Wednesday, September 13, 2017

LEAP Programme 2017



LEAP is a leadership program designed for entrepreneurship and systems change and is an initiative between the Stockholm Resilience Centre, at Stockholm University, and the Swedish Institute.

The initiative is based on the Stockholms Resilience Centre’s research on Planetary Boundaries, Resilience Thinking and Transformations to Sustainability. The program is structured over three integrated fields: human, social and planetary thriving.

Even if the application period is not open, the video show us how to be more optimistic about the future and that we can see the troubles as something that can be an eye-opener for collaboration and innovation.

Thursday, September 07, 2017

Speak like your idols, become what you want: Elaine Eksvard at TEDxSSE

The difference that makes the difference | Kjell Enhager | TEDxSSE

In Swedish: Ledarskap och Självkänsla



How you are as a leader is much correlated with how you see yourself. This little video shows us how our childhood shape our personality and how we act towards others. The video also points out on the importance of knowing where you are to better lead a group and to understand what others needs from you. You can always develop your self esteem, which is also very important to perform better as a leader.

Sunday, June 04, 2017

The art of collaboration

Consensus is valid only to the extent to which each individual asserts his own relation to the fact and retain his individuality. There can be no genuine agreement, unless each adheres to the testimony of his experience and steadfastly maintains his hold on reality. We can move into the future together with confidence only if each person has told his or her truth about the past and present. Another way of describing it is holographic listening, hearing different stories and rather to see it as a puzzle with different pieces, hear it as a hologram.

 Commit yourself to changing the world. The way to bring the best energy and creativity of those around you, is to commit yourself to serve a larger purpose.

Listen to what wants to change in the world. You have to be able to sense what is trying to be born in the world, to what you have to commit yourself.

This can be done in three steps; first: observe the world through the eyes of customers, of other players, of competitors, of heretics, to see new possibilities and new scenarios. Second; see yourself in the mirror, your own role and influence, your own part in the dance, to be reflective to see your own seeing. Third: be able to see the place where looking at the world and looking at yourself are the same, to see the underlying oneness.

My capacity to change the world depends on my level of personal development: my sense of my own vocation and my commitment to it, the range of my seeing and sensing. And, if you can’t see yourself in the picture, then by definition you have no lever to change the world: if you are not a part of the problem, you cannot be part of the solution. An entrepreneur who is committed to changing the world, but who can’t listen to what wants to change, is a tycoon. Our capacity to see and change the world co-evolves with our capacity to see and change ourselves.

Text from Kahane, A. 2000. Changing the world: The power of engagement. Perspectives on Business and Global Change 14(4): 79-90.

Thursday, February 09, 2017

TED: Bjarke Ingels: 3 warp-speed architecture tales

Danish architect Bjarke Ingels rockets through photo/video-mingled stories of his eco-flashy designs. His buildings not only look like nature — they act like nature: blocking the wind, collecting solar energy — and creating stunning views.
 

Wednesday, January 25, 2017

Sustainable leadership: Perennial philosophy

Sustainable leadership: These people had a sense of purpose that was grounded in something deeper and more enduring than just the achievement of work and career goals, and went beyond the leader’s narrow self interests. They were their own person rather than what others wanted them to be. They were conscious of their lives having some kind of story that enabled them to make meaning of their experience. They also possessed very well developed reflexive ability – making sense of things at an emotional and intuitive level as well as intellectually, and responding in a more visceral way. They were able to step back, look critically at themselves and creatively adapt to changes in their environment.

Read full article: http://vanel.org.uk/leaders/wp-content/uploads/2010/09/Sustainable-Leadership-article-sep10.pdf

MIRAGE: A Short Film about Arcosanti

Mirage from Edan Cohen on Vimeo .