By Janice Molloy
In the best-selling book Good to Great, author Jim Collins introduced a notion that should strike a chord with anyone familiar with systems thinking: the “flywheel.” A flywheel is a heavy metal disk mounted on an axle that helps a machine maintain a regular speed. It takes a lot of effort to get a flywheel going, but once it has built up a certain amount of momentum, it is hard to stop.
In systems language, the flywheel is a reinforcing process, a dynamic that builds on itself over time, a virtuous cycle (except, of course, when it is running in the opposite direction than we want it to, but that’s a different story!). Collins uses this metaphor to illustrate the process through which organizations launch and sustain lasting success: “No matter how short or long it took, every good-to-great transformation followed the same basic pattern—accumulating momentum, turn by turn of the flywheel—until buildup transformed into breakthrough.”
It’s no secret that the past several years have proven challenging across the board. From economic meltdown to environmental disasters, we’ve all been affected by the complex, big-systems crises that have rocked our world. Things haven’t been much easier on an organizational level. Most of us are facing the challenge of doing more with less, of pushing harder for each small victory, of tackling higher levels of intricacy and urgency in everything we do.
But what if we could set that flywheel in motion in our organizations and lives? What if we could make changes at the structural level—real, fundamental shifts—to turn vicious cycles into virtuous ones? What if we could see underlying trends and intervene before they reached a tipping point? How might things be different if we could understand the role we play in creating the situations we are a part of—and learn to think and act differently to achieve the results we want?
In designing this year’s Systems Thinking in Action® Conference, “Fueling New Cycles of Success,” we’ve assembled a stellar line-up of speakers and other contributors to introduce and explore proven tools, inspiring ideas, and hard-fought lessons for accelerating momentum in a positive direction. Keynote presenters include Dayna Baumeister, Andy Hargreaves, Daniel H. Kim, Frances Moore Lappé, and Peter Senge. To enhance the experience, Kelvy Bird will capture the plenary content in vivid graphic recordings, and Tim Merry and Marc Durkee will enliven the proceedings with poetry and music. We’ll be adding videos of many of the conference contributors throughout the summer; see the end of this post for a clip of the amazing Frances Moore Lappé.
As Jim Collins remarked, “When people begin to feel the magic of momentum—when they begin to see tangible results, when they can feel the flywheel beginning to build speed—that’s when the bulk of people line up to throw their shoulders against the wheel and push.” At this November’s conference, we will share ways to spark that magic through the power of systems thinking.
Janice Molloy is content director of Pegasus Communications, managing editor of The Systems Thinker newsletter, and program director of the annual Systems Thinking in Action conference.
 The one conference you can't afford to miss!
Join Pegasus this November in Boston for Systems Thinking in Action: Fueling New Cycles of Success. Meet fellow systems thinkers from around the globe. Keynotes presenters include Peter Senge, Daniel H. Kim, Frances Moore Lappé, and more.
Visit www.SystemsThinkingInAction.com for detailed program and registration information.
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by Larry Dressler
A volcano erupts in Iceland. Tens of thousands of flights are cancelled, and millions of passengers stranded. This is the kind of surprise I call an "oy vey moment." Oy vey is a Yiddish term. I grew up hearing my grandparents use the expression frequently. It's an exclamation of dismay, frustration, or exasperation.
Oy vey moments have three defining characteristics. They are unexpected. They are unwanted. They are uncontrollable in that we have little ability to contain or influence them directly. Organizations have their own versions of volcanic events--a product failure, the loss of a key employee, an economic recession. We often label these events as distractions, disruptions, or disasters.
In the midst of unwanted surprises, leaders and change agents often lose their calm and clarity. We get stuck in fight-flight-freeze mode. Have you experienced any of these typical reactions in the face of an oy vey moment?
- Lost your sense of humor
- Became fixated on what wasn't working
- Gave up completely
- Felt annoyed and resentful
- Looked for someone to blame
- Pretended it wasn't happening
It's natural to feel frustrated and confused by unwanted surprises. It's just not all that useful. Being stuck in self-protection blocks our access to our creative resourcefulness and delays resolution of the problem.
It's in oy vey moments that Peter Senge's notion of personal mastery becomes particularly important. He defines personal mastery as the discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.
Here are four practical ways in which you can put personal mastery into practice in an oy vey moment:
- Check-in: In the moment of breakdown, notice what you are feeling physically and emotionally. Simply notice without judgment (e.g., I am feeling angry and frustrated).
- Name It: Try to name the underlying thought, judgment, or belief that you are holding onto very tightly in this moment (e.g., I need to travel to Europe this week for an important meeting).
- Pause: Take some deep and conscious breaths. Refrain from taking action.
- Shift: Ask yourself some questions aimed at shifting you into a more productive mental, emotional, and physical state. Some of these questions include:
- What is my real purpose and who am I here to serve?
- What beliefs can I let go of right now in order to serve my highest purpose?
- What are the hidden gift and opportunities in this moment?
How do you recognize that you are developing greater personal mastery in the way you deal with the volcanic eruptions in your organization? Where others see disruption and disaster, you will increasingly see opportunity for creativity and breakthrough.
Larry Dressler is the founder of Blue Wing Consulting, LLC, and author of the recently released book, Standing in the Fire: Leading High-Heat Meetings with Clarity, Calm, and Courage (Berrett-Koehler Publishers/ASTD, 2010).
Volcano photo: http://www.flickr.com/photos/latzenhofer/ / CC BY-SA 2.0
by Janice Molloy
Where are new ideas born? While some develop through formal processes and innovation think tanks, throughout history, many of the most transformative notions have arisen from informal conversations over a glass of wine or cup of coffee in a café, living room, or neighborhood pub. In this way, sewing circles and "committees of correspondence" played a role in the birth of the American Republic, and debates that took place in cafés and salons helped spawn the French Revolution.
A methodology known as the World Café captures the best qualities of these kinds of "conversations that matter." Over the course of several hours, people move between groups, cross-pollinate ideas, and discover new insights into the questions or issues that are most important in their life, work, or community. As a process, the World Café can evoke and make visible the collective intelligence of any group, thus increasing people's capacity for effective action in pursuit of common aims.
The World Café website includes many articles and other resources about the process. Now, two short videos provide an overview of the World Café and the seven principles that guide the experience. Hosted by Samantha Tan, who has spoken at the Pegasus Conference a number of times, the videos serve as an excellent introduction to an important and useful tool.
Watch these videos and tell us your experience with the World Café and other conversational methodologies. When are they useful? Under what circumstances should they be avoided?
Janice Molloy is content director of Pegasus Communications, managing editor of The Systems Thinker newsletter, and program director of the annual Systems Thinking in Action conference.
By Becky Smith
I've recently been studying leadership models, with the intent of picking the top 10 and comparing them to my two favorites, The Leadership Challenge by Posner and Kouzes and the organizational learning model and treatise on leadership by Senge in his 2006 edition of The Fifth Discipline. In the process, I stumbled upon a quirky little book, Tribes: We Need You to Lead Us, by Seth Godin.
Godin is a bestselling author, entrepreneur, and change agent. In Tribes, Godin paraphrases the Peter Principle; his version reads, "In every organization everyone rises to the level at which they become paralyzed with fear." Fear of criticism, blame, and lack of faith are the stumbling blocks that prevent many from assuming a leadership role. Godin believes that, because of this fear, many of us are content to be followers, to push harder and harder without achieving tangible results.
His notion is that people need to break free from this constraint and embrace their roles as leaders, from wherever they sit in an organization. And the most effective way to make a difference is to find or assemble a "tribe" and lead it. According to Godin, a tribe is a group of people who are connected--to each other and to a leader--by a shared interest.
Today's social networks help us "assemble" or follow a tribe of those who share our interests and passion rather than wasting energy on those who may not. These technologies also appeal to our human need to belong, to contribute, to work together on things that matter, to be included, and to make a difference. Godin presents social networking as an opportunity to create a movement based on shared meaning and actionable goals.
A tribe's success depends in large part on its story or ability to say who we are, where we are going, and how we are going to get there. According to Godin, to support this process, leaders must "paint a picture of the future." When a leader and tribe have a 
compelling vision and aren't afraid to confront problems, the system changes. His belief is that if you "fall in love with the system, you lose the ability to grow."
Godin's challenge is that we need more heretics, people who take initiative, who don't ask for permission but "ask for forgiveness later." Great leaders do what they believe in, care, listen, and are responsible for how others hear them. They lead not out of fear, but out of the desire to contribute meaningfully to achieving a goal. To that end, they often deflect personal glory for pride in the collective efforts of their tribe.
I am not sure how my fellow systems thinkers would respond to this book, but I do believe too many of us are driven by fear and would rather follow than lead, as leading takes us out of our comfort zone.
I look forward to dialogue about some of Godin's beliefs about tribes and leadership. For those of you who are currently part of a "tribal cultural," what lessons are the rest of us missing?
Becky Smith has 28 years of experience in leadership, systems thinking, implementation, conflict resolution, and business ownership/ management. She currently teaches leadership, action planning, and presentation skills to Middle Eastern, North African, and Pakistan groups. As a certified facilitator, she conducts The Leadership Challenge workshops and administers the Leadership Practice Inventory. Becky has a master's degree in public administration with a minor in business management, and holds a doctorate focused on leadership, learning organizations, and systems thinking.
by Janice Molloy
What separates outstanding leaders from merely good ones? The Work Foundation, a British think tank, recently released a report on the beliefs and practices of exceptional leaders, Exceeding Expectation: The Principles of Outstanding Leadership. Based on a two-year study, authors Penny Tamkin, Gemma Pearson, Wendy Hirsh, and Susannah Constable concluded that the b
est leaders do three things:
1. They Think and Act Systemically. These leaders see things as a whole rather than compartmentalize. They connect the parts based on a guiding sense of purpose. According to the report, "Outstanding leaders achieve through a combination of systemic thinking and acting for the long-term benefit of their organisation. They recognise the interconnected nature of the organisation and therefore act carefully."
2. They See People as the Route to Performance. They are deeply people- and relationship-centered rather than just people-oriented. They not only like and care about people, but have come to understand that people are the key to exceptional performance.
3. They Are Self-Confident Without Being Arrogant. One of the fundamental attributes of outstanding leaders is self-awareness. They understand they cannot create results themselves, but must do so by influencing others.
In the project, a team of eight researchers conducted 262 in-depth interviews with leaders, their managers, and their direct reports in six of the UK's most well-known and stable organizations: BAE Systems, EDF Energy, Guardian Media Group, Serco, Tesco, and Unilever. The investigators found that outstanding leaders see some of their primary roles as creating purpose, maintaining a sense of how the organization's people and systems fit together, and articulating a vision that "extends from the past, through the present, and into the future." The most successful leaders don't simple fall back on "empowering others" to deliver results; they facilitate and nurture empowerment through a conscious philosophy and practice.
The team concluded "that the emphasis on people-centred leadership is particularly critical while the world is still experiencing tough economic conditions." In difficult times, people tend to turn to controlling, target-driven leaders. Yet the research indicates that the opposite approach can be the most effective route to high performance.
The second phase of the research will focus on questions such as: How do organizations identify people with potential to become outstanding leaders? To what extent can the required behavior be developed? And, assuming it can be, what kind of management development will work best? Many of us will be eagerly waiting the next report-out of this fascinating study.
Janice Molloy is content director of Pegasus Communications, managing editor of The Systems Thinker newsletter, and program director of the annual Systems Thinking in Action conference.
Thanks to Sharon Eakes for contributing this story idea, which she found on LeadershipNow's Leading blog.
Photo of winter forest by Böhringer Friedrich.
by Janice Molloy
Say that sales are dwindling in a key part of your product line--not an uncommon problem these days. You're under pressure to produce earnings for your parent company and need to boost your profitability, but how? You could continue to invest your dwindling dollars in innovative, high-quality products for your main customer base. Or you could take a niche product that appeals to a limited market but costs relatively little to produce and elevate it to a central role in your offerings. Would you consider this a game-changing strategy?
According to published reports, television network NBC did when executives decided to move Jay Leno, the long-time host of The Tonight Show, from his late-night slot to primetime programming five 
nights a week. Now, a mere four months later, they've done a 180, pushing Leno back to an 11:35 p.m. start time and causing turmoil among their stable of late-night talk show hosts.
The reason for the flip-flop? According to USA Today, "Leno's prime-time audience (about 5.6 million viewers overall) was 30% lower than the schedule it replaced among NBC's young-adult target audience." The lower viewership devastated local affiliates. Without a strong lead-in for their 11 o'clock news programs, they lost market share and advertising revenue.
The surprise is that this diminished audience wasn't a surprise; it was more or less a self-fulfilling prophesy. NBC fully expected The Jay Leno Show to attract a smaller audience than the scripted dramas it replaced. What executives were banking on was a higher profit margin. Even with the extravagant salaries that late-night hosts command, talk shows are much less expensive to produce than dramas. NBC gambled that the lower expenses would outweigh the reduced advertising revenue.
NBC also saw the move as solving another thorny problem: keeping the popular Jay Leno in the line-up. Five years ago, even as Leno was leading the late-night ratings battle, the network signed on comedian Conan O'Brien as heir apparent to The Tonight Show. The plan was for O'Brien to take over from Leno in 2009; in the meantime, O'Brien was prevented from going to a rival network. When the time came for O'Brien to move to The Tonight Show, NBC executives decided they didn't want to lose Leno to a competitor, either. The primetime show served as a way to keep Leno in the mix.
NBC achieved its goals: The Tonight Show was profitable for the network and it retained key talent, but its strategy still failed. There are many systems lessons to be learned from the late-night mess: about long-term value creation versus short-term profit, about seeing the whole system, including your partners and their needs, about true innovation. What strikes me most, though, is that it seems to be a prime example of operating from what Robert Fritz calls a "Reactive/Responsive" rather than a "Creative/Generative" orientation. NBC perceived main two predicaments: it didn't want profitability to fall and it didn't want to lose top-notch talent to competitors. Programming executives responded with quick fixes that appeared to address the problems in the short run but only compounded them.
But what if instead of trying to avoid things we don't want to happen, we articulate a vision of what we do want to achieve? Here's how Fritz describes the shift in emphasis: "The creative process is the opposite of problem solving. In problem solving, the focus is on situations we don't want. Our orientation is circumstantial and our actions are taken to get rid of what we don't want, not to create what we do want. Many people brag that they are dedicated problem solvers. They don't understand the reality that all of the problem solving in the world won't bring about what they want. If you got rid of all of your problems, you still won't have what you want. You will have spent a lot of time and energy, spinning your wheels, but not getting anywhere. And while problem solving has its place, if that's mostly what you do, you aren't going to go very far."
The good news for companies in the entertainment world is that they have a whole lot of creative folks chomping at the bit to, in Fritz's words, "imagine beyond the circumstances and reach something truly original." That would be a real game-changer.
Janice Molloy is content director of Pegasus Communications, managing editor of The Systems Thinker newsletter, and program director of the annual Systems Thinking in Action conference.
Peacock photo taken at the Melbourne Zoo by Fir0002/Flagstaffotos and used under the terms of the GNU Free Documentation license.
By Mark Alpert
During the Systems Thinking in Action Conference in November, keynote Juana Bordas spoke about sankofa. Sankofa is the West African practice of looking back to appreciate the past and how our actions have lead to us to the present, and integrating the 
meaning, insights, and learnings from the past to create a better future. It is with a sense of sankofa that we look back on 2009.
For Pegasus, 2009 can best be described as a year of transition. I transitioned in as the new president and began the orientation process to help define the next level for our company. We were not immune to the impacts of the economy, and joined organizations of all sizes and industry sectors in transitioning to the realities of a new business climate.
In a real test of our humility and sense of humor, we had deep discussions about what the future of our organization should look like and how we can get there. We redefined goals, looked for new efficiencies in our operations, and deepened the relationships with our customers and suppliers. Maintaining a focus on the future grounded in current reality is our foundation as a true learning organization.
It is said that every cloud has a silver lining, and many positives emerged from the process. What stood out for me most was that we learned a lot about ourselves and the spirit that makes up our organization.
Demanding times have a way of shining a spotlight on a company's culture and illuminating the degree to which the mission and core values are truly ingrained. It turns out that the mission and values instilled in Pegasus from its founding more than 20 years ago may be its saving grace. In a time when organizations, governments, and the planet as a whole are facing problems of the utmost complexity, systems thinking has become even more relevant today than perhaps ever before. Our focus on our mission to help individuals and organizations manage the complexities of the workplace and the world has served as source of strength and a decision-making yardstick on many occasions.
One of the Pegasus core values is "Walk the Talk." While many organizations and associations cancelled their conferences, workshops, and offsite meetings this past year, we remained steadfast around the need to conduct our 19th annual conference. This was no time for us to circle the wagons, withdraw from the discussions, or most important, stop learning.
We believed that the opposite was true, and so we titled the conference "Now More Than Ever: Critical Skills for Courageous Organizations." And we were gratified by the community that gathered in Seattle to engage in learning and meaningful dialogue in the interests of creating a better tomorrow. We look forward to continuing that learning as we plan our 20th anniversary conference, which will be in Boston next November.
Lastly, while we know that some elements of the economy are cyclical, we also know that others have changed forever; for example, how people consume information. Ask any newspaper company in the country if they've experienced this shift. In response to changing demand, we introduced a webinar series to provide convenient online access to today's thought leaders on a variety systems thinking topics. The feedback has been great, and we are excited about expanding our offerings in 2010. We welcome your comments and suggestions on topics you would like to hear about.
The future is wide open and filled with possibilities. Our goal is to continue serving the systems thinking community and supporting the work you do to help improve your organizations and world. We look forward to working together to make those possibilities a reality.
From everyone at Pegasus Communications, happy holidays and a prosperous New Year.
Mark Alpert is president of Pegasus Communications.
Sankofa drawing by Nancy Daugherty
By Jon Bergstrom
The 19th Annual Pegasus Conference concluded last week in Seattle, Washington. The conference theme was "Now More Than Ever: Critical Skills for Courageous Organizations."
Many speakers posed relevant questions and identified opportunities for all of us to consider becoming more courageous in our organizational thinking. I challenged myself to think of a courageous organization.
Here are some reasons that I believe the Lewis and Clark 
expedition to the Pacific Coast and the Corps of Discovery are a shining example.
Preparation
Thomas Jefferson chose Meriwether Lewis, his 28-year-old personal secretary, to lead the Corps of Discovery.
- Lewis in turn chose 32-year-old William Clark as his co-leader.
- Together, they selected four dozen men and gathered guns, provisions, and gifts for the expedition.
- Lewis spent the spring of 1803 in Philadelphia studying biology, navigation, map making, medicine, and meteorology.
- They consulted with numerous people and their men to consider the variety of supplies needed for the lengthy trip.
Their preparation was so thorough that they never ran out of paper to write on or gunpowder for their weapons.
Teamwork
Lewis and Clark selected men who had a variety of talents and experiences. The diversity of their crew and the teamwork they displayed were keys to their success.
- The leaders ensured that each person had a clear view of the opportunities and challenges that lay ahead.
- They treated every member of the team with respect, something that was evident in all of their interactions.
- The Corps survived a desperately cold winter near the Mandan Villages in North Dakota (sometimes -45 degrees F). By spring, the men had bonded in close friendships and were all of one mind when they departed.
- The French trapper, Charbonneau, and his wife, Sacagawea, were asked to join the expedition. They accepted, despite the fact that Sacagawea had just given birth to a baby boy 8 weeks earlier.
- The addition of Sacagawea proved to be extraordinarily important. She and her baby brought a sense of family to the Corps. Her connections to the Shosoni tribe were later the key to gaining access to horses for the journey over the Bitterroot Mountains. Finally, her presence convinced women of the Nez Perce tribe that their men should not kill the strangers who had come.
- The Corps treated the many people they met on the trip as friends and fellow human beings.
- This often took great courage, as they were uncertain how they would be received.
- They always attempted friendship, giving gifts and trading goods. They never used their superior power to gain advantage.
The men were a team to the end--and would have died for each other, if necessary. They were individually and collectively courageous. They maintained their integrity and that of our young nation throughout their journey.
Hard Work
There were no easy parts of the trip west. Some moments were almost impossibly difficult. The men's vision, commitment, and teamwork kept them together.
- They shared the hard work and understood each other's talents.
- They knew whom to turn to when they needed the best marksman or fire starters.
- They maintained their mental balance in the face of many unforeseen circumstances and difficulties.
- They found that together they were much stronger than the sum of their parts.
Just reading about the difficulties of their journey is tiring. The real thing required lots of guts.
Conclusions
The Corps of Discovery returned to St. Louis on September 23, 1806, two and one half years after their departure. Some 5,000 people lined the banks to cheer their return.
They were as famous in their day as our first men on the moon. Their journey opened our imagination to new possibilities and opportunities. While the team members each received considerable adulation and rewards, their greatest gift was their own knowledge of their capacity to discover and to overcome adversity.
As we think about our own explorations, I believe we can learn much about what it means to be a courageous organization from the brave men and women of the Corps of Discovery.
Jon Bergstrom provides a wide range of consulting services to businesses and non-profit organizations through the Bergstrom Learning Center in Tehachapi, California.
Painting Lewis and Clark on the Lower Columbia by Charles Marion Russell; this image is in the public domain due to age.
The 19th Annual Pegasus Conference concluded on Wednesday, after two and a half days of thought-provoking presentations, practical skill-building workshops, and deep conversation. We were excited to have a Twitter Wall on hand to facilitate bringing the outside world into our conference community and moving conference highlights out into the larger world. Here are some tweets that give a taste of this year's event:
LogosNoesis: The #pegasus09 Conference is over. It was a great experience. Glad I took time yesterday pm to process, open space style, and reflect.
wkamiya: Digital generation defines identity on what they've created, shared & what others have built on. (John Seely Brown) #pegasus09
nomadslounge: Cool, keynote by john seely brown plugs #opensource as scalable learning. Attendees of our session on os collaboration get it! #pegasus09
radinclusion: Juana Bordas her mission: wholistic, multi-cultural model of leadership #Pegasus09 #st09bordas
wendybalman: To share our stories is to create community. -Juana Bordas #Pegasus09 #st09bordas
radinclusion: Leadership is a communal responsibility ...LaDonna Harris Comanche American Indians for Opportunity #Pegasus09 #st09bordas
JennScharf: LOVE this video shown by Linda Booth Sweeney at #pegasus09 this morning - The Wombat (All is One) http://bit.ly/HapWQ
norskedoc: Great presentation on Winds from the East, principles of success for long lasting Japanese companies--food for thought. #pegasus09
liseconde: Ask me about unintended consequences! Becoming a systems thinker here at #pegasus09
LogosNoesis: How the parts are connected. Q: In what small (or big) ways might you reconnect parts to whole? #Pegasus09 #st09sweeney #leadchange
radinclusion: Symptom as guide vs. as enemy. Enemy: make it go away. Guide: what can I learn from the symptom. #Pegasus09 #st09sweeney
wendybalman: "A courageous conversation is the one you don't want to have" #Pegasus09 #st09whyte
LogosNoesis: Q. What are the conversations surrounding my environment that are going to happen with or without me? #Pegasus09 #st09whyte
NewsAboutChange: #Pegasus09 #st09senge Watch how often we attempt to seek change without changing ourselves.
wendybalman: What does it mean to awaken the heart of an organization? -Peter Senge #Pegasus09 #st09senge
pegasustweets: Great energy in the opening session of the conference last night with David Isaacs--it was a full house! #Pegasus09
By Janice Molloy
My son loves to play electronic racing games. He literally jumps with excitement as his character speeds along a virtual track, 
passing competitors and avoiding obstacles. His favorite feature is the "power boost": At certain junctures, after the vehicle gains enough "energy," he pushes a button that temporarily hurtles his character along with even greater momentum.
This image came to mind this morning as I thought about our upcoming conference. Starting next Sunday evening, the 19th annual Pegasus Conference will launch into full swing. For more than two and a half days, participants will gain new perspectives from speakers on the leading edge of management innovation, take away practices to improve how they operate back in the workplace, and learn from others who are putting systems thinking and organizational learning to work in all different sectors.
At their best, such events provide participants with a boost similar to what the characters experience in my boy's video game. No matter how committed we are to our work, we all have to tune our engines from time to time. Likewise, we benefit from periodically pulling over to a rest stop or meandering along a scenic back road. A conference, workshop, or training session can provide a bit of both kinds of refueling--a chance to hone skills and learn new ones, and a break from the workaday routine. The goal is to return to our home base refreshed and inspired to motor through the next leg in the journey with greater energy and direction.
For those of us on staff, and the "friends of Pegasus" who contribute their time and expertise to the effort, the conference is the gratifying culmination of more than a year's worth of creativity, planning, collaboration, and hard labor. As exhausted as we'll be in the aftermath, the insights we've gained and connections we've made will fuel us and our work for months to come.
Next week, we plan to blog from the conference venue, to give those who can't attend a taste of what's charging our engines this year. Some participants also plan to send updates by Twitter, so look for the following hashtags (the tagging convention for Twitter, which provides a way to search on all tweets related to a topic):
General Conference: #Pegasus09
Peter Senge Keynote: #st09senge
David Whyte Keynote: #st09whyte
Linda Booth Sweeney Keynote: #st09sweeney
Juana Bordas Keynote: #st09bordas
John Seely Brown Keynote: #st09s-brown
How do you boost your ability to meet the challenges ahead?
Janice Molloy is content director of Pegasus Communications, managing editor of The Systems Thinker newsletter, and program director of the annual Systems Thinking in Action conference. \
Race Car Photo: http://commons.wikimedia.org/wiki/File:Porsche_race_car_Kentenich09_amk.jpg