Part of the “Leadership” Research, Innovation and Enterprise Exchange powered by PechaKucha Thu 25 Apr, 2013 University of Salford http://uosleadershipexchange.eventbrite.co.uk http://www.youtube.com/user/RIEUSalford http://www.pechakucha.org/channels/powered-by-pechakucha

2. I HATE RICH ???????S
FORBES RICH LIST
UK – 11.4 bn
IRELAND – 10.5 bn
ITALY – 20.4 bn (Silvio Berlusconi’s fortune increased 100m
last year)
SPAIN – 57 bn
GREECE – 3.3 bn
Portugal’s wealthiest individual has a fortune 600,000 times
greater than the minimum wage.

3. Six things for me to consider:
I have a job and, therefore, very little time.
(My mother was right) I only like the people I know – this does
become more in number everyday but it’s still not very many.
I’m not sure if it matters whether what I’m involved in is called
‘art’ or not – this is a constant source of concern.
The people I do know; I really like.
If I can’t help Rochdale make it to the European Champions
League then I want to help somebody do something.

4. PERCY

6. DORIS

8. PERCY

10. DORIS

12. PERCY

14. “I need to follow these people because I’m their leader.”
• Primarily we need to appreciate why?
• How practical sociology works in practice?
• What a citizen perspective means in reality?

15. “The spaces and places we inhabit produce us.”
• Growing with local identity.
• Political representation is a constant struggle.
• How residents & local activists might prevail ?

16. “You’re masters tools will not dismantle the master’s house.”
• Willfully Listening
• Understanding the whole
• Acknowledging real knowledge
• Team construction and co-operation
• Deciding to decide through practice

17. “the production of discourse is at once controlled, selected,
organised and redistributed by a certain number of procedures.”
All the examples used began as conversations or
critical odysseys rather than solutions
constrained by nominated problems.
They concluded as sustainable realities.

18. “Theory as liberatory practice.”
It is difficult to conceive of a rational argument for
investing in systems of consultative change and
citizen led enterprise without a prior awareness of
goals, structures and risk; a plan.
However, each of the examples cited were
intentionally vague (chaotic) at the outset and were
designed to yield and deviate, as processes, to new
input and to unpredictable creative contributions.

19. Influence and Activation
• Work with collective networks or groups who
innovate locally in response to relevant and
significant conditions
• Broaden our vistas and co-operate with
dynamic cultural politics including social
enterprise (or business) and citizen led
activism.

20. “The ripple effect.”
• Exploit dynamic relationships locally to
enlarge creative and intellectual
engagements.
• Collaborate and co-operate with individuals,
local agencies and informal organisations – it
increases the number of people that we get to
know and it saves some of everybody’s time.