Transforming Leadership: Women, Men, Power and Potential 29 to 31 August 2017 A multi-stakeholder dialogue process, this learning event engaged the participants in creating a safe learning environment to explore one another’s perspectives, to look at their leadership challenges in new ways, to reflect, and to be inspired. The Tokyo Lab is the third and final face-to-face session with participants who began the leadership journey in the Cambodia Lab in November 2016 and the Berlin Lab in March 2017. Thus, the Tokyo Lab was designed with a dual purpose: The first goal was to enable participants to demonstrate a level of mastery in applying the concepts, approaches, and tools in negotiation and message framing learned in the Berlin Lab to a common case, Negotiating Strategic Change. The second goal was to provide participants with Open Space sessions that they will lead and shape so that by the end of the Tokyo Lab, all participants would have had the opportunity to clarify the leadership challenges they wish to pursue post-Tokyo and to work with a subset of the participants, or individually, to further refine their project goals and develop a workplan, timeline, budget. Program and Learning Materials 29 August 2017 30 August 2017 31 August 2017 Session / Activity Title Speaker(s) Welcome Remarks Overview of Lab Sessions in Cambodia, Berlin, Tokyo and Beyond David Dole (ADBI); Mareike Zenker (GIZ); Claudia Buentjen (ADB) Tokyo Lab Role captains lead discussions in each of the negotiation teams Blue Group; Grey Group; Orange Group; Pink Group Case Overview: Negotiating Strategic Change (Tokyo Lab) A gender case scenario used at the ‘live negotiation’ of the 4 separate negotiation groups of the Tokyo Lab. This was used to discover strengths and… Each of the negotiation teams proceed to their assigned negotiation room. Negotiations begin when all the role players are present. The Mayor opens the discussion. Negotiation on Gender Case Seven-person teams conduct videotaped negotiations in separate rooms. Role: Mayor Zambene of the City of Urbana Role guide of Mayor Zambene of the City of Urbana for the group negotiation. Role: City Engineer Role guide of the City Engineer for the group negotiation. Role: City Council Treasurer Role guide of the City Council Treasurer for the group negotiation. Role: Chair of the Citizens Action Committee of Zealandia Role guide of the Chair of the Citizens Action Committee of Zealandia for the group negotiation. Role: Director, Women Advancing Through Education and Resistence Role guide of the Director of the non-governmental organization - Women Advancing Through Education and Resistant - W.A.T.E.R. for the group… Role: Owner/Manager, Water Trucks Role guide of the Owner/Manager, Water Trucks, for the group negotiation. Role: Director, Public Works, Water and Sanitation Role guide of the State-Level Director of Public Works, Water and Sanitation for the group negotiation. Once negotiations end, while remaining in the negotiation room, participants complete the Power Scan sheet individually and submit to one of the facilitators. Personal Power Scan Worksheet filled out by negotiation group members for rating their source of social power as well as the sources of social power of each of the… Coffee break Negotiation on Gender Case In each negotiation room, teams will regroup with their videographer to choose 5 minutes of video that they wish to share with all the negotiation groups in the afternoon. Plenary Session Participants will assemble in plenary room and gather in seven (7) discreet role groups with their Role Captain. • Debrief the experience in that role and then allow each person to exit their role. • Personal time for reflection and journaling regarding your negotiation experience. Lunch Plenary Session Each negotiation team shares video clips and lessons learned. They will also discuss the Power Scan summary and the concept of substantive, procedural, and psychological satisfaction regarding their roles. Personal Power Scan Worksheet filled out by negotiation group members for rating their source of social power as well as the sources of social power of each of the… Message Framing Challenges: Strategic Communication The session provided critical information on the skills needed in developing collective action message frames. Coffee break followed by group photo Closing Reflections on the Leadership Journey Dinner Hosted by ADBI Session / Activity Title Speaker(s) Opening of Day 2 Large group reflection Group Networking/ Open Space Small groups and individuals work on their project proposals. Coffee break Pitching Your Project After a facilitator-led discussion of the purpose and methods of pitching your project, over the course of the next day and half, each individual or project group will be given 15-20 minutes to give their pitch to a 3 person panel. The following criteria will be used to judge the quality of each presentation: (i) potential to increase gender equity and gender diversity; (ii) ability to address the 3 types of satisfaction; (iii) concrete next steps; and (iv) sustainability. Lunch Pitching Your Project Continuation Coffee break Plenary Session Large group dialogue Dinner Hosted by GIZ Session / Activity Title Speaker(s) Opening of Day 3 Pitching Your Project (continued, as needed) Coffee break Project Concept Enhancements All participants review, update and modify their project proposal based on feedback. Lunch Plenary Session Large group dialogue Mapping a Timeline for Change Personal contract for action: (i) developing workplans; (ii) timelines; (iii) budgets. Coffee break Closing A Recap of the Journey: From Phnom Penh to Berlin to Tokyo and a Glimpse into the Future. Diversity night Disclaimer The views expressed on this website are those of the authors and do not necessarily reflect the views and policies of the Asian Development Bank (ADB) or its Board of Governors or the governments they represent. ADB does not guarantee the accuracy of the data included in this publication and accepts no responsibility for any consequence of their use. By making any designation of or reference to a particular territory or geographic area, or by using the term “country” in this document, ADB does not intend to make any judgments as to the legal or other status of any territory or area. Event Coordinator/s Claudia Buentjen Related Full Agenda List of Participants ADB Organizer/s Public Sector Management and Governance Sector Office Partner Organization/s ADBI, GIZ Topics Gender Equality Governance and Public Sector Management