Gabrielle Dolan and Yamini Naidu

Gabrielle Dolan & Yamini Naidu are co-founders and Directors of One Thousand & One. One Thousand & One is Australia’s first organisational storytelling company and helps companies increase performance through storytelling.

28 November (2.30pm – 5.30pm) including morning refreshments

ABOUT THE MASTER CLASS
Stories and storytelling can inspire, influence, motivate and engage people where logic and bullet points may not. Think of your own experience. Isn’t it always the story, the anecdote, the example that you remember long after the event?

Business storytelling is storytelling with a business purpose and for business results. Whatever problem you are trying to solve in business – whether you are leading people, selling an idea, creating change, pitching for funds or inspiring people into action, we guarantee that storytelling can help you do it better. Make storytelling part of your wicked solution and watch your results explode!

Gabrielle Dolan and Yamini Naidu are business experts and thought leaders in storytelling.  They will help you:

• Understand business storytelling – a core leadership, communication & influence skill
• Explore the use of storytelling as a tool to inspire action
• Identify applications for storytelling within your business to solve your wicked problems and create great opportunities

Tim Dalmau and Jill Tideman

Tim Dalmau has worked for the last 33 years as a consultant to the public and private sectors. Jill Tideman has 25 years experience in facilitating sustainable change in public and private systems.

28 November (2.30pm – 5.30pm) including morning refreshments

ABOUT THE MASTER CLASS
Tim starts from the proposition that our success with solving problems depends in large measure on the type of thinking we use. Some thinking creates problems or makes them worse. Wicked problems share some characteristics which he outlines, and then the type of thinking that is most likely to help resolve them.

Groups of people, whether they are a married couple, a work group, a sports team, corporate organisation, state government or indeed a whole city fulfil the criteria of a complex adaptive system. Complex systems, of their nature, produce wicked problems. Traditional approaches and thinking often amplifies the problem, ironically often moving things closer to the edge of chaos.

This Master Class will help you understand that tools used to solve problems that are more understood and predictable are not appropriate to solving wicked problems inherent in the leadership and management of organizations and social systems.

You will walk away from this session:

• Experiencing the use of a tool/process suited to wicked problems
• Understanding the difference in thinking needed to successfully engage wicked problems
• Knowing how to engage with your own wicked problems in the workplace, community or home

This approach has worked with multi-national professional service firms, steel companies, city administrations, peace commissions, forest products companies, large multi-national resource companies, heavy manufacturing companies, pharmaceutical industry, police forces, women’s shelters, community organizations and government. The approach has been used to for diagnosis, planning, facilitation, facilitation design, mapping conversations, coaching, integrating and clarifying issues, and galvanizing and coalescing shared will.

Dr Amantha Imber

Creativity and innovation psychologist; Author: The Creativity Formula; PhD in organisational psychology; has consulted on innovation & creativity at leading companies including Coca-Cola, LEGO, Medibank Private, Red Bull, Deloitte, Vodafone and Westpac.

28 November (2.30pm – 5.30pm) including morning refreshments

ABOUT THE MASTER CLASS
In this highly interactive Masterclass, Dr Amantha Imber will take you through the latest scientific findings into the key variables that have been proven to drive a culture of innovation. You will learn:

• The results from global field research undertaken by Inventium into companies such as Twitter, PayPal, Etsy, HBO, Coca-Cola, Vimeo, Foursquare, Meetup, IDEO, Whirlpool, Weiden + Kennedy, Xerox, Kimberly-Clark and several others into how they foster a culture that supports creativity and innovation.
• The 13 key variables that have been scientifically proven to create an innovative culture, according to a meta-analysis of 42 top research studies into this topic.
• The 5 most important variables that you need to focus on right now in your organisation in order to drive innovation.

You will leave with not only a stack of innovation driving ideas, but also a clear direction on how to ignite a culture of innovation back at your workplace.

Professor Richard Rumelt (USA)

Richard Rumelt is the Harry and Elsa Kunin Professor of Business & Society at UCLA, a graduate school of business and management. He was voted to be one of the “Top 50 Business Thinkers” in the world (rank 20 in 2011) by the Thinkers50 program, sponsored by the Harvard Business Review and McGraw Hill.

28 November (2.30pm – 5.30pm) including afternoon refreshments

ABOUT THE MASTER CLASS
In this workshop, participants learn about good diagnosis and practice diagnosing strategic issues facing a number of firms. Using real-world example, Professor Rumelt leads participants though the pitfalls and avenues of diagnosing strategic situations, with an emphasis on identifying keystone issues that are both critical and actionable. The workshop then addresses the issue of strategic action, providing examples and exercises on the identifications of proximate objectives and the design of coherent action plans.

This Executive Workshop session will illustrate how top executives can actually break the bad-strategy habit. The main topics covered will be these:

• Why is there so much bad strategy? What are the organizational, cultural, and cognitive reasons for the widespread avoidance of proactive problem-solving?
• What are the principle sources of power of a good strategy? Much of the modern discussion of strategy has focused on the economics of competition. This way of looking at things is very useful, but misses the more general and powerful tools that talented strategists use. These include anticipation, concentration, the creation of proximate objectives, the understanding of chain-link situations, the power of design, the power of focus, the distinction between good and bad growth, the nature of advantage, riding the waves of dynamic change, and understanding entropy and inertia.
• How can individuals and group improve their ability to perform deep and useful diagnoses of their situations?
• Can a “good strategy” process be wedded to ordinary “strategic planning?”
• What is “strategic navigation” and how can a top management team use this tool?