INNOVATIVE THINKING SYSTEM

It’s time to innovate.

Whether you want to innovate the business model, the products, the processes, the sales and marketing – this is the time to innovate.

Let’s look at the game of innovation.

First thing to understand is INNOVATION is not equal to CREATIVITY.

INNOVATION = CREATIVITY + IMPLEMENTATION

Innovative Thinking System – ITS – Overall Flow

There are 4 key phases of any good innovative thinking system.


1st Phase is Generating New Ideas

Most people think that Innovation means creating new ideas.

NO.

Creating new ideas is only the 1st step.

How do you create new ideas?

Some people have a mental block from their childhood that they are not CREATIVE.

It is not true.

We have not learn’t and practiced CREATIVITY and anything that we haven’t learn’t and practiced, we are not good at it.

So creativity is a matter of learning and practicing.

What one can use here are the various Divergent Thinking Methods. Divergent thinking helps individuals and teams to go beyond the mental blocks and create an abundance of ideas.

Some of the famous divergent thinking methods are:

Technique B – Breaking down Common Notions

Technique D – Dreaming or Future Visualizing

Technique F – Finding Flaws with current systems to trigger new ideas

Technique O – Overstating and Understating some facts by a huge factor – triggering some new thoughts and ideas

Technique R – Reversing the current way of doing things – again a thought experiment to trigger new ideas

Technique L – Linking two or more unconnected ideas to trigger a new thought process

Technique A – It is a game of adding new options/dimensions or facets to the existing products or services that make a difference.

The next step after generating lots of ideas is to scientifically shortlisting those ideas.

2nd Phase – Scientifically Shortlist ideas with Screening Techniques

Since one cannot experiment or prototype all ideas, we have to shortlist the ideas from the vast list that got created through the divergent thinking process.

This process is called the CONVERGENT THINKING PROCESS.

The famous Screening Techniques are:

  1. Bird’s View and Bug’s View : Seeing Macro and then going micro. Looking at all the ideas and putting them in some categories and then selecting the best ideas in each category.
  2. Decision Screening: Deciding the parameters of evaluating the ideas and then screening the ideas based on the parameters.
  3. Priority Screening: After having some ideas shortlisted, further shortlisting can happen based on the impact priorities. One can also give weightages to the various impact and then evaluate the ideas against those impact parameters.

Next step in the journey is to polish and and develop the shortlisted ideas.

3rd Phase: Polishing and Developing the Shortlisted Ideas

Some of the powerful methods for polishing and developing your ideas into extraordinary proposals are:

Polishing Techniques
Polishing Techniques

The next step in the journey is Implementation. And one needs to create a proper implementation plan to ensure that the idea is converted to reality and the desired benefits are accrued.

The mapping techniques to be used for creating the implementation road maps,

Happy Innovating!

Best Wishes from Manoj Onkar – manoj@managementinnovations.co.in

Leadership is too important to leave it to ‘Leaders’. Isn’t it?

Organizations can no more afford to relate to some ‘leaders’ as leaders and bet the future of the whole organization and the eco-system on them. Also one is betting the PURPOSE and VISION of the Organization.

In this really VUCA World, companies need to address couple of key Questions?

  1. What is the future of our industry?
  2. What are the changes that are likely to happen or need to happen that no one is working upon?
  3. What is the organizational culture and climate required for us to sense that future ?
  4. How do we get ready for that future?
  5. How do all employees figure in that equation?

3 Transformations for Leadership & Change Management

3 Transformation – 7 Capabilities of Leadership from the Emerging Future

As per Theory U by Dr. Otto Scharmer and the various related conversations, there are 3 key transformations that are critical for new kind of leadership to show up in organizations and in society.

  1. Transforming Perception: Sensing
  2. Transforming Self & Will: Presencing
  3. Transforming Action: Realizing & Fulfilling

Transforming Perception:

The world of Perceptions have 3 key dimensions that one has to deal with initially and the ofcourse some more dimensions have to be addressed.

  1. Transforming Perception about Others and Situation: If we continue to see others and the situation from the old paradigm, then not much new quality of thinking will show up.
  2. Transforming Perception about Ourselves: Similarly one needs a new view of oneself to be able to break the current paradigm of relationship that one has with life and self.
  3. Transforming Other’s Perception about Us: Since results are produced inside of relationships it is important that we transform how others perceive us that would lead to how they respond to us and collaborating with us.

Transforming the world of perception requires Suspending the voice of judgement and opinions about self, situation and others. And redirecting our cynicism with curiosity, compassion and courage.

Producing Results: Getting to the Source

Keeping in mind that producing results itself can be seen at multiple levels.

The visible level is the world of results.

The layer below is what most people understand – that results are causing by efforts. Either your efforts or other’s efforts. Sometimes efforts (action) including inaction.

The layer which most people don’t explore is what influences action.

Action is influenced by Perception. The thought world. The paradigm or model of thinking.

Very rarely do people explore what is influencing the human performance at the core.

The Internal State.

The Systems Thinker – Leading from the Future: A New ...

The internal state is 3 things: 1. INTENTION 2. ATTENTION 3. PRESENCE

Intention: Are you operating from an Ego Intention or an Eco Intention?

Attention: Do you have your attention on you Intention or all the distractions?

Presence: Presence = Present + Sensing. How present you are in the NOW? and How are you practicing deep listening, sensing and sense-making.

TRANSFORMING SELF & WILL:

Transforming Self includes Letting Go of the Past and Letting come the Future.

Giving up Fear and Operating with Courage.

TRANSFORMING ACTION:

Not waiting for perfect ideas, but being in the game of Learning by Doing.

Crystallizing Ideas by communicating, deep listening, sensing and sense-making.

Prototyping : Testing Hypothesis and continually iterating.

Institutionalizing: Scaling up, Involving more stakeholders, creating systems and evolving.

These are the starting principles on which we design and deliver the leadership and change management interventions for corporates and organizations.

Manoj@managementinnovations.co.in

http://bit.ly/LFEFCohort12

Characteristics of Real Leaders : Shifting from EGO to ECO

Leaders of the 21st Century:

They remove themselves from the center.

They create space for others.

They are good at listening.

They are good at holding the space.

They are good at attending to the whole.

They are good at helping people to connect to the edges of the system.

They are good at connecting with an emerging future potential and holding the space for that [conversation]

… Adapted form an article by Dr. Otto Scharmer, MIT

Warm Regards Manoj Onkar

Business Impact of LFEF

Some of the organizational benefits of having the teams participate in the ‘Leadership from the Emerging Future’ (LFEF) Intervention

Producing Results: Getting to the Source
  • Deep Relationships with Customers involving in-depth understanding of the customers’ view of the following:
    • Their Important Objectives
    • What they expect from you
    • How would they measure your performance
  •  Employee Engagement and Ownership:
    • Increased bonding between the team members across levels
    • Increased engagement and contribution from each person
    • Breakthrough in Team Productivity
    • Increased creativity and innovation
    • Increased effectiveness in Problem Solving
  •  Culture of Innovation:
    • Practice of deep listening which leads to generating new insights and ideas
    • Better collaboration to nurture the varied ideas from various sources – not only from small group of people
    • Ability to test hypothesis rapidly and iterate the ideas
  •  Increase efficiency in Project Implementation:
    • Open Communication
    • Collaboration
    • Problem Solving
    • Testing Hypothesis
    • Iterate Solutions
  •  New Business Ideas:
    • Deep Understanding of Customer’s expectations
    • Better Collaboration within teams
    • Rapid Prototyping
    • Scaling and Evolving
3 types of Transformation

For more information contact Manoj@managementinnovations.co.in

For Level 1 Workshop: check brochure : http://bit.ly/LFEFCohort12

7 Leadership Capacities

Seven Theory U Leadership Capacities 
The journey through the U develops seven essential leadership capacities. 


5 Phases of Theory U

1. HOLDING THE SPACE OF LISTENING: The foundational capacity of the U is listening. Listening to others. Listening to oneself. And listening to what emerges from the collective. Effective listening requires the creation of open space in which others can contribute to the whole.

2. OBSERVING: The capacity to suspend the “voice of judgment” is key to moving from projection to focused and peripheral observation.

3. SENSING: Seeing the system from the edges. The preparation for the experience at the bottom of the U requires the tuning of three inner instruments: the open mind, the open heart, and the open will. This opening process is an active “sensing” together as a group. While an open heart allows us to see a situation from the current whole, the open will enables us to begin to sense from the whole that is wanting to emerge.

4. PRESENCING: The capacity to connect to the deepest sources of self—to go to the inner place of stillness where knowing comes to surface.

5. CRYSTALLIZING: When a small group of change makers commit to a shared purpose, the power of their intention creates an energy field that attracts people, opportunities, and resources that make things happen. This core group and its container functions as a vehicle for the whole to manifest.

6. PROTOTYPING: Moving down the left side of the U requires the group to open up and deal with the resistance of thought, emotion, and will; moving up the right side requires the integration of thinking, feeling, and will in the context of practical applications and learning by doing.

7. CO-EVOLVING: A prominent violinist once said that he couldn’t simply play his violin in Chartres cathedral; he had to “play” the entire space, what he called the “macro violin,” in order to do justice to both the space and the music. Likewise, organizations need to perform at this macro level: they need to convene the right sets of players in order to help them to co-sensing and co-create at the scale of the whole.

To know more about Leadership from the Emerging Future and to bring this new qualities of leadership in your organization reach out to MANAGEMENT INNOVATIONS.

Manoj Onkar – manoj@managementinnovations.co.in; 91-9106456275 http://bit.ly/LFEFCohort12

Producing Results: Getting to the Source of Results

Anatomy of Producing Results

We are always looking at producing some results. Causing something. Avoiding something. Making something happen. Ensuring something doesn’t happen.

What causes Results? Actions.

Your Actions. Other People’s Actions. Also Inactions.

What influences Actions? Thought Patterns

As thought patterns change, one sees a change in actions and behaviours.

What influences Thought Patterns?

That is the million dollar question. That is the blindspot for most people.

The source of the thought patterns is the internal state that leaders and team members are operating from.

What is the internal state?

As Dr. Otto Scharmer mentions in Theory U – the internal state consists of 3 elements:

  1. Intention : What is your Intention? Is it an EGO Intention or an ECO Intention
  2. Attention: What is the quality of your attention? Is it on your Intention or are you distracted with the routine or the emergency.
  3. Presence: What is the quality of your being present and sensing (deep listening, sensing and sense-making)

This is one of the elements that we train in-depth in the Leadership from the Emerging Future workshops and interventions.

http://bit.ly/LFEFCohort12

For more information, you may reach out to manoj@managementinnovations.co.in

What is Leadership in the 21st Century: Transforming PPP (Perception, Paradigm and Performance)

While leadership is accountable for the Performance and the Results. Leadership doesn’t cause the results. Leaders are not necessarily causing the results themselves. They are creating the environment in which results happen.

The environment in which results happen includes the culture of the team and organization. It also includes the paradigm in which people operate.

To transform the paradigm in which people operate, firstly the leaders need to transform the perceptions and help the team to transform the perceptions.

Unless there are new perceptions, there is no new paradigm and no innovation. No real Leadership.

There are 3 key perceptions that the leaders and the team need to transform:

  1. Perceptions about the stakeholders, their challenges, their ambitions and their world view
  2. Perceptions about Self – as individuals and as team
  3. Perceptions others have about you – again as individuals and as team/organization

Once the perceptions are transformed, then the game shows up differently. A new paradigm is created.

A new paradigm in which the stakeholders can give up their positions and get into the space of understanding multiple views, multiple concerns and include all of them in the learning journey.

Inside this new paradigm there is space for collaboration and co-creation.

This is the beginning of a new era of leadership – Leadership of the 21st Century.

Welcome to the Leadership from the Emerging Future. http://bit.ly/LFEFCohort12

Regards Manoj Onkar – manoj@managementinnovations.co.in

Transforming the leadership and consciousness with which organizations, society and individuals operate.

For Leadership Team and Change Makers.

Get trained and certified in the world’s powerful technology and make a big difference for your organizations.

Master :

  1. Leadership Transformation
  2. Change Management
  3. Organizational Culture
  4. Management Development & Supervisor Development
  5. Teamwork & Breakthrough Collaboration
  6. Stakeholder Relationships
  7. Sales and Customer Service

Technology that you use in large organizations and small organizations, for profit as well as in social organizations.

Also relevant if you are operating in the educational institution space.

Technology developed by professors from MIT, USA and used by companies like Google, Alibaba, McKinsey, PWC, Fujitsu, Glaxosmithkline and organizations like World Bank and many more.

http://bit.ly/LFEFCohort12

Contact manoj@managementinnovations.co.in for more information.

WhatsApp: 91 – 9106456275

Sustainable Food Lab – Sensing the future that wants to emerge

SUSTAINABLE FOOD LAB

WWW. SUSTAINABLEFOODLAB.ORG

The Sustainable Food Lab (SFL) comprises leaders from more than 100 organizations that represent a microcosm of the stakeholders in food delivery systems.

The purpose of this large-scale intervention is to make food systems more sustainable.

Current members include individuals from the following companies: Carrefour, General Mills, Nutreco, Organic Valley Cooperative, Rabobank, Sadia, Costco, US Foodservice, SYSCO, and Unilever; from governmental organizations in Brazil and the Netherlands, plus the European Commission, the International Finance Corporation, and the World Bank; from civil society organizations including the National Confederation of Agricultural Workers of Brazil, Oxfam, The Nature Conservancy, the World Forum of Fish Harvesters and Fish workers, and the World Wildlife Fund.

The Lab’s prototyping projects are addressing supply chain innovations, demand pull for sustainability, purchasing standards, and policy changes.

Excerpt from https://www.presencing.org/assets/images/theory-u/Theory_U_Exec_Summary.pdf

We offer customized leadership development and change management workshops and consulting services to organizations. We also collaborate with educational institutions to help them include Theory U principles in their curriculum and offerings.

We also conduct open workshops on Leadership from the Emerging Future :

Theory U & the African Public Health Initiatives

THE AFRICAN PUBLIC HEALTH, LEADERSHIP AND SYSTEMS INNOVATION INITIATIVE:

This initiative will develop a replicable model for improving public health leadership and system performance using an approach called the Innovation Lab.

The Innovation Lab increases leaders’ effectiveness by cultivating their managerial skills and by addressing the attitudes, values, and relationships that drive behavior. It stimulates system change by enabling cross-sectoral leadership teams to take advantage of new opportunities and to clear bottlenecks.

The Innovation Lab in Namibia will convene healthcare leadership teams from government, business, and civil society.

Teams will be guided through an intensive leadership development and project-based learning experience over two years.

The pilot project of this approach seeks to benefit people who are underserved by current healthcare systems, particularly those living on less than $2/day.

The proposal has been cocreated by the Synergos Institute, the Presencing Institute, Generon Consulting, and McKinsey & Company in collaboration with partners in the global South and has been submitted to the Bill and Melinda Gates Foundation for funding.

Excerpt from https://www.presencing.org/assets/images/theory-u/Theory_U_Exec_Summary.pdf

We offer customized trainings, workshops and consulting services in the field of leadership development, culture transformation, stakeholder relationship development, strategy implementation and L & OD initiatives.

Our open workshop on Leadership and Change Management is also available: http://bit.ly/LFEFCohort12

Leadership & Change Management with Theory U @ ELIAS: Creating a global innovation eco-system

ELIAS: CREATING A GLOBAL INNOVATION ECO SYSTEM

www.ELIAS-GLOBAL.com

ELIAS (Emerging Leaders for Innovation Across Sectors) is a network of twenty global business, government, and civic organizations dedicated to finding productive solutions to the most confounding dilemmas of our time. Each member is a powerhouse in its realm—BASF, BP, Oxfam, Nissan, the Society for Organizational Learning, Unilever, the UN Global Compact, UNICEF, the World Bank Institute, and the World Wildlife Fund, among others.

Together ELIAS members are examining problems by combining systems thinking, deepened personal awareness, and listening skills with hands-on prototyping in order to develop and test new cross-sector approaches to some of today’s most difficult challenges.

The ELIAS pilot program convened a group of 25 high-potential leaders from these organizations and sent them on an intensive learning journey that included training in leadership capacity building and hands-on systems innovation.

After shadowing each other in their work environments (each fellow spent several days in the life of one or more peers in another business sector), the group travelled to China in the fall of 2006, where they engaged in discussions with Chinese thought leaders, consulted with sustainability engineers, journeyed to rural China to observe emerging challenges, and capped the trip with a week of contemplative retreat.

• One of the prototyping projects developed by the ELIAS pilot group is the Sunbelt team, which is exploring methods for bringing solar- and wind generated power to marginalized communities, especially in the global South. This decentralized, distributive, democratic model would significantly reduce CO2 emissions and foster economic growth and well-being in rural communities.

• Another team is testing alternative energy resources, such as the indigenous development of renewable and hybrid sources of power for the Chinese automotive industry.

• An Africa-based team is testing mobile community-based life education as a way to uproot the HIV/AIDS pandemic.

• An ELIAS fellow from the Indonesian Ministry of Trade applied the U process to government policies for sustainable sugar production in Indonesia. His idea was to involve all key stakeholders in the policymaking process.

The results were stunning: for the first time ever the Ministry’s policies did not result in violent protests or riots by farmers or other key stakeholders in the value chain.

Now, the same approach is being applied to other commodities and to standards for sustainable production. The Indonesia-based ELIAS team plans to launch a country version of the ELIAS cross-sector innovation platform in early 2008 that will focus on the severe flooding problems in Jakarta.

• A Brazil-based team is focused on integrating the whole demand-and supply chain for organic agricultural products. They are creating infrastructures, raising awareness, and building skills and support networks of small farmers using organic agricultural methods.

The goals include improving contractual fairness and creating a transparency that allows the entire value chain, from the farmers to the consumers, to see one another, connect, and co-evolve.

The ELIAS team from Brazil also intends to launch a country version of the ELIAS innovation platform in Brazil in 2008.

• In the Philippines, one ELIAS fellow of Unilever teamed up with former colleagues who now work in the NGO sector to form a venture (MicroVentures) that advises and finances women micro-entrepreneurs in the Philippines by leveraging the Unilever business and its network at the community level. What started as an idea by a few people two years ago has turned into a vibrant and rapidly evolving global network of changemakers and prototyping projects.

In addition to company-city- and country-specific projects and programs, ELIAS fellows have developed a global ecology of prototyping initiatives and an alumni network of high-potential leaders in some of the most innovative institutions in business, government, and the NGO sector.

Together, this global network hopes to use a web of activities develop the capacity to respond to some of the key challenges of our time in truly innovative ways (Field 4 responses).

Other outcomes of participation in the ELIAS program include:

  1. Prototypes of cross-sector innovation that address that shared challenges of

• creating value for the triple bottom line—the environment, society, and the

• economy—with the ultimate goal of advancing global sustainability

  • A steadily growing network of leaders from the public, private, and civic sectors

• that will enhance and accelerate the benefits to individual members

  • Information and ideas for innovative solutions to individual members’

• challenges

  • An enhanced capacity among leaders to deal with the complexity of    

globalization

• and sustainable development through practical innovations.

We, at MANAGEMENT INNOVATIONS offer curated courses and consulting services on Theory U and Leadership from the Emerging Future from the commitment to alter the consciousness with which organizations, society and leadership operate.

One of our Leadership and Change Management workshops offered for senior leadership teams and entrepreneurs globally is *Leadership from the Emerging Future* a 3 month video conference based workshop series. We have had participation from 28 industries and 8 countries till now.

http://bit.ly/LFEFCohort12

Our Cohort 12 starts from 24th February 2020.

For more information contact manoj@managementinnovations.co.in; 91-9106456275

Why Leadership Education needs to change?

To bring different results on the planet, we need different leadership. Actually we need a different leadership paradigm.

Shifting from Past based to based on sensing and actualizing the higher future possibilities.

Shifting from EGO to ECO. From thinking of some people, some interest groups to thinking of one and all – holistic, all inclusive.

Shifting from the economy of ignorance, hate and fear to economy of curiosity, compassion and courage.

Shifting from leadership as an individual phenomenon to leadership as a collective capacity to sense and actualize the higher future possibility. The world of co-creation.

We would like to discuss further with various stakeholders in the area of leadership and management development in institutions and organizations world wide.

Thanks Manoj Onkar Email: manoj@managementinnovations.co.in

Creating 21st Century University – Transforming Higher Education, Management & Leadership Development

  • Why higher education needs to change?
  • Education needs to prepare people aware of the current world challenges and be able to bring new perspectives to address the current world.
  • Also education needs to help people develop themselves for sensing the future and actualizing the highest future possibility.
Current Reality

What are the key points for transforming education?

  1. Build Vertical Literacy
  2. Learning as kindling of the flame
  3. Action Learning: Shift the outer place of Learning. Learning by doing.
  4. Whole Person Learning: Shift the inner place of Learning.
  5. Ecosystem Leadership: Building Capacity from me to we
  6. Self Knowledge – Know Thyself
  7. Systems Thinking – Make the system see itself
  8. Social Arts and Aesthetics – Make the system sense itself
  9. Science 2.0: Observe the Observer (Self)
  10. Tech 2.0: Create awareness based social technologies
  11. Democratize – Build infrastructure for deep learning @ Scale
  12. Third and Fourth Teacher : Place and Social Fields

Leadership and Change Management with Theory U @ HP

HEWLETT PACKARD


As part of the work done by Dr. Otto Scharmer and team, among many global organizations, HP has applied Theory U in change efforts within its digital photography business portfolio, focusing on improving the customer experience and cross-category business strategies.

In 2005, HP launched an effort to improve the value of its digital photography products and services by designing compelling customer experiences across its broad portfolio.

Although originally designed to focus on customer experiences, interviews with executives revealed that delivering satisfying customer experiences would require substantial cross-category and cross-value chain strategy development and
alignment.

 A more holistic change effort was then developed and launched, consisting of four tracks:

(1) an Executive Leadership track to address executive learning and leadership, including management of portfolio objectives and leading interdependent cross-business programs;

(2) an Experience Design Operating Model to address governance, decision-making, collaboration, and lifecycle processes;

(3) an Experience Design track to develop the design capabilities and capacity required to meet business goals; and

(4) an Organizational Development track to grow the broader organizational culture in support of the previous three tracks.

In the Executive Leadership track, an initial workshop established a common ground perspective of the digital photography opportunities and challenges.

This workshop also established a learning agenda that served as the foundation for executive learning journeys.

Based on the initial positive results of the digital photography effort, HP is now pursuing a broader use of Theory U in change efforts in its Imaging and Printing Group.

Excerpt from https://www.presencing.org/assets/images/theory-u/Theory_U_Exec_Summary.pdf

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We offer training and consulting interventions customized to organizational perspectives.

Our open workshops have been a great opportunity to get introduced to the power of Theory U and Leadership from the Emerging Future.

The video conference based workshops allow people to participate in this world class leadership and change management opportunity from anywhere in the world.

http://bit.ly/LFEFCohort12

For more information contact Manoj Onkar – 9106456275; manoj@managementinnovations.co.in

Leadership and Change Management with Theory U@ German Healthcare Network

Excerpt from https://www.presencing.org/assets/images/theory-u/Theory_U_Exec_Summary.pdf

Multi-stakeholder Innovation
TRANSFORMING A REGIONAL HEALTHCARE SYSTEM IN GERMANY


In a rural area of approximately 300,000 inhabitants near Frankfurt, Germany, a network of physicians applied the U process in several ways, including in a patient-physician dialogue forum.

When negotiations between the physicians’ network and the insurance company stalled, the core group of physicians invited other physicians and their patients to a one-day meeting designed around the U process.

In preparation for the meeting, a group of students trained in dialogue interviews spoke with 130 patients and their physicians. Then they invited
all of the interviewees to a feedback session, which 100 of them attended.

During this event and afterward, the patients and physicians moved from politeness and debate to real dialogue and thinking together.


The initiatives formed or crystallized during this day had a profound impact on the region.


One group proposed a standard format for transferring information between hospitals and outside physicians and has since opened an office for the outside physicians at the largest hospital in the region. It is jointly run by the clinic and residential physicians and works to improve critical interface between the two.


The group also prototyped and then institutionalized a new program that provides better emergency care for patients, incorporates cross-institutional cooperation, and costs less.

As a result, factor 4 cost savings have been realized, and patient complaints in that region have decreased to almost zero.

*****

We offer curated courses on leadership and change management for corporates, government and not for profit organizations.

We also offer in person and video conference based live workshops.

Our next batch is scheduled to start in Feb. 2020 http://bit.ly/LFEFCohort12

Leadership and Change Management with Theory U @ Royal Dutch Shell

ROYAL DUTCH  SHELL


Shell has applied some key elements of Theory U in change efforts at Shell EP Europe. In 2005 the organization was experiencing significant problems getting its new Plant Maintenance process to work.

One site, a gas plant in the Netherlands, with about 60 staff members, was selected to be the pilot site for diagnosing what was going on.

Interviews with Shell staff revealed that the problems in the organization,
while being attributed to new SAP software, were more likely symptoms of the way people were working together.
The rich material gained from the interviews allowed a team of internal consultants to develop a number of “what’s in it for me?” propositions as a way of tapping into people’s feelings. The propositions, in the form of cartoons, were used in two small focus groups of six or seven people to help Shell staff visualize a different future.

In the focus group dialogues, Shell employees were able to express some of their deeper feelings about working at the plant and about SAP. They expressed a desire for less conflict during the workday, and they welcomed ideas for a new approach to organizational effectiveness.

Instead of seeking any specific business targets, the team sought to create a better environment for learning, innovation, and change. The results of that approach proved to be powerful and sustainable.

Says Jurry Swart of Shell: “After a couple of months we saw the output KPI’s [key performance indicators] of the process improving.

Furthermore, we saw a cultural change in the whole organization, from being negative and skeptical to one of inquiry and keenness to move forward. A survey of the Shell participants revealed greater motivation and reduced frustration at the gas plant site.”

Excerpt from https://www.presencing.org/assets/images/theory-u/Theory_U_Exec_Summary.pdf

http://bit.ly/LFEFCohort12 – Our Curated Course for Leaders and Entrepreneurs

Leading in the Changing Economic Context

While management is about “Getting things done’, Leadership is about creating and cultivating the larger context – the fertile common ground and soil in which things can happen.

Initially, business leaders embraced a directive approach i.e. command and control. Leaders setting the agenda and objectives designed to mobilize and guide the whole company.

In the complex environment, that doesn’t work too well – How can you command and control when the most important goals, objectives, issues and opportunities are not known up front but tend to emerge over time?

As a response to the above challenge, leaders started to balance setting goals and direction while increasing people participation across the organization.

Now we are in the third phase.

Blank Canvas

This phase is concerned with creating the conditions that inspire people, teams and networks to operate from a ‘different place’. In this era, organizations can achieve peak performance by creating conditions that all them to unleash the power of their people – not leading them, not managing them, but by co-inspiring them.

For high performance organizations to evolve, leaders have to extend their focus of attention from processes to using the “blank canvas” dimensions of leadership.

They must help people access their sources of inspiration, intuition and imagination. Like an artist standing in front of the blank canvas, leaders must develop a capacity to shift their organization so that its members can sense and articulate emerging futures, both individually and collectively.

The Changing  Economic Context
   
Goods Services Innovation
 
Focus of Value Creation Make standardised products Deliver customized services Stage and co-create personalized experiences
       
Customer as Target for Mass Marketing Target for Mass Customization Partner for Co-Creation
       
Economics Economies of Scale Economies of Scope Economies of Presencing
       
Organizational Model Functional,  Divisional, Networked,
  Single Sphere: Mass Production Two Spheres: Production, Customer Interface Three Spheres: Production, Customer Interface, Innovation
       
Location of Entrepreneurial Impulse Centre of one’s own organization (Product Focus) Periphery of one’s own organization (Customer focus) Surrounding sphere of one’s own organization (co-creation focus)
       
Relationship Logic with Customers PUSH ( Product driven) PULL ( Service driven) PRESENCE (Co-creation driven)
       
Managerial Mindset The world is as it is.                      Self = Onlooker The world evolves as people interact. Self = Participant The world arises as we choose to attend. Self = Source of Co-creation

Above table from the book Theory U by MIT Prof. Dr. Otto Scharmer point that, today, most organizations are not one, but three. Three spheres are Production, Customer Interface and Innovation.

And each of their 3 spheres functions according to a different set of principles.

In Production, the primary principle is Economies of Scale.

In Customer Interface, the primary principle is Economies of Scope.

For Innovation, it is Economies of Presencing; that is, the capacity to sense and shape emerging future possibilities.

To see these patterns accurately, one must look beyond a single organization and begin to see larger economic contexts in which companies co-evolve.

As companies evolve into this next stage, they begin to see the increased need to develop their presence based relational skills.

In order to deal with with disruptive stakeholder situations, managers must be able to tap into their inner sources of creativity and operate from the ECO context – not just individually but as part of a larger organizational field.

They must learn to function within emerging complexity.

The above articles in an excerpt from the book Theory U.

We offer organizations workshops and consulting interventions to help them transform their leadership and build organizations ready to thrive in the VUCA world.

Our introductory workshop both online and in-person can kick start the journey for the organizational leadership team.

Check out: http://bit.ly/LFEFCohort12 – information about our batch starting from Feb. 2020. Thanks Manoj:manoj@managementinnovations.co.in

Ignorance -> Hate -> Fear

The mass hysteria of CAA, Brexit, Trump and a World of Absencing/De-sensing …

Absencing by Dr. Otto Scharmer

Also visible in Organizations, Communities and families.

Everyone speaking – no one really listening. Deep Listening.

Stuck in the absencing shown above and in inverted U below, instead of the bottom U of Presencing

Presencing (Creation) Vs Absencing (Destruction) by Dr. Otto Scharmer

Economies of Destruction: Social Pathology

We are stuck in downloading. Downloading is when instead of seeing what is happening out in the world, really, we are listening to our default world of opinions and judgements. Ofcourse, when we are listening to the our opinions and judgements, we will ongoingly reinforce our opinions and judgement.

That leads to Blinding. Getting stuck in One Truth and One View. And ofcourse, each one of us is 100% clear that our Truth and our View is the only valid Truth/ View.

The next phase is Denial of validity of everyone else which ultimately leads to labelling and De-Sensing. That is the phase of groupism. US vs THEM. And ofcourse the US is always right and the THEM is always wrong.

The continual Blinding, Denial and De-Sensing leads to Getting Stuck in One Will (My/Our Will) and begin to manipulate, abuse and destory every other possibility.

This is the cycle of IGNORANCE –-> HATE –> FEAR.

But there is a way out.

Social Presencing:

Human Beings have the ability, less used ability, but, there nevertheless of causing a new paradigm, a new reality.

It begins with LISTENING. Deep Listening.

Noticing our Voice of opinions and judgements, suspending them and listening for facts. Seeing the world – what is really happening instead of what we strongly believe is happening.

Instead of de-sensing, we stepping out of our world view for a moment, and seeing the world from other’s perspective. Redirecting our Cynicism and Opening our Heart to seeing the world from other’s eyes.

And most importantly, noticing our Voice of Fear and seeing how it gets us stuck in the past and fixed ways of being. Letting go of the past and allowing new futures to emerge.

This is the new kind of leadership required in the Chaos of the current times. In society and in organizations.

This is the kind of leaderships that we all, not some, all of us, are called upon to provide.

Open Mind (Curiosity) —> Open Heart (Compassion) —> Open Will ( Courage)

The future of humanity depends on it.

Manoj Onkar

manoj@managementinnovations.co.in

Management Salt: 3 Cs of Creating an Innovation Culture

3 Critical Components of an Innovation Culture are:

Curiosity

Compassion

and

Courage.

Curiosity:

Curiosity is the primary driver for learning, exploring, asking, observing, seeking and experimenting.

Curiosity allows us to suspend our opinions and judgements, and stuckness to the past and opens the possibility of finding out new facts, new paradigms, new data points and through all of them new worlds or parts of the world we didn’t know exist.

Compassion:

Compassion allows the space of empathy, deep connection with people, seeing the world from other’s eyes.

Innovation is difference making, when it is done enriched by the viewing the situation, challenges and opportunities from the view of the users, customers and stakeholders.

Courage:

Courage facilitates a new relationship with fear and failure, which is critical for the space of innovation. Courage to try out the new,take some risk, experiment, fail, learn and try again many times over.

Curiosity, Compassion and Courage in the teams will allow learning, collaboration and co-creation as the stepping stones for innovation and innovation culture.

Manoj Onkar

manoj@managementinnovation.co.in

Management Salt: Change Management Basics

“If you want to learn about an organization, try to change it.” ~ Kurt Lewin

Any system or part of the system that you want to change – you can explore the system at 4 levels.

Level 1: Visible Level: Symptoms, Results, Effects

This is the level which is easily visible and many a times our change efforts get focussed on the visible parameters only.

They are important as part of the dashboard, but that is not the source issue and hence all the efforts here are likely to give limited impact or short term impact and the issue showing up again in some other format.

Definitely an opportunity to cause a breakthrough by addressing the underlying issues gets missed out.

Level 2: Partially Visible Level: Behaviours

Behaviours of the various players in the system are directly or indirectly causing the results which one is trying to change.

Understanding the behaviours and bringing the required change in the behaviours would help in producing much better impact.

People can be trained to act differently and that will lead to change in the results.

Level 3: InVisible Level: Thinking Patterns of Individuals and Organizations

Going deeper in the iceberg model, one discovers that the behaviours that one is trying to change are rooted in the thinking patterns and models of the people concerned.

Unearthing the thinking patterns and models, deep rooted assumptions, taken for granted realities, allows one to question the current paradigms and explore other ways to look at the issues.

Thus getting unstuck with the habitual and systemic thinking patterns, allows for new dimensions to open up, leading to a natural shift in the behaviours resulting in the proportional shift in the results and outcomes.

Level 4: InVisible Level: Internal State of the Leaders and People Concerned

At the deepest level, one discovers the fundamental blindspot.

The success of an intervention depends on the interior condition of the intervenor... Bill O’Brien

Beyond the behaviours and the thinking process, is the internal state of the people that is at the source of the outcomes. This internal state is function of the Quality of Intention and Quality of Attention.

Intention is not the most powerful force, it is the only force.” (W. Brian Arthur)

Is the intention an Ego intention or an Eco intention? Is it for the benefit of one or small group of people OR is it for the greater good.

When you have an ECO Intention, universe supports you.

When you put your Attention on this Eco Intention, then your thoughts, actions and behaviours start aligning to the intention. You start getting like minded people into the game. And the change management process starts moving with a life and power of its own spirit.

What are the systems or part of the systems that you are trying to change?

Is your focus on the Results and Outcomes level, or are you digging deeper at the behavioural dimension? You can also go towards the source by looking at the thinking patterns and models of people concerned. And you may hit the jackpot by connecting to the bigger intention and supporting everyone to have their attention on their bigger intention.

The above writeup is based on our understanding and experience while bringing the principles of Theory U by Dr. Otto Scharmer to the various challenges that we see with our client organizations.

For more information and guidance, you may reach out to manoj@managementinnovations.co.in

Management Salt: What is the problem with Visioning Process and how do you deal with it?

There are 2 key elements in a Visioning Process.

The first point is Whose Vision is it?

Is it a Vision or a flaky statement of desire? If it is a Vision, is it an EGO Vision or an ECO Vision? i.e. is it about some small group of people or is it about all the stakeholders including the marginal ones. Is it connected to people’s logic OR is it also connecting to their heart? How many people in the organization are inspired and given by the Vision? How many people have co-created that Vision and have a sense of authorship and ownership of that Vision?

The second point is Is that Vision in alignment with the Future that wants to emerge?

Mostly Vision’s are about What a group of people want to will into existence. If it is not in sync with the Future that wants to emerge, the universe is not going to support the fulfillment of such a Vision.

Theory U by MIT Prof. Dr. Otto Scharmer

How do you address the 2 challenges in the Visioning Process?

  1. When the leadership team listens deeply to all the stakeholders and sees the world from their eyes, then they can develop the ability to sense what is needed and wanted.
  2. When the organization as a collective is listening deeply to all the stakeholders, then they can develop the capability to sense the future that wants to emerge
  3. When the culture of the organization is of authentic collaboration and co-creation within and outside the organization then one can sense the future that wants to emerge and also the appropriate pathway for the same.

Blindspots and Barriers to being aware of and transform are:

  1. Listening: Everyone thinks that we are great listeners, but most people don’t experience that they have been listened to and their world is gotten by others.
  2. Open Mind: Most of us have an open mind, open enough to fit things that we understand and agree upon.
  3. Open Heart: Most of us have an open heart, for people who think like us OR think in the way we want them to think.
  4. Open Will: Yes, we are open for new possibilities, new ideas, new actions till the time we are comfortable with them.

Hope you got the joke…

What can we do?

  1. It might be helpful if we can train ourselves to be authentically curious, curious enough to be able to suspend our opinions and judgements.
  2. May be develop some compassion, for people who don’t see the world the way we do.
  3. May be, also, let go of the past, stop holding the past, such that there is space for some new futures to emerge.

Thanks for reading. Feel free to contact: Manoj Onkar manoj@managementinnovations.co.in for any clarification on the above OR any Organizational Development and Leadership Transformation Challenge.

MANAGEMENT SALT : How much management is good?

How much management is good?

The guiding principle is: The amount of management required in an organization is inversely proportional to the quality of its people and the quality of alignment among its people.

If your people are a highly competent team of self- generating leaders sourced by the common INTENTION (Purpose), the level of management required is minimum e.g. Salt in cooking.

If you compromise on the competency or alignment of your team, then you have to compensate by excessive management and that leads to a host of impact that an evolved leader or organization doesn’t want to see.

The more management you have – the less leadership you have in your organization. Leaders need minimum management.

How do you create an organization of self- generating competent leaders aligned to the INTENTION of the organization is the key question for the CEO and the top leadership team.

If you do the job of getting the right people – competent people, who have also mastered deep listening and sensing and invest in generating a common PURPOSE – raison d’etre for your organization and the team – you don’t need to do excessive management.

What do you think?

For more information on how you can create an organizational culture of more leadership and initiative from people and reduce the need for too much supervision and management, contact: Manoj Onkar – 91-9106456275; manoj@managementinnovations.co.in

This write up is inspired by Theory U by MIT Porf. Dr. Otto Scharmer

Sales Leadership: Co-Creation

The success of the intervention depends on the interior condition of the intervenor” – Bill O’Brien, former CEO of Hanover Insurance

The success of a customer relationship depends on the interior condition of the seller.

The interior condition meaning the quality of intention and the quality of attention and Presence.

Is it an EGO Intention? e.g. Getting a Sale, Meeting my target, Convincing the Customer, Buying peace with my boss etc.,

OR

Is it an ECO Intention? Creating something useful for the customer and their people, or the customer and their customers etc.,

What is the quality of Attention?

How much is the attention on the intention and how much is on the distractions.

What is Presence?

Presence is a word made up of 2 words: Present and Sense

It requires deep listening not only to what the customer is saying, but being grounded in the world of customer and learning how to co-create with the customer a future that didn’t exist before.

For more information on Sales Leadership, Contact: Manoj Onkar, manoj@managementinnovations.co.in 91-9106456275.

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer.

Why Teamwork doesn’t work and how to make it work

Everyone talks about teamwork. But does it really work?

What do you do when you have wrong people on the team? Or People who really don’t know how to work on the team?

What does it take to really make Teamwork Work?

Consider the real issue is *What are you constituted as?*

You can either BE an INDIVIDUAL or BE a TEAM – not both. In the moment, you are being an individual- you are not being a team and in the moment you are being the team – the individual doesn’t exist.

What does it mean to be constituted as a TEAM?

Moment by moment giving up the ego of being an INDIVIDUAL. The boundary of our thinking has to move from that of an Individual to the Team.

EVOLVED TEAM:

An evolved team, is not about the team but about the PURPOSE – raison d’etre of the team.

TIPS:

  1. Know that you have an EGO as an Individual.
  2. Know that you are by default married to your EGO as an Individual.
  3. Your commitment to BEING the TEAM has to win everytime over your default attachment to BEING the INDIVIDUAL
  4. Having the right team helps – but at the level of EGO there is no right team. EGO will have an issue with anyone and everyone – sometime or the other.
  5. Training your self and your team in the tools of A. DEEP LISTENING and B. FIELDS OF CONVERSATION – covered in earlier write ups will help.

Unless the team is trained in listening at Level 3 and Level 4 reliably – it is not going to discover it’s real power as a team.

Every team meeting that is done at the field 3 and field 4 i.e. Dialogue: Reflective Inquiry and Presencing: Generative flow will go beyond the traditional understanding of the team and the kind of work that the team is able to fulfill.

For more information on transforming team work, collaboration and co-creation in your organization, you may contact: Manoj Onkar 91-9106456275. 91-8767636060 manoj@managementinnovations.co.in

The Future of Leadership

Dear Entrepreneurs, Leaders and Change Makers,

Pleased to share the 11th batch of Leadership from the Emerging Future http://bit.ly/LFEF-Cohort11
The future of the organizations and the society depends on transforming the consciousness with which people, organizations and society operate.
This unique workshop series is designed for developing new kind of leaders. Leaders who are deeply connected to people, sourcefully connected to their Real Self and are co-creating the fulfillment of their Vision.
3 month video conference based workshop series with high interactive sessions and coaching allow a breakthrough in one’s world view as a leader.
Starting from 25th Nov.10 Sessions. Monday evenings: 7.30 pm – 10.00 pm India time.http://bit.ly/LFEF-Cohort11

Contact: Manoj Onkar, MANAGMENT INNOVATIONSGlobal Transformation Champions Group 91-9106456275, 8767636060 manoj@managementinnovations.co.in
P.S.: You may share this information with others who may be interested.

Education 4.0: From Student-Centric to Activating Deeper Sources of Learning

In education and learning we have seen a very similar shift, the journey from:

OS 1.0: Input – Centric operations, revolving around traditional teaching and teachers, to

OS 2.0: Output – Centric, revolving around standardized curricula and teaching for testing, to

OS 3.0: Learner – Centric, which puts the experience of the student at the center of reshaping learning environments, to

OS 4.0: Connecting learners with the sources of creativity and the deepest essence of our humanity, while teaching them to co-sense emerging future possibilities and bring them to fruition.

The most innovative schools are experimenting with Education 4.0

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

The Matrix of Economic Transformation: 7 Acupuncture Points that address the challenges of our current Economic Thought

7 Acupuncture Points

These are 7 acupuncture points for Economic Transformation:

The three classical production factors:

  1. Nature
  2. Labour
  3. Capital

The modern production functions:

4. Technology                                                                                                            5. Management

The user side of the equation:

6. Consumption                                                                                                        7. Governance

In all the seven areas there are problem symptoms that call for reframing the deeper core issue. And for each one there are practical leverage points for transforming the curent ego-centric system into one that is eco-centric.

NATURE: From Resource to Eco-System

The central challenge of our existing economic system is that it is based on the objective of infinite growth in a world of finite resources. Instead of treating nature’s gifts as commodities that we buy,use and throw away, we must treat the natural world as a circular ecology that we need to cultivate and co-evolve with.

Leverage points for shifting the system in this directions include:

    • A circular economy with cradle – to – cradle design principles.
    • Eco-system restoration with circular agriculture that cultivates the soil.

Labour: From Doing a Job to doing Your Own Thing

By 2050, it is estimated that roughly 40% of the current jobs will be replaced by automation.

Instead of thinking of labour as a ‘job’ that we perform to earn money, we must reinvent work and treat it as a creative act that allows us to realize our highest potential.

Leverage points for shifting the future of work to a more interpersonal and cultural- creative realm include:

    • Universal basic income for all
    • Free access to Education 4.0 that activates one’s highest future potential

Money: From Extractive to Intentional

We are all aware of the unprecedented accumulation of money on a global level.

The challenge here is to redirect the flow of financial capital into the real economy and renew the societal commons.

Today we have too much money in one place – speculative, extractive money – and too little money in another – intentional money that contributes to the regeneration of our ecological, social and cultural commons.

Leverage points for redesigning the flow of money include:

    • Circular currencies, for replacing extractive money
    • Tax System Reforms, for taxing resources instead of labour

Technology: From Creativity-Reducing to Creativity-Enhancing

How can technology empower people to be makers and creators of their worlds and systems rather than being manipulated by tech companies like Facebook and Google?

Both Facebook and Google started as idealistic student enterprises with the idea of making the world a better place. And in many ways they did. But as they grew, they also abandoned their original stance against advertising in order to satisfy their investors’ desires to maximize their gain.

Other serious complaints against tech companies are also pouring in.

Leverage points for new co-creative  social technologies include:

    • Tools that allow individuals and communities to visualize the social-ecological footprint of their consumption choices at the point of purchase.
    • Technology enabled tools that let individuals and communities see themselves through the mirror of the whole.

 Management and Leadership:

We collectively create results that nobody wants (i.e. destruction of nature, society and our humanity).

The challenge here is to counteract massive leadership failure across institutions and sectors.

Instead of pandering to super-egos, we need to strengthen leaders’ capacity to co-sense and co-shape the future on the level of the whole eco-system.

Leverage points for moving in this direction include:

    • Infrastructures for co-sensing seeing the system from the edges(walking in the shoes of the most marginalized members) and from the whole. e.g. Dialogue and SPT
    • Large Scale Capacity Building Mechanisms that support ego-to-eco shifts. e.g. U Lab

CONSUMPTION:

The challenge here is to develop well being for all. Today more output, more consumption, and more GDP does not translate into more well being and happiness.

Rather than promoting consumerism and metrics like gross domestic product, we must implement sharing-economy practices and measurements of well-being such as gross national happiness (GNH) or the genuine progress indicator (GPI). Leverage points in this domain include:

    • Well-being-economy practices and new economic indicators
    • Participatory budgeting

GOVERNANCE:

The challenge here is to close the disconnect between decision making in complex systems and the lived experiences of people affected by those decisions.

Reinventing governance means complementing the three classic coordination mechanisms that we are familiar with (the visible hand of hierarchy, the invisible hand of the markets, and the multi-centric coordination among organized interest groups) with a fourth mechanism: acting form shared awareness of the whole.

Leverage points in this domain include:

    • Infrastructures that make it possible for the system to sense and see itself in order to catalyze awareness-based collective action (ABC)
    • Commons-based ownership rights that protect the rights of future generations ( in addition to private and public property rights)

Each leverage point addresses what Polanyi articulated as the commodity fiction of nature, labour and money but from a different angle.

To summarize:

By looking at the economy through the Theory U lens, we can identify ways to upgrade the operating system along all seven acupuncture points.

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

Nature is not a Commodity, nor are People.

In his 1944 book ‘The Great Transformation’, political economist Karl Polanyi describes Capitalism as a commodity fiction.

Capitalism, or the market society, is constructed on the foundation of a fiction – namely that nature, labour and money are commodities;they are produced for the marketplace, for consumption.

But Nature is not a commodity. It is not produced by us for market consumption.

Neither are human being(who provide labour). Not even money.

But in the market system, all these three are treated as commodities.

The result is a phenomenal growth, but also massive externalities in the form of environmental destruction, poverty and cyclical monetary breakdowns.

 

24 Principles of Large Scale Leadership and Change Management Interventions

The method of U(Theory U by MIT Prof.Dr. Otto Scharmer) is summarized in 24 Principles.

  1. Listen to What Life Calls You to Do: The essence of the U Process is to strengthen our ability to be present and consciously co-create.
  2. Listen and Dialogue with Interesting Players on the Edges: The second domain of listening takes you out of your familiar world and to the edges and corners of the system.
  3. Clarify Intention and Core Questions: Do not rush the first step of clarifying the intention and core questions that guide the inquiry. The quality of the creative design process is a function of the quality of the problem statement that defines your starting point.
  4. Convene a Diverse Core Group around a Shared Intention: Convene a constellation of players that need one another to take action and to move forward. This is not about getting people to ‘buy-in’ but looking for people with shared intention. The quality of impact of your initiative depends on the quality of the shared intention by the Core Team.
  5. Build the Container (Holding Space for the future to Emerge): The quality of that shared intention largely depends on the quality of the container, the holding space that shapes and cultivates the web of relationships. The most important leverage point for building a high-impact container is right at the beginning, when you set the tone, when you evoke and activate the field. Container building includes outer and inner conditions, the most important of which is collective listening to the different voices and to the whole.
  6. Build a Highly Committed Core Team: To create focus and commitment, clarify: What: What you want to create; Why: Why is matters; How – the process that will get you there; Who – The roles and responsibilities of all key players involved; When and Where – the road map ahead
  7. Taking Learning Journeys to the Places of Most Potential: Learning journeys connect people to the contexts and ideas that are relevant to creating the possible future. The deep-dive journey moves one’s operating perspective from inside a familiar world – the institutional bubble – to an unfamiliar world outside that is surprising, fresh, disturbing, exciting and new.
  8. Observe, Observe, Observe: Suspend Your Voice of Judgment and Connect with Your Sense of Wonder
  9. Practice Deep Listening and Dialogue: Connect with Your Mind and Heart Wide Open
  10. Collective Sense Making: Use Social Presencing Theater and Embodied Knowing
  11. Circles: Charging the Container
  12. Letting Go: The Presence of the Circle Being
  13. Intentional Silence: Pick a Practice that helps you
  14. Follow Your Journey: Do what You Love, Love What You Do
  15. Letting Come: Presencing the Future Wanting to Emerge
  16. The Power of Intention: Crystallize Your Vision and Intent
  17. Form Core Groups: Five People Can Change the World
  18. Create a Platform or Place: Innovation happens in places. In nature, before the caterpillar transforms into a butterfly, it needs the shelter of the cocoon.
  19. Build a 0.8 Prototype
  20. Iterate, Iterate, Iterate: Always Be in Dialogue with the Universe
  21. Seek it with your Hands: Integrate Head, Heart and Hand
  22. Create Enabling Infrastructures That Allow the System to Sense and See Itself
  23. Create Massive Capacity-Building Mechanisms
  24. Labs and Platforms for Cultivating the Social Soil: The objective is to create a platform that helps this emerging global movement to become aware of itself.

Innovating from the Future – Part 4: Co-Creating: Crystallizing and Prototyping the New (Spirit of Design Thinking and Mindfulness)

The aim of co-creating is to build landing strips for the future through prototypes that allow us to explore the future by doing. The prototypes evolve based on the feedback they generate.

The ‘observe,observe,observe’ of the co-sensing phase becomes ‘iterate,iterate,iterate’.

This method is inspired by design thinking and blended with presencing principles to make it relevant to profound shifts in social fields.

Outcomes of Co-creating:

  1. A set of refined prototypes – living microcosms of the future-that have generated meaningful feedback regarding the guiding questions and objectives of the lab.
  2. A set of connections with stakeholders and partners that are relevant for taking the prototype to pilot and scale.
  3. Enhanced leadership and innovation capacities for dealing with disruptive innovation.
  4. A team spirit that could help change the leadership culture in the company
  5. Creative confidence among the team members to take on big and complex projects.

PRINCIPLES:

  1. The Power of Intention: Crystallize your Vision and Intent
  2. Form Core Groups: Five People can change the World
  3. Create a Platform or Place for Innovation
  4. Build a 0.8 Prototype (Work in Progress Models)
  5. Iterate, Iterate, Iterate: Always be in Dialogue with the Universe
  6. Seek it with your Hands: Integrate the intelligence of the Head, Heart and Hand

7 Rs of Prototyping

  1. Is it Relevant? Does it matter to the stakeholders involved? Is it truly relevant individually, institutionally and socially?
  2. Is it Revolutionary? Is it new? Is it transformative to the system?
  3. Is it Rapid? Can you do it quickly? Can yo develop experiments right away with enough time to get feedback and adapt(and thus avoid analysis paralysis)?
  4. Is it Rough? Can you do it on a small scale? Can you do it at the lowest possible resolution that allows for meaningful experimentation? Can you do it locally. to let the local context teach you how to get it right?
  5. Is it Right? Can you see the whole in the microcosm that you are focused on? Does this idea allow you to put the spot light on the most critical variable?
  6. Is it relationally effective? Does it leverage the strengths, competencies and resources of the existing networks and communities?
  7. Is it replicable? Can you scale it? Any innovation in business or society hinges on it replicability and whether it can grow to scale.

Next write up: Co-Shaping: Grow Innovation Eco-Systems

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

Innovating from the Future – Part 3: Presencing

Presencing: Connecting to the highest future potential

THEORY U - Escola de Redes

After deeply immersing yourself in the contexts of most potential, the next movement focuses on connecting to your deeper source of knowing – the sources of creativity and Self.

Presencing, the blending of sensing and presence, means to operate from the sources of one’s highest future possibility in the now.

In many ways, presencing resembles co-sensing. Both involve shifting the inner place of operating from the head to the heart. The Key difference is that sensing shifts the place of perception to the current whole, while Presencing shifts the place of perception to the emerging future whole.

Presencing uses your higher self as a vehicle for embodying the future wants to emerge.

The fundamental 2 questions that one needs to answer (allow the answer to emerge) are:

  1. Who is my SELF?
  2. What is my WORK?

Outcomes of Presencing:

Whatever form the presencing movement takes, it should result in the following outcomes:

  1. A set of prototyping initiatives
  2. Core Teams for each prototype initiative
  3. A 3D map of each prototype initiative: current reality, future state, leverage points
  4. A list of key stakeholders for each prototype
  5. An inspired energy in the team
  6. A place and support infrastructure for the path forward
  7. A list of potential additional team members that need to be onboarded (part-time)
  8. Milestones for reviewing the progress and learning for each prototype
  9. An emerging leadership narrative: the story of us, the story of self, and the story of now

Principles of Presencing:

  1. Circles: Charging the Container (the holding space)
  2. Letting Go: The Presence of the Circle Being
  3. Intentional Silence: Pick a practice that helps you connect with your Source.
  4. Follow your Journey: Do what you love, love what you do
  5. Letting Come: Presencing the Future Wanting to Emerge

Next write up: Co-Creation: Crystallizing and Prototyping the New

This write up is based on the Theory U by MIT Prof. Dr. Otto Scharmer

Innovating from the Future – Part 2: Co-Sensing

THEORY U - Escola de Redes

Having initiated a common intention with a core group, the next step is to form a team to take a deep-dive innovation journey through the stages of co-sensing, presencing, prototyping and institutionalizing.

The Core group which often includes the executive sponsors and the team(execution team) tend to overlap. In small systems, the overlap could be 100 %. In larger systems, the over lap will be less.

The essence of co-sensing is getting out of one’s own bubble.

Our virtual bubbles(social media echo chambers), our institutional bubbles (organizational echo chambers), and our own affinity bubbles(the kind of people we like to hang out with) keep us in the world of downloading: same old, same old.

At its core, co-sensing is about immersing yourself in new contexts that matter to your situation and that are unfamiliar to you.

Outcomes of Co-Sensing:

Whatever you do in the co-sensing phase, make sure that you generate the following:

  1. A revised set of driving forces that reshape the system at issue.
  2. A revised set of core questions
  3. A set of insights into opportunities related to each of them
  4. A set of personal connections to those opportunities
  5. A core team that is ‘Switched ON’ to sensing profound opportunities
  6. A mapping of the systemic barriers that keep the system on its current track
  7. An improved capacity for building generative stakeholder relationships

PRINCIPLES:

  1. Building a Highly Committed Core Team
  2. Take Learning Journeys to the Places of Most Potential
  3. Observe, Observe, Observe: Suspend your voice of Judgment and Connect with Your Sense of Wonder.
  4. Practice Deep Listening and Dialogue: Connect with Your Mind and Heart Wide Open
  5. Collective Sense Making

Next Topic: Presencing

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

Innovating from the Future that wants to emerge – Part 1: Co-Initiating

THEORY U - Escola de Redes

Co-Initiating: Uncovering Shared Intention:

The starting point of the process is to build a container (a holding space) for a core group that is going through the process together.

This first stage lays the foundation for the later process and its impact. This first step of co-initiating focuses on uncovering common intention.

Listening is the Key.

  • Listening to your own intention or to what life calls you to do (listening to oneself)
  • Listening to your core partners in the field (listening to others)
  • Listening to what you are called to do now (listening to what emerges)

Outcomes of Co-Initiating:

Whatever you do during the movement of co-initiation, make sure that by the end of that stage you have established the following:

  1. A Shared intention of what you want to create
  2. Critical questions you need to explore
  3. A core group that guides the initiative
  4. A core team to dive into the U process
  5. Deep Listening and Conversation Practices
  6. An effective support structure
  7. Resources: People, Place, Budget
  8. An initial set of driving forces to explore
  9. An initial list of possible learning journeys.
  10. An initial roadmap for the way forward.

Principles:

  1. Listen to What Life Calls you to do.
  2. Listen and Dialogue with Interesting Players on the Edges
  3. Clarify Intention and Core Quesions
  4. Convene a diverse core group around a shared intention
  5. Build the Container (holding space)

Next writeup will be on Co-Sensing.

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer.

No. 1 Leadership Challenge in the World

Possibly the number one leadership challenge in the world of business, government and civil society is the same:

It is to enable stakeholder groups that need each other to change the system to move from ME to WE – that is, from ego-system awareness to eco-system awareness.

How do you do that?

Innovating from the Future: One Process, Five Movements

Presencing is an innovatin method that enables groups and stakeholders to co-sense and co-create the future. Profound innovation requires us to suspend downloading patterns in order to activate generative social fields.

THEORY U - Escola de Redes

The 5 movements of the U Process are:

  • Co-Initiating: Uncovering shared intention – building a first container.
  • Co-Sensing: Seeing reality from the edges of the system – establishing the horizontal connection with various stakeholders.
  • Co-Presencing: Connecting to your highest future potential – establishing the vertical connection
  • Co-Creating: Prototyping to learn by doing-bringing the new into reality.
  • Co-Shaping: Embodying and institutionalizing the new – evolving the larger eco-system.

Please find separate write ups on each of these 5 movements on the same blog.

This writeup is based on Theory U by MIT Prof. Dr. Otto Scharmer.

The Eye of the Needle: Transformation Threshold

In the whole change process, there comes a process that feels like a threshold. If that threshold is not crossed, all the talk about change is hollow and disconnected.

Dr. Otto Scharmer calls that threshold – the eye of the needle, referring to the gate in ancient Jerusalem.

Jerusalem: The Eye of the Needle Gate

When people go beyond the threshold, there is an immediate impact. People start seeing themselves from a higher vantage point, and they look at the journey as a whole instead of as a series of daily situations. They recognize their habitual problems, their deeper intentions, what matters most to them, their aspirations for themselves and for their community. In short, nothing is the same.

Crossing that threshold means to be willing to let go. To let go of old patterns, assumptions and even our old ‘ego-self’. Only then it is possible to step into our dormant potential, our emerging ‘Self’.

Many of us have had this transformative experiences that have altered the path of our lives.

Re-Integration of Matter and Mind:

When revered Master Nan, the chinese Zen Master was asked by Peter Senge: “Do you think that the industrial age will create such environmental problems that we will destroy ourselves and that we must find a way to change industrial institutions?” His response was:

“There is only one issue in the World. It’s the reintegration of matter and mind.”

Essence of Systems Thinking:

The essence of systems thinking is to help people close the feedback loop between the enactment of systems on a behavioral level and its source on the level of awareness and thought.

The shift at the bottom of the U in the U Process is not a singular event. It is an awareness and presence that is always accessible to us. The journey of the U is a journey to that deeper place and encounter.

The more we can sustain this deepend connection, the more we find that our relationship to the ‘system’ to the social field is shifting.

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

21st century problems cannot be addressed with the 20th century vocabulary of problem solving

Society 1.0: Co-ordinate around Hierarchy.

The core characteristic of this stage of societal development is a strong central actor that holds the decision making power of the whole.

The positive accomplishment of a state-driven society, is its stability. The central power creates structure and order, with a calming of chaos that preceded it.

The downside is its lack of dynamism, and in most cases a lack of individual initiative and freedom.

Society 2.0: Co-ordinate around Competition:

Society 2.0 can be described as an awakening ego-system in which the self-interest of economic players acts as the animating force.

The dark side of this stage includes negative externalities such as unbounded commodification and its unintended side effects including child labour, human trafficking, environmental destruction and shocking levels of poverty and inequalities.

Society 3.0: Co-ordinate around Interest Groups:

The great accomplishment of the laissez-faire, free market economy is growth and dynamism; the downside is that is has no means of dealing with the negative externalities that it generates.

Measures to correct it include introduction of labour rights, social security, environmental protection, and federal reserve banks that protect the national currency, all of which are designed to limit the unfettered market mechanism in areas where it doesn’t work.

The limitations of 3.0 societies and their bias in favour of special interest groups, its negative approach to negative externalities and its limited capacity for intentionally creating positive externalities.

Society 4.0: Coordinate around Common Awareness of the Whole

In the emerging 4.0 stage of our economy, the natural self-interest of the players extends to a shared awareness of the whole eco-system.

Eco-system awareness requires us to open the heart and to internalize the views and concerns of other stakeholders. The results is decisions and outcomes that benefit the whole system, not just my part of it.

Field 1 to Field 4: A Journey of Inversion:

Moving down the matrix from level 1 to level 4 takes us through a process of opening and deepening.

Opening‘ means to take what is inside our microcosm and make it part of the larger macrocosm around us: As we open the mind, the heart and the will, we begin to connect with the intelligences that are surrounding us:

  • The Mind of the Collective
  • The Heart of the Collective and
  • The intention or Will of the Emerging Field.

Developing’ means to internalize what is outside, to deepen our own interiority. The combined process of turning inside-out and outside-in is what is referred here as Inversion.

To be an effective leader or change maker, we need to go through the same inversion. What does such a generative field experience look like from a first person perspective?

  • Time Slows down
  • Space widens
  • The Self-Other boundary collapses
  • The Self begins to ‘de-center’
  • Materiality Changes: The quality of matter and sensual perception also shifts.
  • Agency Changes: From rule repeating to rule-generating( operating from the source)
  • Thinking Changes: From habitual thinking to thinking from source: Presenencing.

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

Organizational Evolution: Org 1.0 to Org 4.0

Global organizations are a new species on the face of our planet – a species that in less than 2 centuries has progressed to rule the world.

Organizations are essentially geometries of power.

They structure our collective decision making.

When we look at the evolution of organizations, we see 4 different stages which reflect different stages or qualities of how organizations operate.

  • Centralized
  • Decentralized
  • Networked
  • Eco-System

The leadership challenge is to develop tools that allow the organization to change and evolve into these different stages, depending on what is needed.

Organization 1.0: Centralized:

In 1.0 Organizations, decision making power is located at the top of the pyramid. It is centralized, top-down, often with formalized roles.

These 1.0 structures work well as long as the guy (or core group) at the top is really good and the organization is relatively small and agile.

However once organizations or companies begin to grow, they need to decentralize in order to move decision making closer to the markets, customers or citizens. The resulting 2.0 structures are defined by both hierarchy and competition.

Organization 2.0: Decentralized:

In a 2.0 organization structure, decentralization enables the source of power to move closer to the periphery. The result is a functionally, divisionally or geographically differentiated structure in which decisions are made closer to the markets, consumers, communities or citizens.

The good thing about 2.0 structures is the entrepreneurial independence of all of its divisions or units, its accountability and its focus on meritocracy.

The bad things is that no one is managing the interdependence, the white space between the units. Which brings us to Org 3.0

Organization 3.0: Networked:

In 3.0 organizational structures the source of power moves even farther from the center. It originates from beyond the boundaries of the organization. The result is a flattening of structures and the rise of networked relationships. Power emerges from the relationships to multiple stakeholders across boundaries.

How many people report to me matters less than the quality of my stakeholder relationships inside and outside the organizations including relationships through social media.

A good thing about 3.0 structures is empowerment and net-worked stakeholder connections.

A bad thing is the increased vulnerability in the face of disruption or being sidetracked by vested interests, because small groups can organize their lobbying activities much more easily than large groups.

Organization 4.0: ECOSYSTEM:

4.0 structures operate by connecting and cultivating the entire living eco-system that is organized around a shared purpose. “Swarm” organizations and Agile or Teal based organizations are all based on self-organizing circle structures in the context of shared purpose and institutional interdependency.

As the decision making is being pushed even further to the frontline of organizations (empowering), these flattened and fluid structures of decision making only work well to the degree that the mindset of the participants has shifted from ego-system to eco-system awareness.

This means that the decision making circles develop the capacity to act from local knowledge while being aware of the cross-organizational inter-dependency and aligned by a shared purpose.

Institutional Inversion:

The evolution of today’s organization structures show a clear pattern: institutional inversion, that is turning inside out and outside in.

In the organizational context, institutional inversion applies to many of the core functions of management, as evidenced in the rise of crowd-sourcing(inverted R & D), crowdfunding (inverted finance), swarm intelligence and other ways of harnessing collective intelligence by inverting top-down, silo structures to distributed organizing.

What is in it for your organization? Where are you and where do you need to move?

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

What is your team and organization Culture? How do you alter the Culture?

Conversation creates the world we deal with in groups, organizations and society.

  1. Conversations happen in fields – i.e. conversations in groups tend to follow certain patterns, and those patterns rarely change.
  2. There is a limited set of conversational field patterns, meaning there is a limited set of qualities that a conversation can create in a social setting.
  3. The 4 different qualities of conversation are:
  • Field 1: Downloading
  • Field 2: Debate
  • Field 3: Dialogue
  • Field 4: Collective Creativity

The art of leadership is to facilitate shifts from one state of conversation to another, depending on what is needed in a specific context.

*** Enacting Conversations from Field 1: DOWNLOADING:

“How are you?” “I am fine”.

Many formal meetings in organizations are conducted using this kind of ritualistic language.

Operating effectively in such conversations requires that participants confirm to the dominant pattern of exchanging polite phrases rather than saying what is really on their minds.

In school, we learn to say what the teacher wants to hear. Later, we use the same skill to deal with bosses and get ahead in organizations.

What’s wrong with it?

From the organizational perspective, this is completely dysfunctional behaviour. It prevents teams from talking about what is really going on.

They talk about the real stuff somewhere else, like the parking lot or on their way home.

But in the workplace and in meetings, everyone’s times is wasted and they do nothing more than exchange polite comments.

This is the recipe of breakdowns and disasters waiting to happen and the organization tends to get caught in a disruption quite unaware.

***Enacting Conversations from Field 2: DEBATE:

The defining feature of a field 2 conversation is that participants speak their minds without being responsible for their communication and its impact on others. This kind of comments raise tensions. Everyone feels uncomfortable . This kind of conversation abandons YES Sir, language for a tougher type of conversation in which individuals dare to differ.

Field 1 is all about Confirming. You must confirm to other’s views (usually the boss’s views).

Field 2 is all about taking a different stance. You suggest a different point of view.

Field 2 conversations imply opening up to viewpoints that challenge the dominant views.

The structure that results from this kind of interactions is often a debate. The word ‘debate’ literally means ‘to fight or beat down’. People use their arguments to beat their opponents i.e. anyone with a different opinion.

Debate and the expression of differing views can be useful in organizations because they put all the opinions on the table.

But if an issue requires team members to reflect on and change their habits of thought and guiding assumptions, a different type of conversation than ‘debate’ is needed. One that allows participants to realize that “I am not my point of view.”

“I can suspend my own point of view and look at somebody else’s assumptions.” – Bill Isaacs – author of Dialogue: The art of Thinking Together. This requires one to move to the 3rd field of conversation.

*** Enacting Conversations from Field 3: DIALOGUE:

Dialogue comes from the Greek logos, ‘word’ or ‘meaning’ and dia, ‘through’ and can be literally translated as ‘meaning through’.

Moving from debate (field 2) to dailogue (field 3) involves a prfound shift in the collective field structure of attention through which a conversation operates.

Just as the move from seeing to sensing on the individual level involves a shift form facing the world as an exterior set of objects to experiencing the world from the field, the shift from debate to dialogue also involves a shift from trying to beat down the contrary view to inquiring into each other’s views, empathically listening from the other.

When this shift towards a dialogic field of conversation happens, your perspective widens to seeing the world and yourself from the whole.

*** Enacting Conversations from Field 4: Collective Presence and Creativity:

Level 4 conversations give birth to new ideas, imaginings, identities and inspired energy.

When the quality of the listening and conversation moves into a generative stage, there are distinct changes in people’s experience. The shift into this deeper field of collective presence often happens in a transitional moment of stillness. That is why groups that want to access this deepest level often use intentional stillness as a gateway.It is a space of “doing nothing” – of neither over-intervening nor disengaging.

When that deeper generative field is activated, we usually experience it as time slowing down, space opening, widening, the sense of self decentering, while the self-other boundary opens up to a collective presence form which the conversation seems to flow.

People no longer say,” This is my idea.” Instead the group engages in the art of thinking together where one idea builds on the other. The impact of this type of conversation can be profound, shaping or reshaping the course of one’s life.

How would it be if your team master operating at level 4 field of conversation?

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer.

Leadership is the capacity to shift the inner place from which we operate.

How?

The first answer is that we start by learning to see the pattern language of social reality creation that we collectively enact. The U is more than just a process. It is a non-linear field theory that works as a matrix or a field.

Social fields describe the social system that we collectively enact – in teams, in groups, organizations and social system – from the perspective of source.

There are 4 archetypes or qualities of social fields that exist on all levles of sysems – from micro to mundo.

The Blind Spot: Uncovering the Grammar of the Social Field | HuffPost

The Horizontal Axis: System Levels:

The four columns of the matrix feature the actions of individuals, groups, organizations and system.

Social fields are enacted on all these levels through four primary forms of action:

  1. Attending (Micro)
  2. Conversing (Meso)
  3. Organizing ( Macro)
  4. Co-ordinating ( Mundo)

It is through these 4 activities that we as humans collectively create the reality we live in. As Joseph Beuys – late artist said – “These actions are how we create and live the global “Social Sculpture”.

The Vertical Axis: Levels of Consciousness

The vertical axis describes different states or qualities of our social reality. The vertical axis summarizes these qualities of listening by differentiating four field state of awareness:

  1. Habitual
  2. Ego-System
  3. Empathic
  4. Generative

Each state of awareness has certain characteristic patterns or fields.

  1. Field 1: HABITUAL: When individuals, groups or organizations operate with habitual field awareness, they interpret present situations based on their experiences and habits of the past. My action comes from inside my own boundaries(I-in-me). My reaction is triggered by external events and shaped by my habits of the past.
  2. Field 2: EGO – SYSTEM: When individuals or groups start to suspend past assumptions and seek to see things ‘as they are’, they enter a subject-object awareness in which they clearly differentiate between observer and observed. They begin to notice something new.
  3. Field 3: EMPATHIC – RELATION: When actors in a system redirect their attention from object to sources and engage in an empathic awareness, they sense reality from the view point of other stakeholders. They begin to see from a new perspective.
  4. Field 4: GENERATIVE – ECOSYSTEM : When actors let go of old identities, a new space of co-creative awareness opens up. Actions from such shared awareness have often been described as flow. They co-create from a future potential that wants to emerge.

4 Structures of Attention:

Field 1: HABITUAL: My action comes from inside my own boundaries(I-in-me). My reaction is triggered by external events and shaped by my habits of the past.

Field 2: EGO-SYSTEM: My action comes from the periphery of my system(I-in-it). It arises from a subject-object awareness that analyses and responds to exterior data.

Field 3: EMPATHIC-RELATIONAL: My action comes from beyond my boundaries ( I-in-you). It arises from the place that the other person, with whom I communicate, operates from.

Field 4: GENERATIVE ECOSYSTEM: My action comes from the sphere that surrounds my open boundaries(I-in-us/I-in-now). It arises form presencing a future potential.

Every social action emerges from one of these 4 sources or structures of attention: from inside, from the periphery, from outside, or from the surrounding sphere of a system.

When we look around us, most of the time we see that individuals, groups and organizations operate from the first two states i.e. Habitual or Ego-System. But great leaders, innovators and high performing teams tend to operate from the entire spectrum of social fields, moving across all four of them as needed by the situation they face.

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer.

Presencing Vs Absencing : Creation Vs Destruction — The Leadership Challenge

There is fair amount of PRESENCING in the world; the sensing and actualizing of our highest future potential. But there is much more ABSENCING also happening on the planet right now.

In the world of Absencing the three enemies of Voice of Judgement, Voice of Cynicism and Voice of Fear show up as:

IGNORANCE

HATE

FEAR

IGNORANCE: The closing of the mind. (Stuck in One Truth).

HATE: The closing of the heart (Stuck in One Us Vs. Them)

FEAR: The closing of the will ( Stuck in One Will)

What happens to a social system that operates on these principles?

It creates an architecture of separation by building walls. It facilitates a disconnect (denying, de-sensing) form the world around us, from the world that is emerging (absencing), which results in blaming others (an inability to reflect) and destruction ( of trust, relationships, nature and self).

This cycle of absencing is depicted in the upper half of the picture above.

The cycle of Presencing shown in the lower half is based on:

CURIOSITY : The opening of the mind.

COMPASSION: The opening of the heart

CURIOSITY: The opening of the will.

Social systems that operate on these principles enact architectures of connection that tear down the walls of separation.

SOCIAL FIELDS:

The cycle of absencing and the cycle of presencing denote different social fields. The cycle of absencing represents a field of destruction and social coldness. The cycle of presencing represents a field of co-creation and social warmth.

Each field tends to be self -reinforcing. E.g.: Once you are inside a cycle of absencing, inside a social dynamic of destruction, it is very hard to escape it.

The job of the leadership team is to keep moving the system from the default pull of absencing to the world of presencing.

The future of the organization and the world depends on it.

This writeup is based on Theory U by MIT Prof. Dr. Otto Scharmer.

3 Enemies of Leadership Transformation

Why is the deeper territory of deep listening, the road less traveled. Because it required some intentional inner work to illuminate the blind spot, our interior condition.

Connecting to our source of creativity at the bottom of the U required crossing the 3 gates, or thresholds.

The 3 enemies the 3 inner voices of resistance are :

  1. Voice of Judgment
  2. Voice of Cynicism
  3. Voice of Fear

Voice of Judgment blocks the gate to the Open Mind. Every creativity technique starts with this instruction: Suspend your voice of judgment. It is the critical starting point because without it we shut down the creative power of the open mind.

Voice of Cynicism blocks the gate to the Open Heart. This is the source of all our emotional acts of distancing. What is at stake when we begin to access the open heart? We must be willing to put ourselves in a position of true openness and vulnerability towards another, which is the opposite of distancing.

Voice of Fear blocks the gate to the Open Will. It seeks to prevent us from letting to of what we have and who we are. It can show up as a fear of losing things. Or a fear of being ostracized. Or a fear of death. And yet dealing with that voice of fear is at the heart of leadership today: to hold the space for letting go of the old and for letting come, or welcoming the new.

The root of the word ‘leadership’ means ‘to die’.

Sometimes when you need to let go,it feels exactly like that: dying.

A subtle inner threshold must be crossed before something new can show up, before the ‘field of the future’ can begin to manifest.

The above write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

Inner Knowing & Leadership

The 3 instruments of inner knowing are:

  1. Open Mind
  2. Open Heart
  3. Open Will

An open mind is the capacity to suspend old habits of judgment – to see with fresh eyes.

An open heart is the capacity to empathize and to look at a situations through the eyes of somebody else.

An open will is the capacity to ‘let go’ of the old and ‘let come’ the new.

LISTENING:

Listening is probably the most underrated Leadershp Skill.

At the heart of most leadership failures, leaders are often unable to connect with and make sense of the ‘VUCA’ world around them ; i.e. a world defined by volatility, uncertainty, complexity and ambiguity.

Listening is not only important for leadership. If you are not a good listener, there is no way you can develop real mastery in any discipline.

Shifting your mode of listening is life-changing. Shifting how you listen, the way you pay attention, sounds like a really small change. But here is the thing: Changing how you listen mean that you change you experience relationships and the World. And if you change that, you change, well EVERYTHING.

To become a better listener, you first need to understand the four types of listening.

The four types of listening reflect the underlying principles of the opening of the mind, heart and will.

DOWNLOADING:

At this level, listening is limited to reconfirming what we already know. Nothing new penetrates our bubble.

FACTUAL LISTENING:

We let the data talk to us and notice dis-confirming information. Doing this requires opening the mind – i.e. the capacity to suspend our habits of judgement.

EMPATHIC LISTENING:

We see the situation through the eyes of another. Doing this requires opening the heart; using our feelings and our heart as an organ of tuning in to another person’s view.

GENERATIVE LISTENING:

We listen for the highest future possibility to show up while holding a space for something new to be born.

When you listen on level 1, ‘downloading’, your attention is not focused on what the other person says but on your own inner commentary. e.g. You may be planning what you will say next.

As you cross the threshold from downloading to factual listening (from level 1 to level 2), your attention moves from listening to your inner voice to actually listening to the person in front of you. You open up to what is being said.

When you start to cross the threshold from factual to empathic listening (from level 2 to level 3), your place of listening shifts from you to the other person -i.e. your place of listening shifts from you to the other person -i.e. from your small vehicle(the intelligence of your heart). You step into the other person’s perspective. E.g.: You may think: ” oh, I may not agree, but I can see how she sees this situation.”

Finally, when you cross the threshold from empathic to generative listening (level 3 to level 4), your listening becomes a holding space for bringing something new into reality that wants to be born. You listen with openness to what is unknown and emerging.

The success of leadership and change management depends on the ability of the leader to observe his or her quality of listening and to adjust the quality of listening to what is needed in each situation.

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer.

Attending to and Co-Shaping the future that wants to emerge

The U Process:

DOWNLOADING:

At the beginning there is a spark of becoming aware that moves us beyond downloading -m beyond extending the patterns of the past. As long as we operate form downloading, the world is frozen by our old mental habits and past experiences;nothing new enters our minds. Same Old,Same Old.

SEEING:

The moment we suspend our habitual judgement we wake up with fresh eyes. We notice what is new and see the world as a set of objects that are exterior to us, the observers.

SENSING:

The moment we redirect our attention from objects to source, our perception widens and deepens. This shift bends the beam of observation back into the observer. The boundary between the observer and observed opens up.

PRESENCING:

Entering a moment of stillness, we let go of the old and connect to the surrounding sphere of future potential. The boundary between observer and observed collapses into a space for the future to emerge.

CRYSTALLIZING:

As we let come and crystallize vision and intention, the relationship between observer and observed starts to invert. Envisioning happens from the field of the future (rather than our ego).

PROTOTYPING:

As we enact prototypes we explore the future by doing. The relationship between observer and observed continues its inversion. Enacting happens from ‘being in dialogue with universe’ (rather than from our ego).

PERFORMING:

As we embody the new by evolving our practices and infrastructures, the relationship between observer and observed completes its inversion. The embodying happens from the context of the larger eco-system (rather than from the small ‘s’ institutional self).

In summary, the first key ideas of Theory U include the 3 movements i.e. observe, retreat, act and the more granular 7 processes of attending to and co-shaping the future that wants to emerge.

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

Theory U – Form follows Consciousness

Theory U focuses on how individuals, groups and organizations can sense and actualize their highest future potential.

I attend (this way), therefore it emerges(that way).

The quality of my listening co-shapes how the conversation unfolds. The quality of results in any social system is a function of the consciousness from which the people in that system operate. The idea can be expressed as form follows Consciousness.

The above 2 pictures depict the mindset shift at issue here: switching from seeing the system as something ‘out there’ to seeing the system from a perspective that includes one’s own self .

When that shift happens on an individual level, we call it mindfulness.

When the same shift happens in a group, we call is dialogue.

Dialogue is not people talking to each other. Dialogue is the capacity of the system to see itself. To see its own patterns. To see its own assumptions.

That capacity is, of course, also the essence of systems thinking: making the system see itself. Saying from the context of Theory U: Making a system sense and see itself.

When you deal with change management,then you know that the bulk of the job is moving people from a ‘silo view’ to a ‘systems view’; from ego-system awareness to an eco-system awareness.

We can reliably create the conditions that allow for that kind of shift in awareness to happen. You can’t manufacture it. You can’t mold it like a piece of metal by hammering on it from the outside. But you can create a set of inner and outer conditions that allows a group, an organization, or a system to make that move, to sense and see themselves form the emerging whole.

W. Brian Arthur of Sante Fe Institute said: The real power comes from recognizing patterns that are forming and fitting with them.

There are 2 levels of cogniton.

Most tend to be the standard cognitive kind that you can work with in your conscious mind.

But there is a deeper level – a ‘knowing’.

When one is put in a completely new situation and there is no problem to fix, then one would just wait and wait and let one’s experience build upto into something appropriate. In a sense, there is no decision making. What to do becomes obvious. You can’t rush it. Much of it depends on where you’re coming from and who you are as a person. This has lot of implications for management. What counts is where you’re coming from inside yourself.

Leaders need to deal with their blind spot and shift their attention to the inner place from which they operate.

2 Insights:

  1. There is a distinction between two types of cognition: normal (downloading of mental frames) Vs. a deep level of knowing.
  2. To activate the deeper level of knowing, one has to go through a 3 step process:
  • Observe, Observe, Observe: Connect to the places of most potential
  • Retreat and reflect: allow the inner knowing to emerge
  • Prototype: Act from what emerges in the NOW.

This write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

Real role of Leadership: Building the Container – Holding the space for the future to emerge.

As Edgar Schein mentioned that there are really two types of people: those who understand process and those who don’t.

Understanding process means to understand the making of our social relationships.

If you want to change a stakeholder relationship from, say, dysfunctional to helpful, you cannot just order people to do it. You have to intervene further upstream in the process of social reality creation. You have to change the making of that relationship from one mode to another – for example, from reactive to co-creative.

Similarly, with respect to the the ‘source’ level of creativity. We can say that there are two types of people those who understand containers and those who don’t. Container means holding space for the learning, creativity, innovation and leadership to emerge.

Often CEO and leaders in various organizations fail to get that. They think they can create behavioural change just by making speeches and pushing some tools onto the organization. Tools are important,but they are also overrated because they are so visible. But what is usually underrated is all the stuff that is invisible to the eye-e.g.: the less visible elements of a good holding space: Intention, Attention and Subtle qualities of deep listening.

CHANGE MANAGEMENT TOOLS:

Much of the conventional language and toolkits around managing change turn out to be partially useful at best.

DRIVING CHANGE is a misnomer.

Just as a farmer cannot ‘drive’ a plant to grow faster, a leader or change maker in an organization or a community cannot force practical results. Instead attention must be focused on improving the quality of the soil.

What is the quality of the social soil?

It is the quality of relationships among the individuals, teams and institutions that give rise to collective behaviour and practical results.

The above write up is based on Theory U by MIT Prof. Dr. Otto Scharmer

New Paradigm of Learning: Learning from the Future as It Emerges

Theory U: Leading From the Emerging Future - PDF

There are 2 different sources of learning.

  1. Learning by reflection on the past and
  2. Learning by Sensing and actualizing emerging future possibilities.

All traditional organizational learning methods operate with the same learning model: learning by reflecting on past experiences.

But we see that in real organizations, most leaders face challenges that cannot be responded to just by reflecting on the past. Sometimes past experiences are not particularly helpful. Sometimes they are the very obstacles that keep a team from looking at a situation with fresh eyes.

Learning from the past is necessary but not sufficient.

All disruptive challenges require us to go further. They require us to slow down, stop, sense the bigger driving forces of change, let go of the past and let come the future that wants to emerge.

What does it take to learn from the Emerging Future?

As human beings, we can connect to the emerging future. We can break the patterns of the past and create new patterns at scale.

We have the gift to engage with two very different qualities and streams of time.

One of them is the quality of the present moment that is basically an extension of the past. The present moment is shaped by what has been.

The second is a quality of the present moment that functions as a gateway to a field of future possibilities. The present moment is shaped by what is wanting to emerge. That quality of time, if connected to, operates from the highest future potential.

The word ‘presencing’ blends ‘sensing’ with ‘presence’. It means to sense and actualize one’s highest future potential.

Whenever we deal with disruption, it is this second stream of time that matters most. Because without that connection we tend to end up as victims rather than as co-shapers of disruption.

Theory U is an answer to the question: How can we connect to this second stream of time as individuals, organizations and as eco-systems?

This writeup is based on Theory U by MIT Prof. Dr. Otto Scharmer.

The Blind Spot of Leadership, Management and Social Change

The success of an intervention depends on the interior condition of the intervener” – Bill O’Brien – CEO of Hanover Insurance.

What counts is not only what leaders to and how they do it but also their ‘interior condition’ – that is their inner source. Bill was pointing at a deeper dimensions (the source) from which our actions, communication and perceptions arise, and which allows us to sense and connect with a whole new set of future possibilities.

The quality of how we pay attention is a largely hidden dimension of our everyday social experience – whether it is in organizations, institutions or even our personal lives. As we conduct our daily business, we usually are well aware of what we do and how we do it- that is the process we use. But if we were asked where our actions cam from, most of us would be unable to provide a clear response.

Infront of the Blank Canvas

To understand this point better, consider the work of an artist. We can look at art from atleast 3 perspectives:

  1. We can focus on the thing that results from the creative process – say, a painting.
  2. We can focus on the artist’s process in creating the painting OR
  3. We can observe the artist at the moment when she is standing in front of a blank canvas.

In other words, we can look at the work of art after it has been created, during its creation, or before creation begins.

If we apply this analogy to leading change, we can look at the change maker’s work from 3 similar angles.

  • First, we can look at what leaders and change makers to.
  • Second, we can look at the how, the processes leaders use.

We have many books on the first aspect in many books and we have lot of management and leadership research on the second aspect too.

Yet, we have never systematically looked at the leader’s work from the blank canvas perspective.

The question that we have left unasked is: What sources are leaders and change makers actually operating from?

e.g.: What quality of listening, what quality of attention, do I bring to a situation – and how does that quality change the course of action, moment to moment?

Above writeup is based on Theory U by MIT Prof. Dr. Otto Scharmer

3 Divides : One needs to wake up to

Can organisations help us go from ego to eco-system awareness?
  1. The Ecologoical Divide
  2. The Social Divide
  3. The Spiritual Divide

The Ecological Divide: Unprecedented environmental destruction – resulting in the loss of nature.

The Ecological divide can be summed up by a single number: 1.5. Currently our economy consumes the resources of 1.5 planets. We use 1.5 times the regeneration capacity of planet earth. And that is the global average. USA is consuming 5 planets

The Social Divide: Obscene levels of inequity and fragmentation-resulting in the loss of society-the social whole.

The social divide can be summed up by another number: 8. 8 billionaires own as much as half of mankind combined i.e. 3.8 billion people.

The Spiritual divide: Increasing levels of burnout and depression – resulting in the loss of meaning and the loss of Self.(Self = highest future potential).

The spiritual divide can be summed up by a number: 800K. More than 800K people commit suicide per year. That is more than the sum of people who are killed by war, murder and natural disasters combined. Every 40 seconds there is 1 suicide.

In essence, we are collectively creating results that (almost) no body wants. These results include the loss of nature, the loss of society, and the loss of SELF.

In the 19th Century, many countries saw the rise of the social divide and people have come aware of it. In the 20th Century, we see the rise of the ecological divide, specially in the last 30 years. In the 21st century, we are seeing the rise of the spiritual divide.

In other words, we live in a time when our planet, our societal whole, and the essence of our humanity are under attack.

So, where is the hope?

The biggest source of hope in our time is that more and more people, particularly the younger population, realize that the three divides are not three separate problems. They are essentially three different faces of one and the same root issue. What issue is that? The blind spot. The blind spot of leadership, management and social change.

The blind spot will be addressed in a separate article. Please check out…

Based on the Theory U by MIT Prof. Dr. Otto Scharmer