DOM5 will be split into two main parts: The conference, the first part, will be structured by a series of 4 panels (see figure below) with short keynotes (max. 15 min) and continuous dialogue with audience. The conference is open for a public audience usually ranging from members of governmental institutions to business leaders and academics. The conference will be closed by a large public reception allowing the audience to exchange with the speakers in an informal way. The public reception will take place at the Lentos Arts Museum (

The second part is organized as an informal exchange forum (series of workshops)  taking place at the Hotel Landhaus Appesbach at the Lake Wolfgang (Wolfgangsee)—one of the nicest natural spots of Austria. This forum is closed to the public and restricted to a group of about 25 people consisting of conference speakers, invited guests with professional background, and advanced academics from above stated disciplines. Main Intention of the Forum is to allow an informal and relaxed engagement with the topic on the grounds of theoretical insights and participant’s personal knowledge and experiences.




Thursday, Sep 29, 2011
Conference Day/ Lentos Arts Museum

09:00   OPENING CONFERENCE DAY (at Lentos Arts Museum)
             Michael Shamiyeh (DOM) with Bernhard Krusche (MZ-X)

             Elena Esposito (I) in conversation with Louise Connell (UK) and Thomas Macho (D)

             The new is not something that is being created in someone’s individual mind, which then has to
             be transferred to others with great skill and effort. Rather, we are convinced that everything new is
             created between the heads: as joint process of co-creation. Innovation is about social construction
             and not transferal of individual content. The new is not carried into the organization just like a lost
             luggage that has been found somewhere out there in the environment and brought to the
             organization. It arises in the interaction with customers, employees, users etc. – again and again.

Coffee Break

             Cheryl Heller (US) in conversation with Paul Pangaro (US)

             The new does not come into the organization. It is the result of collaborative efforts by members of
             an organization to socially construct it. The associated processes can be managed but
             not predetermined. The key to the design of such processes is to direct attention of those being
             involved and to enhance the creation of constructive interactions between them. It is about
             collaborative models that open up “shared spaces” (among others by means of prototypes) and not
             the setting up of better transactional models of communication enhancing people’s efforts to
             individually create and transfer ideas.

Lunch Break

             Manfred Fassler (D) in conversation with Andrew Bullen (NL)

             Organizations are a specific form of social interaction because they are guided by the necessity to
             make decision. Unlike in (common) groups, in organizations social interaction are defined on the
             premises of particular roles people play - roles that entail certain expectations because they are
             associated with particular functions. If the emergence of the new is the organization is the result of
             collaborative efforts of its members, then there is a need for role-sensitive interaction opportunities:
             who learns what from whom and how (process & form) is crucial for the successful process of co-

Coffee Break

             Steven Floyd (US) in conversation with Bolko von Oetinger (D) and Charles Petrie (US)

             Organization and innovation is an oxymoron in itself. The new and the old are like two siblings who
             are constantly arguing with each other and yet need each other. If we fail to find a reasonable deal
             with this conflict, the future viability of any organization is at risk. Without routines of renewal any
             organization is doomed to fail - this goes for dynamic environments often faster than we might
             think. Without appropriate routines that anchor and sustain novelty within the organization the new
             either remains a blink of individual creativity or becomes a standalone solution. The new emerges
             only in organizations when it becomes part of the old.


             Michael Shamiyeh (DOM) with Gerfried Stocker (AEC) and Bernhard Krusche (MZ-X)

             Steven Sasson (US)
             Buffet (open end)


Contributing Experts: Daniela Freudenthaler (A), Wolfgang Hauer (A), Bettina Maisch (US), PappLab (A), Stefan Wiltschnig (DK), Sonja Zillner (D)





Friday, Sep 30, 2011
Workshop Day 1/ Landhaus Appesbach

12:00   CHECK-IN


           Host: Louise Connell (UK)

             Representing the New: People understand new things and represent new concepts by
             combining and transmuting old ones.  How this cognitive process works - and why it
             sometimes fails - depends on individuals' past experience as well as on influences from
             the body and environment that change how the mind operates without conscious



Saturday, Okt 1, 2011
Workshop Day 2/ Landhaus Appesbach

             Host: Andrew Bullen (FR)

             No new idea arises or develops within a vacuum: Particularly in the modern world of
             complex connections and multiple influences, an innovation is rarely or never the result of
             one person’s mind, but rather a dynamic, networked and iterative process of critical
             dialogue. The key to recognition, acceptance, and support of new ideas for desired futures
             within a group is the provision of an interactive creative environment where innovative
             concepts can be generated, tested, shared and owned jointly by the group, a common and
             “open” framework, which, at the same time, is adapted to give expression to each
             individual’ character and profile. Such an environment draws each member of the
             organization not only into the process of innovative concept creation, but also in the
             process of evaluation, selection and support. Each member of the organization is
             challenged to be an entrepreneur: creative, critical and interactive, in a dialogue with his or
             her environment. It is within this environment that new ideas are recognized or rejected
             as valid issues, that credibility for disruptive and innovative thinking is achieved in
             established social systems, and that management can share ownership, support and
             resource allocation for new ideas.

             This workshop proposes an open framework for a creative process which not only generates
             new ideas within an organization, but also evaluates tests and optimizes these ideas on a
             basis of shared ownership, relevance and optimum potential. Methods will be introduced
             and explored around the building of narrative structures, shared values, trend analysis
             and best practices.


            Host: Cheryl Heller (US) & Paul Pangaro (US)

             What’s unspoken (Cheryl's position statement):The role of senses, soul, instincts and other
             aspects of human nature that one never talks about in business. 
             The communication protocols and the language we currently use were developed to support
             the industrial age model of top-down, command and control, need-to-know information.
             They still reflect, for the most part, the world view of powerful white men. It is
             communication that never leaves the realm of intellect, scales to the size of the
             organization but rarely touches the individual, and doesn’t acknowledge the invisible,
             ineffable whole of our human being.
             Words have lost their power to inspire us in any number, or control us, because they have
             become abstractions and insufficient substitutions for real feeling, life, and meaning.
             The vision that will take hold will live in our bodies and engage our unconscious minds. The
             disruptive idea is that we will not be fully human until we engage our animal senses again.
             What will it take to make communication come alive?

             Conversation and Our Future: Co-evolving by Design (Paul's position statement): Desirable
             futures harmonize the hopes of individuals with the coordinated actions of organizations
             and their teams. Such actions rely on agreement, which requires conversation. Therefore,
             our shared future is tied to our competence in conversation—and we need a deep and
             prescriptive proficiency, not a shallow, clichéd one such as that afforded by today’s
             collaboration tools and social media.
             In situations of rapidly increasing complexity, existing solutions are inadequate. Finding a
             way through wicked problems means nothing less than the invention of effective
             worldviews; in other words, we must create new language to counter the new complexity
             confounding us.
             But when complexity increases, so does uncertainty, and so our stress rises, too. A
             response to the fears of individuals—and its twin, resistance to change—must be integrated
             into any deliberate design of our future. Again, conscious and skilled conversation is the
             Hypothesis: Building viable and productive organizations requires prescriptive models
             ofconversation and the creation of new language, in order to reach an assured
             co-evolutionary strategy and to secure a desirable future.


             Host: Charles Petrie (US)

             The Conscious Organization: Can organizations evolve from being designed to run
             efficiently routine processes into organizations that respond to changing conditions? This
             would require some kind of "attention" mechanism to be built-in to the company. Such a
             mechanism or process would not only notice changes but focus resources on the
             appropriate response to the change.  This is the current function of a CEO, but can we
             improve upon this model, or at least offer an "attention prosthesis"? What are the
             possibilities, as well as the barriers to overcome in implementation? (This is an
             undeveloped idea.)


Sunday, Okt 2, 2011
End of 5th DOM Conference & Workshop 2011

10:00   CHECK-OUT
             Transfer to Linz