2008 - Seoul, South Korea hosted by Hyundai Oil Bank and The Korean Action Learning Association

Previous Forum Sessions: 2008

 

 

13th Annual Global Forum on
Business Driven Action Learning and Executive Development

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2008 Global Forum Attendees

 

 

     

      SESSIONS AND PANELS
    SUNDAY, 22 JUNE, 2008
      GLOBAL FORUM -
    Reception & Registration At the Ritz Carlton Hotel
     
    MONDAY, 23 JUNE, 2008
    KOREAN ACTION LEARNING ASSOCIATION SYMPOSIUM
    and the
    GLOBAL FORUM
     
    1
    DEVELOPING GLOBAL EXECUTIVES  
    2
    SOME WORLDWIDE TRENDS AND ISSUES IN TALENT MANAGEMENT, EXECUTIVE ASSSESSMENT AND DEVELOPMENT  
    3
    USING ACTION LEARNING FOR LEADERSHIP DEVELOPMENT  
    4
    ACTION LEARNING AND ORGANIZATIONAL DEVELOPMENT IN ASIA AND THE WORLD: COMPANY EXPERIENCES  
    5
    A CEO’S EXPERIENCE OF ACTION LEARNING  
    TUESDAY, 24 JUNE, 2008
    GLOBAL FORUM  
    6

    THE KEY ELEMENTS OF KOREA’S AND ASIA’S ECONOMIC SUCCESS

     
    7

    ACTION LEARNING & EXECUTIVE DEVELOPMENT IN KOREA

     
    8
    MANAGEMENT AND EXECUTIVE DEVELOPMENT IN CHINA  
    9

    SHINMYUNG ARIRANG -
    KOREAN
    TEAM BUILDING WITH KOREAN FOLK MUSIC AND DANCE

     
    10

    INDIA: MANAGEMENT AND EXECUTIVE DEVELOPMEMT

     
    WEDNESDAY, 25 JUNE 2008
    11
    NEW INITIATIVES IN EXECUTIVE DEVELOPMENT  
    12
    GENDER AND LIFE STYLE ISSUES - AND EXECUTIVE EDUCATION  
    13
    ACTION LEARNING CLINICS/WORKSHOPS  
    THURSDAY, 26 JUNE 2008
    14
    UPDATES FROM PREVIOUS GLOBAL FORUM PRESENTATIONS AND SHORT BRIEFINGS:
    THE GALLERIA WALK
     
    15
    NEW INITIATIVES IN EXECUTIVE DEVELOPMENT (Part 2)  
    16
    CULT OR CULTURE – WHAT HAPPENS DURING COACHING?  
    17

    THE ART OF TRANSFORMATION: WHERE BUSINESS LEARNING AND ART INTERSECT

     
    18

    WHICH PSYCHOMETRIC TOOL TO USE?

     
    19
    DISCUSSION WITH AUTHORS  
    20

    INTERNET TECHNOLOGIES AND SOCIAL NETWORKING:
    BLOGGING, WIKI AND OTHER WONDERFUL THINGS -- BUT ARE THEY CRITICAL TO EXECUTIVE EDUCATION AND ACTION LEARNING?

     

     

    SUNDAY, 22 JUNE, 2008
    13:00 Optional tour of Seoul, departing from the Ritz-Carlton Hotel
    18:00 Global Forum Registration, Welcome Cocktail and Informal Buffet at the hotel
    MONDAY, 23 JUNE, 2008
      (Global Forum Partners’ Program begins)
     

    Korean Action Learning Symposium and The Global Forum on Executive Development and Business Driven Action Learning

    08:00 Registration
    09:00 - 09:30

    Opening Remarks

    *Hyeon-Cheol Bong, Professor, Chonbuk National University, and President of the Korean Action Learning Association, Korea

    09:30 - 10:00

    Keynote Speech

    Session 1
    DEVELOPING GLOBAL EXECUTIVES

     

    *Yury Boshyk, Chairman Global Executive Learning Network and Chairman of the annual Global Forum on Executive Development and Business Driven Action Learning
    A summary of recent research with and on global companies and how they are developing global executives for today and for the future

    10:00 - 10:30 Informal Introductions and Break
    10:30 - 12:30 Session 2
    SOME WORLDWIDE TRENDS AND ISSUES IN TALENT MANAGEMENT, EXECUTIVE ASSSESSMENT AND DEVELOPMENT
     

    Chairperson: *Yury Boshyk, Global Executive Learning Network, Canada

    Observations and Trends in Global Executive Development
    *Scott Saslow, Executive Development Institute, USA
    Based on six different benchmarking studies, this presentation will explore important trends and considerations in the industry.

    General Electric
    *Nina Dankfort-Nevel, China and member of the Global Forum Advisory Board

    Korn/Ferry International
    Talent Management in the Asia Pacific region

    L’Oreal, *Charles de Brabant, Head of Learning and Development, China
    Preparing our global leaders for the future

    Nokia
    *Rita Vanhauwenhuyser, Director HR, Executive Development, Talent, Finland
    Performance and Competency Management and Leadership as a Competitive Advantage: The Role of Leadership in the Current Business Environment; Building a Leadership Bench for the Future and the Impact of Leadership on our Brand Image

    12:30 - 13:30 Lunch
    13:30 - 14:45

    Session 3
    USING ACTION LEARNING FOR LEADERSHIP DEVELOPMENT

     

    Chairperson: *K.R. Yoon, DuPont, and member of the Global Forum Advisory Board, Korea

    Cisco
    *Patrick Keating, Director, WW Leadership Development, Cisco, USA
    Action Learning at Cisco, Innovating for Executive Development and Business Impact

    LG
    *Y.S. Yun, Vice President, LG Academy, Korea
     High Potential Leader Development and the LG MBA

    Samsung
    *Tae Gyun Shin, Vice President, Samsung Group HRD Center, Korea
    Executive Development through Action Learning

    14:45 - 15:15 Break
    15:15 - 16:45

    Session 4
    ACTION LEARNING AND ORGANIZATIONAL DEVELOPMENT IN ASIA AND THE WORLD: COMPANY EXPERIENCES

     

    Chairperson: *Hyeon-Cheol Bong, President, KALA, Korea

    Asian Company Learning and Leadership Consortium
    *K.A. Chang, Executive Vice President & Chief Human Resource Officer, Singapore Exchange, Singapore
    The ability to surface, harness and nurture new perspectives is synoymous with leadership. This presentstion shows how six Asian-based and like-minded companies came together as a Leadership Consortium to explore the 're-perceiving' process.

    Cathay Pacific
    * Graham Barkus, Head of Organisation Development & Learning and *Graham Higgins, Manager, Organisation Development & Learning, Cathay Pacific, Hong Kong
    “Right here right now, but not right:”
    Insights and recent practice in executive development within Cathay Pacific and in a multinational consortium. Sustainable profitable growth for a business, and for an individual, depend critically on the ability to let go of what is known and explore other possibilities for the future. How then can we best help successful organizations and successful executives let go of their past and act into new ways of thinking?
        
    Shell
    *Seb Spears, Senior Consultant, Shell Learning, Shell International, The Netherlands
    An Integrative Approach to Leadership Development and Strategic Business Challenges

    Volkswagen
    *Barbara Gutmann, Volkswagen Coaching GmbH, Germany
    The Volkswagen Group Executive Program: 14 Years of Successful Top Executive Development – What’s Next?
    Many members of the Management Board have changed over the last two years, and after 14 very succesful program years we are now ”forced” to do ”something new, something different” in Top Executive Development. After a presentation of the history, framework and success factors of the current program, I would like to have an open dicussion on what could come next.

    16;45 - 17:15

    Session 5
    A CEO’S EXPERIENCE OF ACTION LEARNING

     

    *Young Tae Seo, CEO, Hyundai Oilbank, Korea

    17:15 - 17:30 Closing of the Korean Action Learning Symposium
    17:45 Departure for dinner
    18:30 Global Forum Reception and Dinner at Samchonggak
    Hosted by Hyundai Oilbank
       
       
     

     

    TUESDAY, 24 JUNE, 2007
    07:30 - 08:00 Registration
    08:00 - 08:45

    Session 6
    THE KEY ELEMENTS OF KOREA’S AND ASIA’S ECONOMIC SUCCESS

     

    *K.R. Yoon, DuPont, and member of the Global Forum Advisory Committee, Korea
    *Ken Han, President, Visionary Consulting, China

    08:45 - 10:45

    Session 7
    ACTION LEARNING & EXECUTIVE DEVELOPMENT IN KOREA

     

    Chaiperson: *Y.S. Yun, Vice President, LG Academy, Korea

    An Overview of Action Learning in Korea
    *Yonjoo Cho, Professor, Indiana University-Bloomington, USA and *Hyeon-Cheol Bong, Professor, Chonbuk National University, and President of the Korean Action Learning Association, Korea
    The results of recent research involving major Korean companies and organizations

    LG Electronics
    *J.G. Choi, Head, Vice President, LG Electronics Learning Center and *H.S. Kim, Senior Manager, LGE Learning Center, Korea
    Leadership development and action learning over many years at LG Electronics: our success factors

    Samsung Life Insurance
    *H.Y. Kim, Manager HRD Team, Samsung Life Insurance and *Taebok Lee and Myoung Sook Choi, Paradigm Consulting, Korea
    A leadership Development program for high potentials the Samsung Life Insurance leader cultivation strategy

    Seoul City: Leadership Development with Action Learning
    *Chan-Gon Kim, President, Seoul Human Resource Development Center, Metropolitan Seoul and *Hyeon-Cheol Bong, President, KALA, Korea

    10:45 - 11:00 Break
    11:00 - 13:00

    Session 8
    MANAGEMENT AND EXECUTIVE DEVELOPMENT IN CHINA

     

    Chairperson: *Nandani Lynton
    Clinical Professor of Global Business and Vice President Corporate Learning Asia, Thunderbird School of Global Management, China

    Overview of Trends and Issues in Management Development in China
    *Nandani Lynton, Professor, Thunderbird, China
    An update on current hot issues and new trends in management development in China, with an outlook on the impact of economic and demographic changes on management development in the coming few years.

    The ‘Supply & Demands’ of Developing Talent in China
    *Ira Cohen, Executive Vice-President, Universal Ideas; Chief Representative, Rutgers School of Business, China International Executive MBA Programs.
    A look at training suppliers and their offerings in China and where the needs of management development are being met, including some unique cultural attributes of ‘one-child policy’ mid-level Chinese managers.

    How China Transforms an Expatriate’s Mind and Implications for Chinese Going Abroad
    *Nandani Lynton, Professor, Thunderbird, China and *Kirsten Thogersen, Professor, Sun Yat-Sen University, China
    Presenting research results on highly effective expatriates in China, the authors show how adapting to a very different cultural style impacts the brain in enduring ways. They also report on ongoing research to study the impact of overseas experience on young Chinese, which has implications for management development in China.

    On the Impact (or Non-Impact) of Development Programs for Chinese
    Managers. A View from the Ground
    *Margrit Reck, HR Director People Development,  ABB, China
    Drawing on extensive experience with a variety of management
    development programs in China, this presentation begs the question of
    whether these programs are really to develop leaders or actually serve
    a different purpose and so leaders should be developed by a different approach.

    Chinese and Korean Management Styles in Comparison
    *Peter C Feldinger, General Manager, Novo Nordisk Pharma Korea
    Reflections on differences between Chinese and Korean Management and
    working style. Impact of differences in national culture and stage of
    development on the work place, how people are developed and attitudes
    towards change.

    13:00 - 14:00 LUNCH
    14:00 - 15:00

    Session 9
    SHINMYUNG ARIRANG - KOREAN TEAM BUILDING WITH KOREAN FOLK MUSIC AND DANCE

     

    *I.S. Kim, President and CEO, Learning House, Korea

    15:00 - 15:15 BREAK
    15:15 - 16:45

    Session 10
    INDIA: MANAGEMENT AND EXECUTIVE DEVELOPMEMT

     

    Chairperson: *K.R. Yoon, DuPont, and member of the Global Forum Advisory Board, Korea

    Trends and Issues In Leadership and Organizational Development
    *Mohan Menon, CEO, Sentient Consulting, India

    SABMiller’s Top Leadership Discovery Learning in India
    *Chantal Fleuret, Global Executive Learning Network, France
    This year, SABMiller gathered 300 of its top executives in New Delhi for a three day conference, “Owning the Growth”. Part of the program included six hours of “outside-in” meetings with people who could help them discover and experience the realities of India. We shall describe the process and how they captured and shared their learning. Some participants will share their feedback in a short video

    17:30
     

    Departure for Dinner, the Korean National Theater
    Traditional Korean evening in the theater’s restaurant, hosted by the Korean Action Learning Association

       
       
       
    WEDNESDAY, 25 JUNE 2007
    08:00 - 10:00

    Session 11
    NEW INITIATIVES IN EXECUTIVE DEVELOPMENT

     

    Chairperson: *Danielle Hudon, Rio Tinto Alcan, and member of the Global Forum Advisory Board, Canada

    Canadian School of Public Service
     *Patricia Jaton, Senior Director, Leadership Strategy, Design and Development, Canada School of Public Service, Canada
    Learning at the Top:
    A description of recent initiatives for executives in the Public Service of Canada, including the Advanced Leadership Program (ALP), Leadership Across Borders, and other leadership offerings including the leadership framework which guides leadership learning

    International Center for Management Learning, Paderborn School of Business
    *Udo Dierk, Professor for Leadership and Entrepreneurship, Germany
    Sustaining Innovation in the Global Corporation: The Role of Managers, Leaders and Entrepreneurs
    Three archetypes of leadership are investigated, and how they contribute individually and as an organizational entity to the current and future success of a company

    Odebrecht
    *Guilherme Abreu, Head of Planning, Odebrecht, Brazil and *Fernando Lanzer, Managing Director, LCO Partners, The Netherlands
    "When We're 64" - Action Learning Since 1944 in a Brazilian Global Company:
    Odebrecht was founded in 1944 on the principles that a) The purpose of everyone on Earth is to serve their fellow human beings; b) Serving happens through work; c) Learning can only happen through work as well; d) Everyone is accountable for creating a successor, so that work contributions continue forever; and e) Sustainability is the ultimate goal of any organization. In the 21st Century, these principles have been labeled as "Servant Leadership", "Engagement", "Learning Organization", "Talent Management" and "Sustainable Development", but the essence of all of these principles is 64 years old. The company is using Action Learning to reinvent itself for the fourth time in its history and to become one of the five largest private companies in the Southern Hemisphere by next year-- goal which it is about to achieve.
     

    Trends and Issues in Talent Management in the Nonprofit Sector
    *Eva Kmiecic, Senior Vice President, United Way of Canada
    Recent studies on talent in the nonprofit sector, US, Canadian and global, have pointed to a major concern: over the next 5 years, some 60% of the leaders of nonprofits are about to retire, together with a corresponding number of senior staff.  Given the traditional lack of attention and resources directed at talent management in the nonprofit sector, this gap is going to have major ramifications on the sustainability of this sector – at a time when most citizens, governments and the private sector have finally begun to value the contributions of nonprofits to GDP and to the overall health of a nation. Investments in leadership development, performance management and active recruitment of retiring executives from private and public sectors are three key strategies identified that will make a difference.

    10:00 - 10:30 BREAK
    10:30-12:30

    Session 12
    GENDER AND LIFE STYLE ISSUES - AND EXECUTIVE EDUCATION

     

    Chairperson: *Ake Reinholdsson, Global Executive Learning Network, Sweden

    Addressing the Work-Life-Balance Challenge
    *Pia Anderberg, Novare ACT, Sweden
    How to attract, retain and develop the best talents (men and women) by addressing the work-life balance challenge: some experiences from Sweden, a country with a highly developed social security system and one of the least equal countries in Europe in terms of gender diversification in top management.  How to address the younger generation’s desire and interest in greater work-life balance.  Is this just a Swedish problem or a global phenomenon?

    Japanese Women in the Workplace
    *Michiru Yoshino Mekata, Freelance Journalist,
    President,  YZ Co., Ltd., Japan
    Past and present conditions of female workers in Japan and the future outlook, vis-à-vis the socioeconomic and demographic conditions

    The Development of South African Women Executives: The Bank Seta Program and the China Experience
    *Bennie Anderson, CEO, DaVinci Institute, and *Kershni Maharaj, First National Bank, South Africa
    The Women Development Programme for the Financial Services Sector in South Africa: The need for women to take up more executive management positions in the Financial Services Sector is real. The programme runs over a three year period and allows women in management positions (within the different banking institutions) the opportunity to explore who they are and what their contributions could be towards business improvement in South Africa. The first cycle has been concluded during March 2008 with a cohort of 15 women. The second cohort was launched during April 2008. One of the participants of the first cohort will share her experiences and benefits as well as suggestions going forward regarding women development in an emerging economy.

    The Development of Female Managers in Korea
    Women’s Leadership Center, Ewha Women’s University, Korea
    (speaker to be confirmed)

    12:30 - 13:30 LUNCH
    13:30 Departure to Learning Centers
    14:30 - 17:00

    Session 13
    ACTION LEARNING CLINICS/WORKSHOPS

     

    Interactive visits to Korean multinational Learning Centers
    *LG Electronics Learning Center
    *Samsung HRD Center
    Global Forum participants will be divided into separate groups and will travel to the Centers for a tour of facilities and discussions.

    17:00 Departure from the Centers for Dinner cruise on the Han river
       
       
       
    THURSDAY, 26 JUNE 2007
    08:00 - 10:30

    Session 14
    UPDATES FROM PREVIOUS GLOBAL FORUM PRESENTATIONS AND SHORT BRIEFINGS:
    THE GALLERIA WALK

     

    Chairperson: *Nina Dankfort-Nevel, General Electric, and member of the Global Forum Advisory Board, China

    Alcan
    *Danielle Hudon, Rio Tinto Alcan, and member of the Global Forum Advisory Board, Canada

    ANZ Bank
    *Robyn Williamson, Head of Learning, Risk Academy, ANZ Bank, and *Stan Rodski, Australia
    Mastery in Project Management in ANZ--an Action Learning Approach in a Real-Time Environment:
    The ever-increasing rate of change in the global business environment drives the need for reliable strategy implementation. A critical factor in achieving this is successful delivery of the underlying business Projects. This session will explore the business-driven action learning approach taken by ANZ on large, sophisticated & highly complex projects, critical to implementation of strategy. The Mastery Program targets highly skilled Business Project Managers, with 10 – 20 years experience, to assist them, in “real time”, to both lead and manage at the next level, and accelerate delivery of better business outcomes.

    Daimler
    *Gerhard Meier, Germany

    Danone
    *Nicolas Rolland, France

    SABMiller Africa and GIBS: Transformational Action Learning in Africa
    *Shaun Rozyn, Gordon Institute of Business Science, University of Pretoria, and, *Jeff Lomey, South Africa
    A business/business school collaboration using action learning as a transformational tool by challenging African mental models, the anchoring of learnings through experiential engagements and by creating communities of practice within SABMiller Africa

    Hanaro Telecom, Korea
    *Myung-Keun Cho, Hanaro Telecom, Korea
    Key Success Factors for our Project Learning Program based on Action Learning

    Hyosung, Korea
    *Youngwon Kim, Director of Hyosung HRD Center and *Wooyong Eom, Professor, Keimyung University, Korea
    Selecting Managers through Action Learning
    One of the top ten companies in South Korea, Hyosung, have selected managers through action learning for the past seven years. All those wishing to be promoted to manager should participate in an action learning program and solve one of problems they have at their workplace. Experiences and lessons learned from the action learning program will be presented.

    Hyundai Oilbank
    *Jo Hee Kim, Director, HRD Team,Hyundai Oilbank, Korea

    L’Oreal
    *Charles de Brabant, Head of Learning and Development, L’Oreal, China
    Experiences of Consortium Learning

    South African Experiment, Action Learning and Country Competitivenes:
    *Roy Marcus, and Bennie Anderson, Da Vinci Institute, South Africa (with the participation of Lex Dilworth and Yury Boshyk)
    The SA Experiment: Based on the Belgium Experiment, The Da Vinci Institute launched the South African Experiment to address challenges related to service quality in the private and public sectors. The experiment will allow executives from the private and public sectors to participate in solving each others work based challenges. This will afford senior management the opportunity to engage in unfamiliar work environments and ultimately contribute towards the improvement of quality service delivery in South Africa. It will also allow The Institute, through a qualitative research process, the opportunity to develop an understanding of the DNA of performance excellence for South African organizations.

    10:30 - 10:45 BREAK

    10:45 - 12:30

    Session 15
    NEW INITIATIVES IN EXECUTIVE DEVELOPMENT (Part 2)

     

    Chairperson : *Udo Dierk, Professor, International Center for Management Learning, Paderborn School of Business, and Global Forum Advisory Board, Germany

    Sodexho
    *Fran Szabo, Special Consultant to SodexhoUSA for Action Learning, and *Lex Dilworth, Strategic Learning Scenarios, Inc., USA
    Action Learning Program at SodexhoUSA: Blending Important Corporate Initiatives and Academic Achievement
    This global organization adopted action learning by accident and has achieved extraordinary business results. While participants have and can receive academic credit, the practice of action learning goes far beyond that.

    SPH Magazines
    *Angeline Joyce Lee, Senior Director Corporate Communications and Legal, and *Pang Lee Cheng, Associate Director, Special Projects, SPH Magazines, and *Tony Lai, Managing Director, The Idea Factory, Singapore
    Executive Development Through Innovation: The SPH Magazines Story
    As one of the most successful lifestyle publishing companies in Asia, the company wondered how it could transform its organization such that innovations would be possible through its top talents across the business. Could a project for innovation also be the impetus for uncovering new competencies among its emerging leaders? A six month project begining in 2007 revealed how developing the best ideas usually comes when we are developing our best people at the same time.

    Leadership Apprenticeships
    *K.A. Chang, Executive Vice President & Chief Human Resource Officer, Singapore Exchange, Singapore
    Can leaders be apprenticed? If so, how does the process work and why? Which part of the leadership development journey is better served via an apprenticeship?  

    Executive Development through Innovative Partnerships: Modernizing Government Service Delivery
    *Paul Migus, Director, LGT Executive Performance Inc., Canada and former Assistant Deputy Minister, Government of Canada
    When the largest department in the Government of Canada decided to transform how services were to be provided to the public, it had to look beyond its top talent . In order to put citizens at the heart of its service transformation, the department sought  partnerships with global experts who worked side by side with selected executives and interdepartmental teams to learn from best practices, to undertake global research, develop proofs of concept, develop business models, and apply successful transformational change experiences . The result was the establishment of one agency Service Canada- with one-stop service for all government services. The Minister of Finance announced this as one of the biggest single reforms ever in Federal operations.

    Coaching for Behavioural Change and Strategy Execution
    Weyerhaeuser representative, and *Leland Russell, GeoGroup, USA
    How the company achieved a major strategic overhaul in just 12 months to take its home building products in a whole new direction. To ensure high-velocity execution, external coaches helped 300 leaders rapidly learn and implement “Fast Time” processes and tools. We shall discuss how the execution process was organized and how the external coaches supported the Business Leader Team and the HR team using an online Collaboration Center. We will also cover the difference between Coaching for Behavioural Change and Coaching for Velocity Execution.

    12:30 - 13:30

    LUNCH

    14:00 - 15:30 (4 parallel sessions)
     

    Session 16
    CULT OR CULTURE – WHAT HAPPENS DURING COACHING?

     

    *Klaus Bodel, BMW Group & EMC - Excellence Management Consulting, Germany and *Karine Rémolu, Humanworx, France/ Germany
    The theme of our discussion is best summarized by the anthropologist Margaret Mead:” As the traveller who has once been from home is wiser than he who has never left his own doorstep, so a knowledge of one other culture should sharpen  our ability to scrutinize more steadily, to appreciate more lovingly our own.”

     

    Session 17
    THE ART OF TRANSFORMATION: WHERE BUSINESS LEARNING AND ART INTERSECT

     

    *Wim Lammertink, HR&C Director Global -  EPG, Johns Manville Europe GmbH,
    *Patti Dobrowolski and *Chris Chopyak, Alchemy: The Art of Transforming Business, U.S., U.K.
    How global companies have used live drawing, illustration and large scale mapping to lead, drive change initiatives through action learning. With coloured markers and lively instructional facilitation, participants will explore a business challenge and create unique solutions through the hands, eyes and heart of an artist.

     

    Session 18
    WHICH PSYCHOMETRIC TOOL TO USE?

     

    *Harold Weinstein, former COO, Caliper Corporation, USA
    Participants will have an opportunity to reflect on their own experiences and expertise, share their knowledge with others and develop a collective point of view regarding:

    Best practice criteria for selecting the right tools the right purpose
    Common types and uses of the most popular psychometric tools
    Advantages and disadvantages of using the most popular psychometric tools
    Best practices for administering psychometric tools
    Best practices for using and providing feedback
    Ke
    y advantages and key cautions for using psychometric tools

     

    Session 19
    DISCUSSION WITH AUTHORS

     

    *Lex Dilworth, co-editor, Action Learning: Origins, Evolution and Applications (forthcoming)

    15:30 - 15:45 BREAK
    15:45 - 18:45

    Session 20
    INTERNET TECHNOLOGIES AND SOCIAL NETWORKING:
    BLOGGING, WIKI AND OTHER WONDERFUL THINGS -- BUT ARE THEY CRITICAL TO EXECUTIVE EDUCATION AND ACTION LEARNING?

     

    Chairperson: *Drew Boyd, Johnson & Johnson, USA

    *Drew Boyd, Johnson & Johnson and *Chris Allen, Alacrity, USA

    *Bill Smillie, Second Life, formerly IBM, USA 
    *Tony Audino, President, Conenza, USA
    Company networks for all employees, past and present

    18:45 - 19:15 GLOBAL FORUM SUMMARY AND FEEDBACK
    19:30

    REFRESHMENTS AND FINAL DINNER at the Ritz-Carlton
    Hosted by Global Executive Learning

     

    2009 Venue Presentation and Closure