Professor of Leadership and Organisational Development

CURRICULUM VITAE

Professor Jay Martin Hays, Ed.D.

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CAREER HIGHLIGHTS, NOTEWORTHY TALENTS, AND PROFESSIONAL ACHIEVEMENTS

International experience

Published author

Multilingual

Training expert

Project work in government, military,

health, academia, and private sectors

Expertise in Organisational Development

and Change

Expertise in teamwork, collaboration,

and group dynamics

Accomplished researcher and research leader

Recipient of multiple national and international acco- lades and award nominations

Acknowledged authority in scholarship of learning and teaching

Expert facilitator

Leadership scholar and inspiring leader

Popular speaker and presenter

Dedicated to community service

PROFILE

Ten years senior university administrative experi- ence: Director, Professional Practice Program;

Director, Academic Programs; Program Leader,

Med; Research Chair; Chair: Institutional En-

gagement; Scholarship Committee; Student Life.

Ten years teaching and research supervision:

undergraduate, honours, postgraduate / MBA.

Ten years in management consulting, internal

and external, with leadership and program man-

agement responsibility in many of over twenty

successful projects. International and multicul-

tural experience with roles in North America,

Europe, Africa and the Middle East, Asia, Aus-

tralia and New Zealand.

International leader in large-scale organisational development and change, with design and imple- mentation experience across a range of industry types and sectors. Published researcher and practi- tioner in the field.

Competent in practical applications of systems thinking and modeling of dynamic adaptive systems; equipped for management and organisational troubleshooting, analysis, and problem-solving. Established research agenda and strong publication history in leadership. Creator of the construct renaissance leadership (see series of publications under scholarship). Love of teaching and interest in promoting teaching excellence shown in multiple award nomina- tions and incorporation of teaching and learning into research agenda. Actively involved in furthering understanding of what contributes to teamwork, collegiality, and col- laboration. Published text Building High-Performance Teams: A Practitioner’s Guide and have been active- ly conducting and supervising research in teams and teamwork for ten years, with at least five years prior experience in re-engineering work processes around self-directed teams. Of special note is my work on team learning.

Committed to understanding and improving communications and relationships. Research-active in Dialogue and Appreciative Inquiry (see recent publications under scholarship). Lived in Australia, Dubai, Germany, Italy, Malaysia, New Zealand, and the United States. Have worked in Spain and Zambia; and presented at scientific and academic conferences in China, Greece, Ireland, Scotland, Turkey, and elsewhere.

Lifelong student of Eastern philosophy and martial arts. Fitness trainer and practitioner of Qi Gong.

Advocate of sustainability and sustainable development, with current project in Kenya. J. MARTIN HAYS, ED.D.

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CORE VALUES AND PRINCIPLES

Everyone a leader; every leader a learner.

Holistic approaches to problem-solving; heritage solutions, not just “quick fixes.”

Finding common virtues amongst people, while acknowledging unique differences.

People first, and the worth of individuals: everyone possesses valuable knowledge, skill, and ability.

Debate and dialogue; exposure and confrontation of disturbing realities, unpopular views, and hid- den agendas.

Honesty and fairness in all dealings; directness in feedback, balanced with care for the individual.

Teaching is about helping others learn to learn.

Leave no one behind.

Service.

Think sustainability and act sustainably.

ILLUSTRATIVE PROJECTS

Zambian Immigration – Led business change

effort as part of larger project to transform govern- ment.

Boston Public School System – Deployment of

School-Based Management / Shared-Decision Making.

Centrelink – Change Management Program for

national deployment of Workforce Management Sys-

tem.

Computer Sciences Corporation – People strat-

egies for acquisition and integration of GE’s Infor- mation Technology Division.

Department of Transportation – Development

of Curriculum and Communication Plan for Intelli-

gent Transportation System / Intelligent Transporta- tion Infrastructure.

Department of Immigration and Multicultural

and Indigenous Affairs – Implementation of new

workflow management system; implementation of Bal- anced Scorecard.

Defence Housing Authority – Architecture and

implementation of major business and Information

Technology change.

Energy Australia – Design and delivery of Con-

tinuous Improvement Program in an outsourced envi- ronment.

Environmental Protection Agency – Decen-

tralisation of Federal to State control over contain- ment sites and Emergency Response activities.

Federal Aviation Administration – New profes-

sional development program for Air Traffic Control- lers.

MicroAge – Self-Directing Team implementation;

establishment of cross-national virtual team transition to applications outsourcing.

United States Coast Guard – Framework for

designing and implementing National Waterways

Management System.

Bellcore – Self-Directing Team Implementation;

Performance Management Program.

Australian Navy – Facilitation of process to craft business plan.

Australian National University – Part of project team investigating potential of Communities of Prac- tice to foster leadership development.

Australian Taxation Office – Facilitation of and development of Dialogue skills and practices in groups involved in culture change program.

Swinburne University of Technology – Institution-wide embedding of Industry Engaged Learning. J. MARTIN HAYS, ED.D.

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EXPERIENCE

Institute of Management Technology, Dubai, United Arab Emirates May 2016 – December 2019 Professor of Leadership and Organisational Development Taught in the MBA, Executive MBA, and Bachelor of Science Business Administration programs, day scholars and weekend programs. Led research projects. Supervised postgraduate student projects. Led and collaborated on industry consulting engagements. Designed new leadership major and core courses within, and the course “Entrepreneurship and Innovation”. Set up, convened, and managed eight new Industry Readiness Courses including favourites “Design Thinking” and “Cross-Cultural Leadership and Mindfulness”. Ran orientation sessions and special events for students, visitors, and industry partners. As Chair, Student Life, championed new and different initiatives to enhance the student experience and value of co-curricular activities. To date, designed and established 40 new stu- dent organisations, clubs, and committees; opened student lounge and recreation centres; and instituted numerous initiatives to foster campus and community engagement. Served on Teaching and Learning Committee, and Chaired Institutional Engagement, Scholarship, and Discipline Committees. Attained very high student evaluations on recent courses taught, including Business Ethics, Human Resource Management, Academic and Business Writing, and Introduction to Sociology. Unitec Institute of Technology, Auckland, New Zealand 2014 - 2016 Program Leader, Master of Education

Chief responsibility was design of the new Master of Applied Practice—Education and ensuring it moves through the internal and external accreditation process successfully. This in addition to pro- gram administration and Quality Assurance of the existing Master of Education program, including staffing and scheduling units, supervising master’s theses and dissertations, and managing the transi- tion. Taught postgraduate units: theories in learning and teaching; historical issues in education; cur- riculum and assessment; and co-teach research methods. Proposed, revised, and developed or oversaw development of twelve postgraduate education and institution-wide common core courses, including leadership, teamwork and collaboration, critical thinking, and organisational and community change. Department and Institutional Committee Service:

Faculty Research Proposal Approval Faculty Postgraduate Management

Department Curriculum Advisory Chair, Postgraduate Education Program Management

Chair, Department Research Unitec Research and Scholarship Charles Sturt University, Sydney, Australia 2014 - 2014 Professional Education Fellow, Education for Practice Institute Developed and directed development of a range of educational materials and resources, including on- line instructional modules on workplace learning (see http://www.csu.edu.au/efpi/wpl-professional- development, a video on citizenship and professionalism titled Horizons in Practice-Based Education, and a seminar presentation titled “Higher Education 2.0—The Next Generation in University Education: Professional and Practice-Based Education”). These presentations may be found on my LinkedIn page at: https://www.linkedin.com/profile/view?id=107245923&trk=nav_responsive_tab_profile_pic. Conducted site (campus) visits interstate, delivered training sessions, did one-on-one coaching and pro- fessional development for faculty. Research focus: pedagogies for professional practice. Sabbatical, Florida, USA 2013 - 2014

J. MARTIN HAYS, ED.D.

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Swinburne University of Technology, Sarawak, Malaysia 2012 - 2013 Head, Education Quality Unit (Level C)

Responsibilities and activities included serving as course convenor for two post-graduate units deliv- ered to faculty: Practice of Learning and Teaching and Curriculum Design and Assessment, and leading other faculty professional development initiatives. Campus main point of contact for teaching and learning matters. Head of the Educational Quality Committee and served in other various capacities to stimu- late and support curriculum development and improvement, including founding a faculty Community of Practice for the advancement of teaching and learning scholarship. Directed Quality Assurance ac- tivities, including unit and program audits. Provided guidance to faculties endeavouring to assure pro- grams comply with the Australian and Malaysian Qualification Frameworks. Taught leadership and management units at undergraduate and postgraduate / MBA levels. Swinburne University of Technology, Melbourne, Australia 2010 - 2012 Academic Director, Industry Engaged Learning (Level C) Instrumental in moving Swinburne toward becoming an international leader in Industry Engaged Learning through leading and / or playing a major part in:

Designing and conducting a university review of IEL.

Formulating the university’s strategy for embedding IEL institution-wide, including articulating vi- sion, operating principles, and strategic objectives; setting-up the program management framework.

Developing one of the first comprehensive IEL curriculums in the world, comprising and integrat- ing programs targeted at undergraduate and postgraduate students, IEL practitioners (faculty and staff), and workplace supervisors. Two specific programs of note: Swinburne Industry Passport and the first Service Learning unit at Swinburne.

Researching IEL best practice and publicising results; creating and contributing to an emerging field of study and theorising of IEL based on a synthesis of experiential, adult (andragogical), and work- place learning theory; founding the world’s-first PhD scholarship in IEL.

Conceiving and applying IEL nationally and internationally; developing frameworks and mecha- nisms to enhance learning from and the overall quality of the student work experience.

Extending reach and economy of IEL units and delivery by adapting them to the on-line environ- ment.

Increasing revenue by commercialising products and services. The Australian National University, Canberra, Australia 2003 - 2010 Senior Lecturer, Centre for Educational Development and Academic Methods Seconded for one year to run project funded by the Carrick Leadership Institute on leadership capabil- ity-building for excellence in teaching and learning through Communities of Practice. Set up and sup- ported Communities of Practice (COPs) with various agendas at the University. Developed and pi- loted COP Curriculum and support systems. Worked with project team to design and conduct Na- tional Symposium (Leadership in Practice). Taught EDUC8001, Enhancing Academic Practice, the cap- stone course in the Graduate Certificate Program in Higher Education; received laudatory evaluations and feedback from academics and administrators from a wide range of disciplines and roles across campus.

Lecturer in Management, School of Management, Marketing, and International Business Taught Leadership at the undergraduate level and in the National Graduate School of Management MBA Program. In collaboration with another faculty member, designed Management, People, and Organi- sation to be a team-taught course and co-instructed that undergraduate course. Re-configured that J. MARTIN HAYS, ED.D.

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same course to be singly taught, teaching it continually through 2006. Designed and taught post- graduate course Management and Organisations. To make the course experiential and more practical, sub- titled it “The Community Project” and restructured it around one or more major projects students elect and run. The course was chosen as an exemplar for learning designs. Developed and taught the first known teams course at ANU, Leading High-Performance Teams. The postgraduate course con- sistently achieved high evaluations from students. Also:

Guest lecturer in Qualitative Research Methods,

on an on-going basis, particularly in the area of

Action Learning / Action Research and interview

techniques.

Recognised as an exceptional teacher, using

innovative teaching and evaluation meth-

ods. Nominated for both College and Uni-

versity Vice Chancellor’s teaching awards.

Active on the University Teaching Forum.

Actively involved in researching teaching and

learning, and part of the University Research-Led

Education Community of Practice.

Wrote the integrative case, “Learning and

Change in the Healthcare Sector,” used in

Wiley’s 2005 edition of Management: An

Asia-Pacific Perspective (Schermerhorn,

Campling, Poole, and Wiesner).

Supervised honours, masters, and PhD students.

Synapsis, Canberra, Australia 2002 - 2005

President and Director

Founded company to better provide focused, specialised Organisational Development and Change ser- vices. Clients included The Canberra Hospital and Questacon: The National Science and Technology Centre. In the former, built an internal team of Change Management experts as part of introducing our proprietary CM+ (Change Management Plus) Roadmap as the standard approach to managing change across the Hospital. In the latter, served as Organisational Development Advisor to the Lead- ership Team. Projects included introducing the High-Performance Team methodology and a new per- formance management framework.

Coolong Consulting, Canberra, Australia 2000 - 2002 National Practice Leader, Organisation Development and Change Built Organisation Development and Change Practice, consisting of eight consultants. Codified Prac- tice Intellectual Property and work methodologies around an innovative, proven system for organisa- tional change. Effectively led change and other “people strategies” projects, including Business Pro- cess Re-engineering at IP Australia, Workforce Management System at Centrelink, implementation of Balanced Scorecard and Continuous Improvement Program at Department of Immigration and Multicultural and Indigenous Affairs, and development of Change Architecture for Defence Housing Authority. CSC Australia, Canberra and Sydney, Australia 1998 - 2000 Director, Organisational Change Management

Ran the people aspects of the integration of GE’s Information Technology Division subsequent to ac- quisition, and laid the groundwork for the integration of BHP IT. Designed and implemented numer- ous change management and organisational development projects for external and internal clients. Consulted on or wrote bid proposals for major projects involving organisational change. Developed approaches and strategies for implementing Knowledge Management systems. Led or participated in Business Process Re-engineering / Business Process Improvement and strategic planning activities, and implementation of performance management programs, including Balanced Scorecard. Performed specialised consulting work, such as risk analysis and mitigation and contingency planning for the Aus- tralian Electoral Commission.

J. MARTIN HAYS, ED.D.

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Process Consultant 1997 - 1998

National advisor on High-Performance and Self-Directing Teams. Trained and coached internal team assuming responsibility for deploying team-based software maintenance methodology in Australia. Planned and led implementation of ten software maintenance teams from three organisations in Syd- ney, Canberra, and Newcastle, each representing a unique outsourcing arrangement. Effectively dealt with implementation issues, including goals and metrics / Service Level Agreements, communications and customer buy-in, rewards and incentives programs, interfaces, and team-building. Peritus Software Services, Incorporated, Boston, Massachusetts 1996 - 1997 Technology Transfer Consultant

Consulted to organisations seeking productivity gains through team work structures, processes, and tools. Assessed organisational readiness for transition-to-teams, and developed change management and transition plans. Designed and conducted on-going team-building activities, and developed and deliv- ered courses and workshops. Coached teams, team leaders, and client sponsors for performance im- provements. Developed and installed performance metrics and reward systems. Crafted new models for virtual teams and remote (multi-site) operations. Built and supported internal teams providing IT services to banking, insurance, health, the computer industry, and government agencies. Department of Transportation, Research and Special Programs Administration, 1995 - 1996 Change Management Division, Cambridge, Massachusetts Organisational Development Specialist

Led and supported large-scale organisational change projects with major government agencies. Pro- jects entailed Business Process Design for decentralisation, reengineering human resource manage- ment, design and implementation of communication and education programs, and conception and pro- totyping of a national waterway evaluation system and tools. Designed and facilitated workshops and conducted focus group sessions. Developed and delivered training on various subjects, including benchmarking and group problem solving. Conducted research and prepared white papers for client agencies, including major studies on organisational restructuring and team-based reward and recogni- tion programs.

Boston University, Professional Practice Program, Boston, Massachusetts 1992 - 1995 Director

Created cooperative education curriculum and saw through its integration. Introduced final project evaluation system; designed and instituted novel position evaluation instrument; installed new man- agement systems and procedures. Designed and implemented viable international program. Wrote, published, and presented numerous papers on aspects and outcomes of experiential education. Dra- matically increased the size and scope of student, faculty, and employer participation. METAFORCE Organisational Consulting and Development, Boston, Massachusetts 1990 - 1992 President and Founder

Managed this start-up consulting company specialising in intercultural and interpersonal communica- tions, group problem solving, and organisational development. Directed executive search consulting efforts. Facilitated School-Based Management Council development. Provided personal counsel to leaders and administrators.

J. MARTIN HAYS, ED.D.

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United States Department of Defense, Europe 1982 - 1989 Intelligence Operations Specialist

Published intelligence studies in the areas of medicine, science, technology, engineering, and war- fighting capability for national defense decision-making. Established and ran NATO Threat Training Centre. Supervised development of training and training materials. TOP SECRET clearance. Command and General Staff College, Munich, Germany 1984 - 1988 Student Administration and Training Officer; Captain (0-3), Military Intelligence, US Army Reserves.

Army Communications Command (Army Active Duty) 1975 - 1982 Technical and Secure Communications Technician; Company Training Officer EDUCATION

Boston University, Boston, Massachusetts

Doctor of Education in Administration, Training, and Policy Studies 1991

Certificate of Advanced Graduate Study 1987

Master of Education in Human Services Delivery 1984 University of Maryland, College Park, Maryland

Bachelor of Arts in Psychology and Sociology 1982

Associate of Arts 1980

PRIOR TEACHING HISTORY

Began teaching part-time while directing the Professional Practice Program at Boston University, and eventually took on greater than full-time teaching load. Consistently received exceptional evaluations from course participants and accolades from faculty and program administrators. Developed and de- livered all courses listed, with the two exceptions: 1. Co-developed and taught one semester of Organisations: Change and Development as part of research project: “Team Teaching and Co-Facilitation.” 2. Developed and instructed Managing Organisational Conflict and Change one semester with an associate who shared research interests in chaos theory and self-organising systems. Findings on this research were presented at the annual conference of the Society for Chaos Theory in the Social Sciences.

Emmanuel College, Master of Science in Management and Graduate Program in Human Resource Management, Boston, Massachusetts 1993 - 1996

• Organisational Behavior • Leadership Capstone.

• Applied Action Research • Organisations: Change and Development

Performance Management Seminar • Leading and Managing Organisational Transformation J. MARTIN HAYS, ED.D.

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Emerson College, Division of Adult and Continuing Education, Boston, Massachusetts 1994 - 1995

• [A Symbolic Interactionist] Organisational Behavior

• Management and Organisational Communication

Boston University, Graduate School of Management, Boston, Massachusetts 1994 - 1996

• Organisational Behavior • Managing Organisational Conflict and Change

• Leadership

HONOURS

Biographee in Who’s Who in the World 2010, 2011, 2012 editions. Laureate Top 100 Professionals 2011, International Biographical Centre. Nominee for the 2000 Outstanding Intellectuals of the 21st Century program. Nominee for citation in Great Minds of the 21st Century, 5th Edition. Listee of the IBC Top 100 Educators of 2011.

Inductee into the American Order of Merit (A.O.M.), 2011. 2011 International Educator of the Year, International Biographical Centre of Cambridge, England. Nominee for the 2011 Man of the Year, American Biographical Institute, Raleigh, North Carolina, USA.

International Biographical Centre Man of the Year 2011, Cambridge, England. Nominee for the International Peace Prize, 2011, United Cultural Convention. Nominee, International Plato Award for Educational Achievement (Iconic Achievers), 2011. Nominee, International President’s Award for Iconic Achievement, 2011. SCHOLARSHIP

Dissertation: Coming to Terms: Expectations and Reality in Cooperative Education, 1991. Hays, J. (1993). Borders and barriers: boundaries on international experiential education. Paper pre- sented at the 8th World Congress on Co-operative Education, Dublin, Ireland). Hays, J. (1994). Conflict and change in cooperative education. The Journal of Cooperative Education. Hays, J., and Sullivan-Baron, C. (1995). Learning to lead: an integrated experiential education curricu- lum for leadership development. Paper presented at the international conference on Cooperative Edu- cation, Minneapolis, Minnesota.

Hays, J. (1995). Individual learning and development plans: flexible structures to enhance on-site learning in experiential education. Paper presented and workshop conducted at the International Con- ference on Cooperative Education, Portland, Oregon. Hays, J., and Kerr, T. (1995). Academic advising and cooperative education: a natural union. In Glennon, R., and F. Vowell (Eds.) Academic Advising as a Comprehensive Process, (Ch. 21), pp. 125 – 132. Hays, J., and Wolff, S. (1996). Self-organising systems in the classroom. Paper presented at the 4th International Symposium on Chaos Theory in Psychology and the Social Sciences, Long Island, NY. Hays, J., Crago, D., Dagwell, C., Oswald, S., and Regan, M. (1998). Critical success factors in the im- plementation of self-directing teams. Paper presented at Techcon ’98, Sydney, Australia. J. MARTIN HAYS, ED.D.

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Hays, J. and Winter, R (2003). Business planning and performance management systems: a case study of alignment, system supports and cultural attributes. Paper presented at the annual conference of the Australian New Zealand Academy of Management.

Hays, J. and Winter, R. (2004). Systemic properties of performance management. Paper presented at the International Conference on Performance Management and Measurement, Edinburgh, Scotland, and published in Performance Measurement and Management: Public and Private (ISBN: 0 9533761), pp. 1077-1084.

Hays, J. (2004). A roadmap for change in the healthcare sector. Presented at the Inaugural Confer- ence on Non-Profit Marketing, Canberra, Australia, and published in Nonprofit Marketing: Perspectives and Advances (ISBN: 0-646-43940-5).

Hays, J. (2004). Building High-performance Teams: A Practitioner’s Guide. Canberra: Argos. Hays, J. (2004). Reflection, insight, and empathy: uncommon outcomes in management education. Paper presented at the 18th Annual Conference of the Australian and New Zealand Academy of Man- agement; published in the proceedings (ISBN 0-476-01131-0), Dunedin, NZ, 9-12 December. Hays, J. (2005). Dynamics of organisational wisdom. Paper presented at the 5th International Confer- ence on Knowledge, Culture, and Learning, Rhodes, Greece, 19-22 July, 2005. Hays, J. (2006). Learning and change in the healthcare sector, in Campling, J., Poole, D., Wiesner, R., and J. Schermerhorn, Management: 2nd Asia-Pacific Edition. Milton: Wiley, pp. W-18 – W-25. Hays, J. (2006). Learning and change in the healthcare sector: an integrative case. Paper presented at the 23rd International Conference on Case Method Research and Application; published in the pro- ceedings Interactive Learning: The Next Generation (ISSN: 1931-7549), Brisbane, Australia, 2-6 July, 2006. Hays. J. (2007). Dynamics of workplace empowerment and democratization (Ch. 8), in Empowering Teams: An Introduction. Bangalore: ICFAI, pp. 112-135. Hays, J. (2007). Building and sustaining self-directed teams, in Empowering Teams: An Introduction. Bangalore: ICFAI, pp. 12-31.

Hays, J. (2008). High-performance teams and Communities of Practice. International Journal of Business and Economics, Vol. 7, No. 1.

Hays, J. (2008). Dynamics of organisational wisdom. The Business Renaissance Quarterly, Vol. 2, Is. 4, pp. 77-122.

Hays, J. (2008). Teacher as servant: applications of Greenleaf’s servant leadership in higher education. Journal of Global Business Issues, Vol. 2, Is. 1, pp. 113 – 134. Hays, J. (2008). Threshold and transformation. European Journal of Management, Vol. 8, No. 3, pp. 24- 46.

Hays, J., and Kim, C. (2008). Renaissance Leadership: Transforming Leadership for the 21st Century. Part I: The New Leadership. The Australian National University School of Management, Marketing, and Inter- national Business Working Paper Series. ISSN: 1833-6558. Hays, J., and Kim, C. (2008). Renaissance Leadership: Transforming Leadership for the 21st Century. Part II: New Leadership Development. The Australian National University School of Management, Market- ing, and International Business Working Paper Series. ISSN: 1833-6558. Hays, J. (2009). Practicing community. Journal of Sociology, Social Work and Social Welfare, Vol. 3, Is. 1. Hays, J. (2009). Going with the flow: teaching as being, not technique. Paper presented at the annual conference of the Australian and New Zealand Academy of Management (ANZAM), Melbourne, Aus- tralia, December 2 - 4, 2009. Published in the proceedings: ISBN 1 86308 157 7. J. MARTIN HAYS, ED.D.

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Hays, J. (2009). Collective intelligence, communal mind, and the ecology of wisdom. Paper presented at the annual conference of the Australian and New Zealand Academy of Management (ANZAM), Melbourne, Australia, December 2 - 4, 2009. Published in the proceedings: ISBN 1 86308 157 7. Qian, J., Hays, J., Chen, G., and Lin, X. (2009). Mentoring and employee job-induced stress: an ex- amination of the cultural context on mentoring effects in China. Paper presented at the annual confer- ence of the Australian and New Zealand Academy of Management (ANZAM), Melbourne, Australia, December 2 - 4, 2009. Published in the proceedings: ISBN 1 86308 157 7. Hays, J. and Kim, C. (2009). Renaissance leadership: transforming leadership for the 21st century. Paper presented at the Asia Pacific Expert Seminar 2009 hosted by Asia Pacific International College, 19 - 20 November 2009, Sydney, Australia. Published in the conference proceedings: ISBN 978-0- 646-52403-0.

Hays, J. (2010). The ecology of wisdom. Management & Marketing journal. Vol. 5. No. 1, pp. 71-92. Hays, J. (2010). Mapping the wisdom ecosystem. Management & Marketing journal. Vol. 5, No. 2, pp. 19-66.

Hays, J. (2010). The wisdom of dialogue. Paper presented at the inaugural Wisdom in Management Conference, hosted by the Australian National University, Canberra, Australia,

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