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   Global Forum 2008
13TH ANNUAL GLOBAL FORUM
ON EXECUTIVE DEVELOPMENT AND BUSINESS DRIVEN ACTION LEARNING
Hyundai Oilbank
And KALA (Korean Action Learning Association)
Organized by Dr. Yury Boshyk and the Global Executive Learning Network

PROGRAM 

SESSIONS AND PANELS

SUNDAY, 22 JUNE, 2008   GLOBAL FORUM - Reception & Registration At the Ritz Carlton Hotel   MONDAY, 23 JUNE, 2008 KOREAN ACTION LEARNING SYMPOSIUM and THE GLOBAL FORUM ON EEXECUTIVE DEVELOPMENT AND BUSINESS DRIVEN ACTION LEARNING   1 DEVELOPING GLOBAL EXECUTIVES: TODAY AND TOMORROW   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 CROSS-CULTURAL PERSPECTIVES ON ACTION LEARNING: DOES ACTION LEARNING TRAVEL WELL?   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	Informal Introductions
09:30 - 09:45	Opening Remarks *Hyeon-Cheol Bong, Professor, Chonbuk National University, and President of the Korean Action Learning Association, Korea
09:45 - 10:15	Opening Presentation Session 1 DEVELOPING GLOBAL EXECUTIVES: TODAY AND TOMORROW
	*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
10:15 - 10:30	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, GE Global Learning - Crotonville Leadership, Chief Learning Officer Asia Pacific, China and member of the Global Forum Advisory Board Developing Executive Leaders in Intact teams - GE's Leadership, Innovation and Growth Program: Design, implementation and outcome of this different approach to action learning for executive management teams. Korn/Ferry International *David Everhart, Managing Director, Asia, Leadership Development Solutions, China Leadership Competencies in Asia: Different from the West? 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: *Hyeon-Cheol Bong, President, KALA, Korea Cisco *Patrick Keating, Director, WW Leadership Development, Cisco, USA Action Learning at Cisco, Innovating for Executive Development and Business Impact LG *Yuh Soon Yoon, 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 (Group Photo)
15:15 - 16:45	Session 4 ACTION LEARNING AND ORGANIZATIONAL DEVELOPMENT IN ASIA AND THE WORLD: COMPANY EXPERIENCES
	Chairperson: *K.R. Yoon, DuPont, and member of the Global Forum Advisory Board, 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.      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
17:30 - 17:45	Closing of the Korean Action Learning Symposium
18:30	Departure for dinner
19:15	Dinner and Reception Dinner at Partyzone, hosted by the Korean Action Learning Association
TUESDAY, 24 JUNE, 2007
07:30 - 08:00	Registration: Ritz-Carlton Hotel
08:00 - 08:15	Welcome Yury Boshyk
08:15 - 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: *Yeo Soon Yoon, 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 Identifying Balanced Action Learning: Cases of South Korean Practices LG Electronics *Jong Gug Choi, Head, Vice President, LG Electronics Learning Center and *Hong Sup Kim, Senior Manager, LGE Learning Center, Korea Leadership development and action learning over many years at LG Electronics: our success factors Samsung Life Insurance *Jae Kyum Kim, Manager, HRD Team, Samsung Life Insurance and *Myoung Sook Choi, Paradigm Consulting, Korea A leadership Development program for high potentials the Samsung Life Insurance leader cultivation strategy Seoul Metropolitan Government *Seung-Hwan Oh, Head, Human Resource Development Division, Seoul Metropolitan Government, and *Hyeon-Cheol Bong, Professor, Chonbuk National University, and President of the Korean Action Learning Association, Korea Action Learning as An Assessment Tool: Seoul Metropolitan Government (SMG) In 2008, the government of SMG launched an action learning program for 193 government officials who are to be promoted to manager level to assess their required competences as managers as well as to develop them. The roles and processes in this program, including the role of a learning coach as assessor, and reactions of participants will be described in detail in this presentation. On the basis of these experiences, the potentials’ limitations in using action learning as an assessment tool as well as lessons learned will be discussed
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 With the rapid growth India is experiencing in the past few years (compounded annual GDP growth rate of over 8-9%), the single most biggest challenge organizations are facing and will continue to encounter for the near forseable future are Human Resource related with specific intense pain around leadership and organizational development. We will discuss some of these issues, trends and opportunities. 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 at Samchonggak, hosted by Hyundai Oilbank
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 JGC Corporation *Satoshi Yamanaka, Principal Systems Engineer, Medical & Healthcare Project Department Life Science Operations, JGC Corporation, Japan My Personal Experience in the JGC Leadership Program for Overseas Projects JGC is promoting leadership development for senior engineers in their 30's and 40's, to expand its overseas projects in pharmaceutical and health care business areas. I joined the program last year and I would like to share my learning 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.
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 Moral Sage as Leader: Transformational Women Leaders and Innovation *Jane Horan, Director, Management and Organizational Development, Kraft Foods Asia, Singapore 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.
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 ABNAmro Bank *Hans Westerhuis, Chairman European Staff Council, ABNAmro Bank, The Netherlands Learning in and from a takeover situation. ANZ Bank *Robyn Williamson, Head of Learning, Risk Academy, ANZ Bank, 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. Group Danone *Ellen Ruan, HRD North Asia, Groupe Danone, China East-West Institute *Leland Russell, President, GEO Group Strategic Services, USA Linking Leaders and Think Tanks for Virtual Collaboration: How East-West Institute Is Accelerating Solutions to Global Security Challenges Hanaro Telecom, Korea *Myung-Keun Cho, Hanaro Telecom, Korea and *Hyeon-Cheol Bong, Professor, Chonbuk National University, and President of the Korean Action Learning Association, 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 Imperial College -Tanaka Business School *Mebs Loghdey, Head of Corporate Development, Imperial College, United Kingdom L’Oreal *Charles de Brabant, Head of Learning and Development, L’Oreal, China Experiences of Consortium Learning Outperforming Your Management Through Action Labs *Geert Egger, Administrative Director, People, Denmark Recently, a condensed action learning process was set up with a special purpose to see if 14 corporate talents were actually able to outperform their upper management layer in outlining the most ambitious business strategy for the company.  Find out who “won” and why (not)… Rio Tinto Alcan *Danielle Hudon, Rio Tinto Alcan, and member of the Global Forum Advisory Board, Canada 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 South African Experiment, Action Learning and Country Competitiveness: *Bennie Anderson, and Roy Marcus, Da Vinci Institute, South Africa 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 other’s 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 LG Academy *Kyong-Hwa Hyong, Deputy General Manager, HR College Gr., PMP, SAP HR Consultant, LG Academy, Korea and *Hyeon-Cheol Bong, Professor, Chonbuk National University, and President of the Korean Action Learning Association, Korea Organizational Development and Culture LG Academy is the training center of the LG Group in Korea. It offers 360 training courses, including online programs. The HR College within the LG Academy has 28 training courses for all 1,400 HR staff members, focusing on elements of the HR Wheel. Every HR staff member has to participate in at least one course each year.  The Internal OD consultant development course is a representative program of the College.  It was developed through the Action Learning method, and has continually improved over the past four years, demonstrating very successful results. The speakers will explain the key factors of the success, including how to prepare for Action Learning, how to coordinate participants and sponsors, how to motivate participants, and how to evaluate the learning. They will demonstrate the results by applying the Success Case Method. 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, Head Legal and Corporate Communications, 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?   Coaching for Behavioural Change and Strategy Execution Allan Bradshaw, HR Director, Weyerhaeuser Company and *Leland Russell, President, Geo Group Strategic Services, 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 Key advantages and key cautions for using psychometric tools
	Session 19 CROSS-CULTURAL PERSPECTIVES ON ACTION LEARNING: DOES ACTION LEARNING TRAVEL WELL?
	*Lex Dilworth, co-editor, Action Learning: Origins, Evolution and Applications (forthcoming) *Hyeon-Cheol Bong, *K.R. Yoon, *K.A.Chang, *Maarten Asser, *Fernando Lanzer
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 From Action Learning to Social Learning The latest evolution of the Internet, Web 2.0, is creating a new kind of participatory medium that is ideal for supporting executive development and education.  This will extend action learning to social learning where executives learn and develop more from each other before, during, and after the traditional classroom experience.  But educators need to "join the conversation" themselves and learn what is possible in this new medium so they can bring the benefits of social learning tools into their programs. Joining the Conversation in the World of Web 2.0 *Christopher Allen, Founder, Alacrity Ventures, USA The original World Wide Web, Web 1.0 that emerged in the mid-1990's, greatly expanded access to information.  Web 2.0 will greatly expand access to something even more important - people. New kinds of online tools allow executives with common interests to meet, share ideas, and collaborate in innovative ways.  Global Forum participants will learn how to "join the conversation" and begin using tools such as blogs, wikis, social networks, tagging, mashups, content sharing, and virtual communities.  Action Learning and Professional Development In Second Life?  *Bill Smillie, Consultant and former IBM Learning & Knowledge Executive, USA IBM has conducted several pilots in Second Life using a combination of simulation technology and facilitated role play to teach “expert” project management behaviors to teams of participants.  The results show promise for providing a highly effective platform for both team-oriented action learning as well as individually focused professional development.  This presentation will provide an audio-visual look into what these participants experienced and how this approach may evolve in the near future.
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