1. Peacemaking brand architecture an unusual case study Chris Macrae Courtesy : November 2003 1 Beyond Machine-age Practice of Management  I think we are finally getting to understand that KM is not about XML or data transfer, but about people and their (trusted) relations... and this has very important repercussions with respect to how we call for research...  Command and control & self-organising  Value multiplication audit of intangible flows & value add of tangibles  Whole system of systems versus parts  Closing Competition versus open partnering  Society health and economics  Local and global  Virtual and real learning  Learning and doing  Emotional Currencies Benchmarking Survey Emotional Currencies Benchmarking Survey At EU: Knowledge Management is Not Management as Usual StorytellingStorytelling & Open Space Gatherings& Open Space Gatherings Michael tells us the story of the Speed Of Sound Barrier: Pilots crashed until one dared change controls the other way round to get through the barrier to the other side. How many closed machine-age companies need to crash before leaders see controls turn round in an open Networking World where organisational leadership means helping to make the most win-wins of human relationship systems? HarrisonHarrison tells us how the greatest value developments come where people use their deepest passions to value resolving conflict, change and confusion (compounding from top-down ordering instead of grassroots common sensing)

2. Peacemaking brand architecture an unusual case study Chris Macrae Courtesy : November 2003 2 Case study : open inquiries welcomeopen inquiries collapsingworld.org Nobel laureates and networks of Charities 11 2 323 University of the stars Responsible Global Heroes City-based mentors 1 Big People Networks Youth 1 Women1 Local Community Regeneration HIV and other disability groups 11 practiceofpeace.com Alumni of 300000 open spaces: 11 22 Big 50 Human Issues The Practice of Peace version

3. Peacemaking brand architecture an unusual case study Chris Macrae Courtesy : November 2003 3 Thoughts  Practice of Peace:  Conflict, Change and Not needing to be in control- these are the greatest innovation tipping points wherever people prize openness and diversity. They lead systems of systems to value destruction or value multiplication. So why does the practice of management fear them all and spread compound fear everywhere. Because current management only knows the maths of add: separability not connectivity, parts not whole systems, machine investments not people, past planning not future adaptability. Value multiplication can only begin when you audit emerging conflicts in every cycle. Conflicts are where the outside changes or the inside of a human system ruptures unless you all see and resolve.  Open Space  Whether in the workplace or the world, Open Space expands the field of possibilities for peace.  Thinking through a collapsing world  We live in a changed world. The old institutions have failed or are failing. We need to rebuild. Develop new initiatives, new projects, new collaborations. Thinking through a collapsing world:’ pathways to reconciliation’, will be held to provide a vehicle for the exploration and development of political strategies for reconciliation. University of the Stars Why does media manufacture superficial heroes rather than ones worthy of inspiring the greatest humanitarian endeavours? This is going to be so easy for the people to change in the networked world, but don’t expect the mass media players to like it.