Leaders as Architects of Change: One Challenge, Three Lenses, Solutions for Every Level of Your Leadership
Monday, May 18, 2026 4:30 PM to 5:30 PM · 1 hr. (America/Los_Angeles)
Room 304C, Level Two
Solution Session (Provider-Led Education)
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You already know the old leadership playbooks are failing. This workshop gives you something to replace them with.
Three scholar-practitioners from the University of Pennsylvania's Executive Doctorate in Chief Learning Officer program will put you inside a real leadership challenge and work through it with you using three research-grounded frameworks from the Routledge volume Leaders as Architects of Change: Designing Organizations for Connection and Resilience in Times of Uncertainty.
Each of us brings a distinct lens. Dr. Phillip Ellis reveals how competing systems of knowing, the unconscious frameworks that dictate what people treat as valid knowledge, quietly sabotage collaboration long before anyone recognizes what went wrong. Dr. Oscar Arias challenges the assumption that leadership's job is to shield people from pressure, showing instead how to architect teams and systems that gain strength from stress. Dr. Bridie Fanning confronts the question every leadership team is circling, why AI transformations keep stalling, and why the answer is never more technology.
Here is what makes this session different: we do not present these frameworks in isolation. We apply all three to the same challenge at three escalating levels of complexity.
First, you. The filters you cannot see in yourself. The adaptive habits you have not built. The relationship with technological change you have not honestly examined.
Then, your core team. Where these blind spots multiply. Where pressure either forges collective intelligence or fractures it. Where the gap between your AI ambitions and your team's readiness becomes impossible to ignore.
Then, your organization. Where collaboration dies in the space between silos. Where adaptive capacity erodes under institutional inertia. Where workforce strategy determines whether AI creates transformation or expensive disappointment.
Same challenge. Three lenses. Escalating altitude. By the end, you will not just understand these frameworks. You will have used them, together, on a problem that mirrors the one waiting for you when you return to work.
Three scholar-practitioners from the University of Pennsylvania's Executive Doctorate in Chief Learning Officer program will put you inside a real leadership challenge and work through it with you using three research-grounded frameworks from the Routledge volume Leaders as Architects of Change: Designing Organizations for Connection and Resilience in Times of Uncertainty.
Each of us brings a distinct lens. Dr. Phillip Ellis reveals how competing systems of knowing, the unconscious frameworks that dictate what people treat as valid knowledge, quietly sabotage collaboration long before anyone recognizes what went wrong. Dr. Oscar Arias challenges the assumption that leadership's job is to shield people from pressure, showing instead how to architect teams and systems that gain strength from stress. Dr. Bridie Fanning confronts the question every leadership team is circling, why AI transformations keep stalling, and why the answer is never more technology.
Here is what makes this session different: we do not present these frameworks in isolation. We apply all three to the same challenge at three escalating levels of complexity.
First, you. The filters you cannot see in yourself. The adaptive habits you have not built. The relationship with technological change you have not honestly examined.
Then, your core team. Where these blind spots multiply. Where pressure either forges collective intelligence or fractures it. Where the gap between your AI ambitions and your team's readiness becomes impossible to ignore.
Then, your organization. Where collaboration dies in the space between silos. Where adaptive capacity erodes under institutional inertia. Where workforce strategy determines whether AI creates transformation or expensive disappointment.
Same challenge. Three lenses. Escalating altitude. By the end, you will not just understand these frameworks. You will have used them, together, on a problem that mirrors the one waiting for you when you return to work.
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Learning Objective 1:
Examine how collaboration, adaptive capacity, and AI readiness each operate differently at the individual, team, and organizational levels, and identify the distinct leadership moves required at each altitude.
Learning Objective 2:
Apply three research-grounded frameworks in combination: systems of knowing to surface hidden assumptions, the Antifragile Flywheel to convert pressure into strength, and a people-centered AI roadmap to align workforce strategy with technological transformation.
Learning Objective 3:
Work through a real-world leadership challenge using all three lenses simultaneously and leave with an action plan that addresses the self-work, team design, and organizational conditions required to drive change that lasts.
Format
In-Person
Schedule-At-A-Glance
Solution Sessions
Specialty
AI
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