The Co-creative Meeting

Foreword.- 1 Introduction.- 2 What is a Co-creative Meeting?.- 3 Dysfunctional Meetin Culture.- 4 Interdependency of Meetings and Organizations.- 5 Maxims of the Co-creative Meeting.- 6 Phases and Roles.- 7 Designing for Co-creativity.- 8 Institutionalizing Co-creative Meetings.- 9 Structural Variations for Co-creative Meetings.- 10 Consensual Efficiency.- Index.

Christoph Mandl, PhD in mathematics at Swiss Federal Institute of Technology Zurich; senior lecture at Faculty of Business, Economics and Statistics, University of Vienna; partner in metalogikon; founding member of Society for Organizational Learning Austria; council member of the Global Association of Society for Organizational Learning Communities.

Markus Hauser, M.A. Organizational and Healthy psychologist; psychotherapist (logotherapy and existential analysis); consultant for organization development and leadership development.

Hanna Mandl, Coach at Mandl, Lüthi & Partner; partner in metalogikon, council member of The Society for Organizational Learning Austria; violin teacher.

Christoph, Markus and Hanna have, in The Co-creative Meeting, described what organizational leaders need to learn more quickly than has been the case so far. The open democratic format that welcomes all ideas from all the participants generates creative ideas that last. Bravo! - Doug Ross, Adjunct Professor of Psychology and Organizational DevelopmentThe Co-creative Meeting is to me both inspiring and practical reading about communication architectures in organisations. It weaves together, with clarity, philosophical sources, systems concepts and concrete examples, such that managers will feel a compelling desire to experiment in the art and praxis of generating collective intelligence. - Manfred Mack, Consultant, Founding Member SoL FranceIf you work with groups of people to attain important goals or know people who wish they could be more productive in groups - then this book is required reading. The authors help sharpen awareness about how much more we can get done with a little skill and a lot of practice in better conversational dynamics. Convening conversation is to management what design is to the architect. This book provides a conversational blueprint - along with many exercises - to empower the natural urge we have to truly listen and share. We may indeed become more productive and our workplaces more effective in generating something worthy of collective human talent. Skilled leaders may even be empowered to tackle the many creative innovations our society desperately needs. - Hilary Bradbury, Professor of Management in the Management Division of Oregon Health Sciences University