Semester in Dialogue Summer and Fall 2013 Application Deadlines Extended

I-heart-dialogue

The SFU Undergraduate Semester in Dialogue is now accepting applications for the Summer and Fall 2013 semesters.

Application deadline is for the Summer Semester is Monday, March 4, 2013

Application deadline for the Fall Semester is Monday, March 18, 2013

Don’t miss out on this incredible opportunity to experience your education!

Summer 2013
Leading Social Change in BC – Innovation and Transformational Leadership

Dial 390W, Dial 391W
10 credits
May – June 2013
Instructors:  Janet Moore and Kevin Millsip

This course will explore the concepts of leadership, dialogue, action and social change through the lens of British Columbia.  We will embark on a 7 week journey of dialogue and inquiry into the past, present and future of social change leadership in British Columbia. Thought leaders for the course will include individuals and organizations from across the region that are changemakers, innovators and leaders of social change. We will also engage with guests who inspire innovation through a range of creative processes.

What is social change? How does it happen? Where does social change begin – at the level of the individual or the community or both? What can we learn from the leadership of decision makers in British Columbia? What leaders and decisions have shaped the province as we know it today? What does the future of BC look like?
Fall 2013
Conflict and Governance
Dial 390W, Dial 391W and Dial 392W
15 credits
September – December 2013
Instructors:  Sean Blenkinsop and Geoff Mann

Conflict and contradiction are unavoidable aspects of contemporary life. We encounter conflict everywhere: in ourselves, in small groups, and in every organization in which we are involved, be they an enterprise, club, political party, team, seminar group, business or social movement. We hold beliefs that are inconsistent, we face political or institutional contradictions we cannot resolve but must work with. In something as everyday as sports, we embrace confrontation as part of our lives. How do we arrange or manage this tension and find ways to create conditions within which we can engage conflict positively? How do we create collectives that welcome and thrive on difference?

The governance of modern life, at all scales, is more than anything else the process of managing these conflicts. Conflict management has many objectives: sometimes we try to minimize or resolve it, sometimes we try to put it to good purposes, occasionally we just try to ignore it, but much of the time we try to figure out ways to work with it. From judges to referees to leaders of large institutions; from activists to soldiers to union members: governing ourselves effectively and legitimately requires an understanding of conflict and conflict management. All of these people work in and with less-than-perfectly-harmonious realities. How do they do so? What works and what doesn’t? What do they prioritize? How do they make decisions? What institutional structures and methods do they rely on? How do they move past ‘mistakes’ or obstacles?

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