By Adam Kahane
Adam Kahane spent years operating within the world's hotspots, and got here away with a brand new realizing of ways to solve clash in a manner that turns out average - and possible - to all events. the result's fixing difficult difficulties. Written in a calm, persuasive sort, this isn't a "how-to" booklet with glib solutions, yet fairly, a truly own tale of the author's growth from a tender "expert" confident of the necessity to supply chilly, "correct" solutions to a good facilitator of optimistic switch - via studying easy methods to create environments that permit new rules and artistic ideas to emerge. The publication explores the relationship among person studying and institutional switch, and the way leaders can circulate past politeness and formal statements, past regimen debate and defensiveness, towards deeper and extra effective discussion. either tricky and encouraging, the publication explores versions, applied sciences, and examples that foster and facilitate "dialogues of the heart."
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Additional resources for Solving Tough Problems: An Open Way of Talking, Listening, and Creating New Realities
Previously he held strategy and research positions with Pacific Gas and Electric Company (San Francisco), the Organisation for Economic Cooperation and Development (Paris), the International Institute for Applied Systems Analysis (Vienna), the Institute for Energy Economics (Tokyo), and the Universities of Toronto, British Columbia, California, and the Western Cape. In 1991 and 1992, Adam facilitated the Mont Fleur Scenario Project, in which a diverse group of South Africans worked together to effect the transition to democracy.
I was intrigued by this debate about the appropriate role of Shell in the world. I understood the reasons for detached observation and challenge, and why Jaworski's activism did not quite fit in. Shell's business managers were responsible for creative, entrepreneurial action; our department's job was just to challenge these managers' thinking. I also understood the risks of corporate hegemony, and that many citizens would view any attempts by Shell to act outside its business role with skepticism and hostility.
We had the whole of the beautiful Mont Fleur center to ourselves. During breaks in the workshop we went for walks on the mountain or played volleyball or billiards. In the evenings we had long conversations in the lounge, which had a well-stocked wine cellar sponsored by one of the participating companies. I chatted by the fireplace with Dorothy Boesak, a black community leader who was coordinating the project. This whole scene was remarkable for many reasons, but especially because only a few years before, South African laws would have prohibited any such socializing between whites and blacks.