Organisations and people who think about the long-term aspects of their existence and leadership have a larger impact.

This session aims to set the foundation for the week. It will look at the meta-trends for the future of work and leadership which are emerging and will enable participants to develop a strong purpose-driven leadership narrative to match this emerging future.

The ever-evolving workplace requires a new leadership style, mindset, and brain.

In this session, we will explore the latest neuroscience research to enhance your leadership skills in navigating the challenges of today's evolving workplace, with a focus on leading change. This module will also provide an opportunity for you to reflect on your current leadership behaviours and apply new found insights to strengthen your leadership role, preparing you for the emerging future.

The future is not here now, so how can we engage with it?

Humanity has been experiencing a remarkable acceleration in the rate of change in a wide range of fields, from science and technology to financial and organizational dynamics to culture and the very essence of what it will mean to be human in the 21st century.

Humanitarian practitioners are confronted with two things simultaneously: catalysing solutions for here and now, while engaging themselves and affected individuals and groups of people positively with an emerging future. As support, there are numerous tools and methods for “Futures Thinking and Foresight”. One of the key moments in the daily work of a humanitarian practitioner navigating this space is the meeting of people with a purpose to create a shared vision for some future actions.

Navigating the emerging ethical opportunities and challenges of digital transformation.

Ethical leadership flourishes with a balanced coherence between organizational and personal values and principles. Beyond that, the uncertainties of our time as well as the sheer scale, scope, and complexity of transformational advances in digital technologies (especially both emerging and disruptive digital technologies) and their impact on the world of work mean that leaders must, at a pace like never before, think of very different strategies, mindsets, and cultural shifts in the way they work. Humanitarian leaders need an even stronger basis of values, ethics and principles to work, partner and collaborate.

This session focuses on expanding leaders’ ability to lead ethically in a way that holds the space for the multitude of aspects, and that impact in the humanitarian context in relation to the constant developing digital transformation. Their present and future ability to lead will require an agility to identify and navigate the emerging ethical opportunities and ethical challenges of digital transformation.

To talk about 'humanity', we must be able to talk about violence.

The session provides a science-based approach to the impact of violence and how this approach benefits humanitarian action. Find more details about this compelling theory in our Research & Publications section. This approach allows an objective and common dialogue about the complex human phenomenon of violence and so leads to more targeted and consistent approach to leading humanitarian action.

Complexity and non-linearity lead us to mistakes. Speed and collective sense-making can help us to tackle this challenge.

This session focuses on leading decision-making processes in teams during complex and uncertain times. It offers a decision-making model for participants to apply in their work environments.
This session will explore:
• Why complexity (non-linearity) tricks us into mistakes.
• How sensemaking works and how team sensemaking can be accomplished.
• What the OODA-Loop (Observe, Orient, Decide, Act) is and when this is a useful tool for us.

Why are diversity, inclusion, and belonging essential for creating stronger, more effective humanitarian teams?

A fair and supportive workplace is created when leaders actively support diversity, inclusion, and belonging. This becomes especially important in humanitarian contexts as power and privilege can create barriers to effective teamwork and decision-making. Leaders who are aware of these dynamics can break down these barriers and create an inclusive environment where all team members can thrive.

In this session, you will explore how power and privilege affect leadership in humanitarian settings. You will also identify practical ways to address these challenges and ensure your team fosters a culture of inclusion and respect. This will help you create stronger teams and deliver more impactful humanitarian responses.

How do we build and lead teams that have real impact and maintain conducive cultures?

This session focuses on the leadership of teams, whether they are virtual, hybrid, or face-to-face. It aims to develop skills that allow a leader to build high performing teams that have an impact even in times of uncertainty and ambiguity. A particular focus is placed on how to create and maintain team cultures that are conducive to both delivery of tasks and team spirit. It highlights the best practices and lessons from a range of sectors and organisations.

How can leaders navigate their teams from making a decision to implementing it?

This session aims to help participants enhance their capability to lead their teams and operations to action and impact. It integrates all the aspects of the MAS Module week and proposes a framework to help navigate the process of implementing decisions in a complex environment.