This study supported the emergence of a transformative learning and planning community among marginalized informal settlers in Manila, Philippines. The research was rooted in transformative learning theory while drawing from systems theory, planning, and development participation. We adapted the Search Conference (SC) to examine the process of transformative learning within one community. We customized the SC to local learning styles and culture, incorporating more visual and kinesthetic activities by using participatory development tools. With their involvement in participatory action research, participants drove the process from design, to evaluation, and follow-up through cycles of reflection and action. The findings suggest that a community-driven planning process, undertaken in an environment supportive of transformative learning, can foster meaning making, empowerment, and the emergence of a self-managing group. Our research demonstrated that when people engage in critical systemic thinking about their poverty, this can result in learning and actions that transform their lives.

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In a Word A retreat is a meeting designed and organized to facilitate the ability of a group to step back from day-to-day activities for a period of concentrated discussion, dialogue, and strategic thinking about their organization's future or specific issues. Organizations will reap full benefits if they follow basic rules. RationalePeople look forward to retreats (or workshops) with excitement or dread. At best, it is a time for renewal, team building, and focusing work. At worst, it is a dull 2 days of lectures or extended meetings. A good retreat works in three dimensions-the practical, the ideal, and the political-ignore any one and you are headed for trouble. ApplicationsThere are as many reasons for conducting a retreat as there are issues and challenges facing an organization. Among the most common uses of retreats are

In a Word Simple planning and a little discipline can turn an ordinary presentation into a lively and engaging event.From interviews and our own observations, this scenario is too common: the speaker at a seminar shares about thirty slides, skipping over many. Time goes on … and on. Some participants lose interest; others are distracted. Some even slip out. Finally, the sponsor says, "Time has run out, but maybe we can have one or two questions." It looked as though the speaker had just reached the heart of the matter and it was over. What happened?In most organizations, staff are busy and they vote with their feet. If they are bored or not actively engaged, many find excuses to leave the room. Some never return to seminars sponsored by the same staff member. The good news is that guidelines for effective seminars and brown bags are simple and do not depend on the speaking ability of the person sharing the message.