,開始感受到未來新的可能性,對話的焦點則轉換到我們如何像一個國際化的工具運作以面對即將來臨的未來。傾聽是U理論以及對話的一項核心修練。建議你不妨閱讀U理論此書,或者瀏覽基金會網站: www.cp-yen.ning.com 上面有關U理論的練習的詳細資料。

 

Attachments:

October 2010 CPYF Dialogue Newsletter: Learning Organizations

PDF is attached at the bottom of this post.

 

Attachments:

JANUARY 2011 Dialogue Newsletter: A Year in Review

PDF is attached at the bottom of this post. 

朝邦對話新訊息– 2011.元月份

 

以對話力的提升與推廣為宗旨邁入第3年。我們在有限的人力與資源下,透過許多志同道合的夥伴在不同的場域共同推動「對話力」,創造許多共同對話的機會。我們相信「滴水成河」,從個人的對話能力的培養與實踐,將可以為社會創造更多的對話機會與改變的正向能量。

 

回想2010年有很多意想不到的事情發生,相信各位在回想2010年也有許多令人回味的對話經驗吧! 2010年對朝邦來說也是意外的驚喜,因為它為我們的2010帶來突破性的成長。有幾項傲人的成果是值得與大家一起分享的: 

 

 拓展跨業合作舉辦活動

  • 與組織學習協會共同主辦『情境規劃』工作坊(2010/10/23)
  •  引導界與組織學習協會有很多共同的理念與學理,平常有些許互動,例如, 參與組織學習協會年會, 或者他們參加引導者論壇的活動。然而共同舉辦活動倒是首開前例。在籌畫的過程中,也考驗了兩個組織的對話力與協同合作力。

 

 培育對話志工

  •  參與『台灣兒童閱讀學會』閱讀志工增能計畫,教導『焦點討論法』以增進志工引導學童閱讀時的對話能力。(2010/10-12)
  •  開始在大學進行『對話實踐者』培訓
  •  開始對社團進行內部的『對話實踐者』培訓
 透過虛擬社群維繫對話資訊
  •  每月的朝邦對話新訊息介紹在北美最新的對話力動態
  •  建立對話社群網絡www.cp-yen.ning.com

 加強研發

  • 專案經理顏克莉遠赴北美麻省理工學院 (MIT) 的史隆管理學院 (Sloan school of management)進行短期進修,專攻彼得聖吉以及奧圖.夏瑪的理論與研究計畫;目前是彼得聖吉的研究助理,在他的指導下參與多項研究計畫。克莉每月報導對話新知,讓我們了解對話在北美的發展。
 更深耕於教育界的對話力 
  •  引導學校願景對話
  •  持續向非營利性組織提供對話力的引導服務或培訓。
  •  執行長參加ICA的引導志工計畫,到四川盧山縣仁加中心為教師們進行引導教學的培訓。仁加中心在兩年前汶山大地震時校區受創。在成都的德國萊茵檢測公司發起學校重建項目。有新的硬體,也希望能給老師們教學上新的心智模式與教學策略,因此產生這個針對授與者需求,執行企業的社會責任的增能計畫。引導力與對話力就是他們提升的能力;引道師扮演重要的角色。
 內部人員核心能力提升
  •  除了執行長咨杏本身是國際認證引導師外,董事張桂芬女士在2010年獲得國際引導者協會國際認證引導師資格,為基金會的專業團隊更添光采。此外, 我們也很高興有幾位新的合作夥伴加入,共同推動對話力,促成社會正向改變。

 

展望2011, 我們除了持續地與日俱增自己在對話力的修與學習外,希望我們的對話網絡能夠更深更廣,促成社會正向改變。我們預計引進國際規格的工作坊,完成『神奇的對話力』中譯本The Magic of Dialogue。最重要的,我們希望對話力已經逐漸是國民素養的重要品質之一。

 

祝福各位新的一年 充滿無限美好對話 身心舒暢  生活豐富

 

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CP Yen Foundation newsletter - January 2011

 

With the passing of 2010 we look back at the many unexpected breakthroughs and developments of this past year.  

 

In continuance of our mission to foster the art of dialogue, facilitate positive social change and forge sustainable communities, CPYF’s 2010 highlights include:

 

 Collaborated Across Sectors:

  •  Co-sponsored with (co-hosts) Green Party Taiwan and Taiwan Friends of the Global Greens the Second Congress of the Asia Pacific Greens Network (http://www.apgn2010.org/).  The Foundation facilitated Open Space Technology meetings at pre-congress events and during the first day of the Congress agenda. (4/30 - 5/2/2010)
  •  Co-sponsored with Zero Plan Association a social dialogue event『相信Café(Believe Cafe) (http://cp-yen.ning.com/profiles/blogs/xiang-xin-cafe-94-130pm). (9/17/2010) 
  •  Co-sponsored with the Society of Organizational Learning (SoL) a Scenario Planning Workshop. (10/23/2010). This year the facilitation community and SoL began exploring opportunities for increased collaboration, starting with facilitators supporting SoL’s Annual Conference and SoL’s participation in Facilitator’s Forum.  Our work together is a wonderful chance to strengthen our two organizations’ capabilities in dialogue and cross-sector collaboration.

 Fostered Dialogue Volunteers 

  • Taught the Focused Conversation Method to children and volunteers in the Children Reading Association in Taiwan’s volunteer reading program. (10/12/2010)
  •  Taught a “Dialogue Practitioners Training” program at a University.
  •  Taught “Dialogue Practitioners Training” programs for community groups.

 Developed a Virtual Community of Dialogue Practitioners

  • Through our newsletters, every month the CPYF introduces topical developments in the dialogue field harvested from CPYF’s field study in North America. Topics include: relevant publications, interviews and dialogue learning tools and practices.
  •  Set up a new ning site: www.cp-yen.ning.com
 Strengthened Research and Development
  • In 2010 CPYF Project Manager, Keli Yen, relocated to Cambridge, Massachusetts to work with Peter Senge on SoL’s newest project: The Academy for Systemic Change; and serves as Research Affiliate at MIT’s Sloan School of Management.  Through collaboration with a vigorous community of dialogue and organizational learning practitioners, Keli provides for the CPYF research and development of systems for connecting and scaling positive social change from East to West.
 Deepened the Art of Dialogue in Education and NPOs: 
  • Facilitated the visioning process through dialogic approaches for schools in Taiwan.
  • CPYF Executive Director, Jorie Wu, participated in the Institute of Cultural Affairs’ (ICA) facilitator volunteer program and traveled to Sichuan, China’s Lushan County to train teachers at the Renjia Central School in facilitative teaching approaches.  The Renjia Central School was affected by the devastating 2008 Wenshan earthquake.  TÜV Rheinland sponsors this reconstruction program focusing on developing both the infrastructural hardware as well as the “software” of knowledge and teaching methods.  CPYF and other facilitators offered the core skills of facilitation and dialogue to these communities.

 CPYF Member Achievements: 

  • CPYF Board Director Jackie Chang (張桂芬) achieved facilitator certification (CPF)from the International Association of Facilitators. Adding executive director, Jorie Wu CPF to the list, the foundation now has 2 CPFs and several facilitator partners in advancing positive social change! 

Looking forward to 2011, we continue to embody our mission with discipline and learning; and to both deepen and broaden the network and collaboration among dialogue practitioners across sectors.  

 

This year we anticipate hosting a workshop on international standards in facilitation as well as to complete the Chinese translation of The Magic of Dialogue.  Ultimately, we strive to raise dialogue to a level as high in priority as national literacy!

 

Wishing you a rich year of quality dialogue, energy and spiritual fulfillment in life!


Attachments:

FEBRUARY 2011 CP Yen Foundation Newsletter (download)  English follows Chinese.


Attachments:
Attachments:

Attachments:

The May 2011 Newsletter is attached at the bottom of this post.


 

Attachments:

The June 2011 Newsletter is attached at the bottom of this post.


 

Attachments:

July 2011 CPYF Dialogue Newsletter: Modern-day Myths

PDF is attached at the bottom of this post.


Attachments:

August CPYF Dialogue newsletter - Reflective Leadership Practices 『反思式領導的實踐』工作坊摘要

 

 

Attachments:

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