What is the difference between authentic leadership and the regular kind?

Join me and other coaches and facilitators as we discuss this and other questions at the

AUTHENTIC LEADERSHIP SYMPOSIUM

With distinguished guest Dr. Mark Rittenberg

Presented bu Drama for Life at Wits University

 Opening workshop:

Discover your Authentic Leadership through a unique combination of Communication, Coaching and Leadership. Most leaders have learned the essential analytical tools, however few are skilled at motivating, inspiring, and developing employees as a way to unleash their potential and to maximize their performance.

This three hour interactive workshop utilizes powerful theater techniques and cultural anthropology to acquire public speaking, communication and coaching skills. Learn how to engage in effective interpersonal exchanges, develop presenting and communication skills that make a powerful impression on your audience, and forge more productive relationships with co-workers.

Dr Mark Rittenberg, Professor of Leadership Communications, Haas School of Business at UC Berkeley, and his team create an interactive environment that challenges and trains participants to hone their leadership skills to create a high performance team.

 Provocations and conversations:

We invite delegates to present a 7 min provocation for conversation around the theme of leadership, business and the arts. The intention is to continue an interdisciplinary conversation that challenges current constructs around the relationship between business and the arts and to explore new possibilities, metaphors and language for how arts, particularly the applied arts,  and business can serve each other.

 Date:     18 March 2016

Programme:

9:30-10:00Tea/coffee and registration

10:00-13:00 workshop

13:00-13:30  Q and A over lunch

14:00-16:00 Provocations and conversations.

Investment: R250

Venue: 17th floor University corner building

Dress: Comfortable clothes you can stretch and move in

RSVP: by  Mon 14 March to petro.jansevanvuuren@wits.ac.za

Please indicate in your email if you would like to present a 7 min provocation. A provocation should present a dilemma, a quandary or a question for discussion around the theme of leadership, business and the arts. The programme makes room for 5 provocations.

 About Mark Rittenberg

For over twenty years, Dr. Mark Rittenberg has helped organizations create communities of excellence among their people and empowered individuals to become true leaders with the ability to actualize a vision — all through the power of communication. Dr. Rittenberg believes that important personal, social, and business problems can be effectively addressed using the Active Communicating methodology he developed — which draws upon the actor’s discipline of engaging, creative and effective communication.

Dr. Rittenberg’s experience extends around the globe, across cultures and across industries. In Israel in the 1970’s and 1980’s, he was able to use theatrical activities to build cultural bridges and develop mutual respect among the Israeli and Palestinian students in his workshops. In South Africa, he served as Professor of Education specializing in teacher training workshops in arts based education as an interventionist working with at-risk youths in disadvantaged situations. Based upon this work, Dr. Rittenberg was awarded the J. William Fulbright Senior Scholar Award and traveled to post-apartheid South Africa in an attempt to rebuild the self esteem and confidence that had been shattered in Black communities during years of segregation. In 1999, he was asked to return to Israel and apply his cultural conflict resolution experience in Middle East peace initiatives with the Young Leaders Network. Dr. Rittenberg served as both a mediator and communication specialist for the UNESCO Middle East Peace Process forum. He worked with leaders from Jordan, Israel, the Palestinian Authority, and Egypt on peaceful solutions to the Middle East conflict. Rittenberg led a special interest group symposium on arts- based programs for disadvantaged youth for use in community centers in the four countries.

Dr. Rittenberg is on the business and leadership communications faculty at the UC Berkeley Haas School of Business where he was awarded the The Earl F. Cheit Award For Excellence In Teaching . Additionally he currently teaches expressive communication and presentation in Executive Education Programs at the Kellogg School of Management at Northwestern University, the Haas School of Business at the University of California at Berkeley, the University of San Francisco, the Weatherhead School of Management at Case Western Reserve University, and the Olin School of Business at Washington University in St. Louis. Dr. Rittenberg holds a Doctorate in International and Multicultural Education from the University of San Francisco. He also holds a Masters of Arts Degree in Interdisciplinary Studies in Education from San Francisco State and a Bachelor of Arts degree from University of California at Berkeley where he double majored in Education and Social Welfare.

 WE’RE LOOKING FORWARD TO WELCOMING YOU!

Can Image Theatre help us find ways to change organisational life in South Africa?

Does this pig have wings?

On Friday 18 Sep 18 facilitators and coaches from the Playing Mantis Pig Catching group came together to experiment with Image Theatre.

Pig catching is what facilitators and coaches do when we search for that moment of shift and transformation that helps people move.

Image Theatre is a form of applied theatre designed and practised by Brazilian director and activist Augusto Boal. It uses body images to express collective perspectives on a chosen issue and to explore ways to transform these perspectives and experiment with alternative ways to act.

What we want to do

Our intention for the workshop is to explore the shift in Leadership styles and Organisation Development that we are noticing and that many of us are supporting. The shift seems to be characterised by a movement from command and control styles of leadership to participative sensing and responding styles; from looking at organisations as machines to seeing them either as living organisms, complex networks like the human brain or works of art; from organisations that focus on a single bottom line (profit) to one that has a triple bottom line (people planet and profit).

We are particularly interested in a transition in South Africa from organisations that cam rise above colonialism, apartheid and corruption to ones that work towards social equality, prosperity for all and happy working people from leaders to workers – in short, organisations that support the South African 12030 vision.

We choose to work with Image Theatre as methodology this time in order to explore the metaphors, symbols, language and images that help us talk about the shift and about our vision for leaders and organisations in South Africa.

An account of a transitional moment – a flying pig:

Image 1 - SilosWe are halfway through our workshop and we are exploring one of the typical ways in which organisations are described: the silo syndrome. We work in groups of 4 and begin to build group images. We do not go one person at a time. We simply step forward all at once and create the image. While we

maintain our image the facilitator (Hamish Neil from Drama for Life) asks us to look around and see all the images in the room.

In most groups people are standing either with their backs to each other, but touching, or facing each other but standing separately, doing their work. Hamish instructs us to reverse everything we are doing and create the opposite image. He gives a countdown and everyone moves together. We find ourselves in an ideal opposite configuration. Most people are standing in circles hugging each other. In two of the groups three are turned towards one another hugging or reaching out while one person is turned out and doing something different from the group.

Everyone gasps or laughs. “Does this always happen?”

“Yes,” I say, “people always end up in circles holding hands or hugging. My instruction to Hamish was to make sure we do not end here.”

Hamish invites the two groups where all are turned in and hugging to explore this image. “Stay there for a while. How does it feel as time passes? Still comfortable? Without breaking the configuration, start moving across the floor. Now jump. Go get the photo copier and fetch the printing…

Everyone is laughing.Image 2 - Hugs

Moans and groans emit from the groups.

“Too much breathing into the centre.”

“I am worried about the garlic I had for supper.”

“Can i please just go back to being a silo.”

It is clear from the activity that no-one can get any work done in this configuration. They are increasingly uncomfortable and getting too hot.

We can understand why silo’s happen.

We acknowledge that there was no big stick beating people into silo’s. It happens because it works on some level.

This ideal image is often a respite from the original problem image, but not sustainable. By working with the image its unfeasibility as a long-term solution is recognised. As with the original silo image, is important that this image too is arrived at through spontaneous action and not planning.

Now we are instructed to work together to discover what image goes in between the first two. What is the image of transition between, in this case silo’s and huggy-huggy. We are given some time to talk with each other and work this out. When we have our transitional image, each small group shows it to the large group one by one. Again on lookers say what they see before the group responds.

“Can we also explore what the next step could be after ‘huggy-huggy’, instead of exploring transitional images?” someone asks.

Hamish answers that this is not usually helpful because it does not take us into difficult places. It does not help us process. From the ideal embracing image, people might just go back to the silos because that is what they know. It is true that people want respite from the silo’s and the isolation, but they can’t sustain it, so they may just go back. It keeps us in dreamland where we can plan and desire and vision things that do not get real. We have to take them where it gets messy so that they can find something new, something that is not there, something that can bring shift.

“Is this about ‘thesis, antithesis and synthesis?” comes another question..

Hamish answers: “Be careful to try and neaten up the mess too quickly. It is not helpful to begin to judge and see some images as ‘better’ or ‘more synthesis” than others yet. Just stay in the direct response and action space without making sense of it yet. Stay in the bodies, don;t go into the head yet.

From the transitional images we learn that here there is the most aImage 3 - interconnectednessmount of eye contact, dybamic movement and interaction. There is more laughter, more frustration, more mess and more noise. There also seems to be a theme of disconnection and reconnection running through. Two of the images resemble dancing and the other two show lots of open arms but not so much touching.

We decide to pick up this exploration again next time we meet on 27 November. We want to go deeper into the transitional images and understand more about how they might inform our own transitional work.

Join us on 27 November for Moving people Part 2.

Time: 7 to 10 am

Venue: 305 Long Avenue, Ferndale, Johannesburg