Post on 01-Apr-2015
Human Abilities UNPLUGGED:THEORY U
Dr. Carole Gothelf – March 2012The College of New Jersey
• Change is the pivot point of innovation.• Conversation leads to agreement.• Agreement leads to common action.• Action leads to relationship.• Relationship maintained over time leads
to trust.• Trust provides fertile ground for change.• Change requires new language.• New language requires conversations.
Dr. Paul Pangaro
Close collaboration between friends
THEORY U: C. Otto Scharmer
PRESENCING
Present Sensing the Future
Future
“THE BLIND SPOT”
Being blind to the deeper dimensions of leadership.
The success of an intervention depends on the interior condition of the
intervener.William O’Brien
Former CEOHanover Insurance Company
We know very little about the invisible dimension of leadership
That is why: 2 leaders, same situation, different results.
Successful leadership depends on the quality of attention that the leader brings to a situation.
SOURCE (Invisible Dimension)
PROCESS (How)
RESULTS (What)
HELPING US SEE EACH OTHER IN A BRIGHTER LIGHT AND REVEALING ITS TRUE DEPTH.
OPEN MIND
OPEN HEART
OPEN WILL
OPEN HEART
OPEN WILL
OPEN MIND
OPEN HEART
OPEN WILL
THEORY U
LEADERSHIPLeadership is about shaping and shifting how individuals
and groups attend to and respond to a situation.
4 TYPES OF LISTENING
DOWNLOADINGFACTUAL
EMPATHICGENERATIVE
4 TYPES OF LISTENING
DOWNLOADING: “Yeah, I already know that”
FACTUAL: Paying attention to facts and novel data. You ask questions and pay careful attention to the response.
EMPATHIC: “Oh yes, I know exactly how you feel.” We forget about our own agenda and begin to see the world through other’s eyes. To really know how someone feels we need to open our hearts.
GENERATIVE: Moves beyond our current self (the present) and connects us to something deeper. Listening from the emerging field of future possibility. Access our hearts and our will.
Stories are the closest thing we have to the truth.
4 TYPES OF LISTENING
DOWNLOADING: Reconfirm what you already know. Reconfirm your habits of thought: “Here she goes again.”
FACTUAL: Dis-confirm what you already know and notice what is new. “Boy, this looks different today.”
EMPATHIC: Your perspective is redirected to seeing the situation through another’s eyes. “Boy, yes, now I really understand how you feel. I can sense it now, too.”
GENERATIVE: You realize that by the end of the conversation, you are no longer the same person. New possibilities emerge.
SOCIAL CHANGE TECHNOLOGY
DOWNLOADINGPatterns of the past
SUSPENDINGSeeing with fresh eyes
THE DEEP DIVESeeing from the field
LETTING GO
PRESENCINGConnecting to the source
OPEN MIND
OPEN HEART
OPEN WILL
ACCESS YOUR
The Single Most Important Challenge
The shift from the quick fix on a symptomatic level to generative responses that address the systemic root issue.
“You can’t solve problems using the same consciousness that you used when you created them.” – Albert Einstein
What Do People Want More Of In Their Lives
PERSON
CHOOSING
CONTRIBUTING SHARING PLACES
BEING RESPECTED
BELONGING
Causal Loop DiagramConsultant staff develop trainings
Staff attends a workshopRespond to RFS
Pressure to move to a Person Centered Practice
Develop capacity to ‘Hold a space open’, for innovative practice,
i.e. pilot project at each program, staff training with follow-up, staff evaluation.
Short term symptomatic fixesEasier, Faster
Fundamental solutionsHarder, Take Time
4 Levels of Responding to Change
ACTION
PROCESS/STRUCTURE
THINKING
OPEN HEARTOPEN WILLOPEN MIND
2. REDESIGNING: Policies
3. REFRAMING: Values, Beliefs
4. REGENERATING: Sources of energy and commitment
1. REACTING: Quick Fixes
3 Movements of the “U”
Dowloading past patterns
See with fresh eyes
1. OBSERVEOBSERVEOBSERVE
LETTING GO
Suspend VoJ, C&F
OPEN MIND
OPEN HEART
OPEN WILL
2. PRESENCING: Retreat and reflect. Allow the inner knowledge to emerge
LETTING COME
Crystallize Vision and intention
3. Prototyping the new
Performing by operating from the whole
An after-school job.
Relationship – Conversation – Action – Change
5 Stages of the “U”
1. CO-INITIATE: Uncover common intent, stop and listen to others and to what life calls you to do.
3. PRESENCING: Connect with the source of inspiration and will. Go to a place of silence and allow inner knowledge to emerge
5. CO-EVOLVING
4. PROTOTYPING: Co-creating the new
2. CO-SENSING: Observe, Observe, Observe: Connect with people and places.
THEORY U
An open heart allows us to see a situation from the whole.
An open mind enables us to see one’s best future possibility.
An open will empowers us to act from an emerging whole.
PROTOTYPINGIntegrating HEAD, HEART and HAND.
Seek it with your hands – don’t think about it, feel it. The wisdom in your hands is greater than the wisdom in
your head will ever be.”
“The Legend of Bagger Vance”
7 Leadership Capacities
1. HOLDING A SPACE OPEN: Listen to what life calls you to do.
4. PRESENCING
6. PROTOTYPING: Integrate Mind, Heart and Will.
5. CRYSTALLIZE: Access the power of intention.
2. OBSERVE: Attend with your mind wide open.
Suspend
Redirect
3. SENSING: Connect with your heart.
Letting Go Letting Come
7. PERFORMING
The faces of a new reality: The Melissa Reggio Higher Education Program - Kingsborough Community College and The College of Staten Island
PERFORMING
Requires 2 essentials
1. Convening the right set of players: Pomegranate seeds
2. Social Technology that allows a multi stake-holder gathering to shift from debating to co-creating the new.
PRESENCING-IN-ACTION LABFor TCNJ Change MakersCo-Initiating and building relationships
-How do you co-create and sustain helping relationships?
-How do you co-initiate multi-stakeholder projects?
Co-Sensing and Prototyping
-How do you create learning journeys and processes that allow for effective co-sensing of groups?
-How do you return from a co-sensing process and make sense of the experience?
-How do you move from sense-making and brainstorming to prototyping?
-How to do you prototype in a multi-stakeholder environment?
PRESENCING-IN-ACTION LABFor TCNJ Change Makers
Co-Inspiring and Presencing
-How can we connect to the SOURCE in the context of organizational complexity and downloading?
-How can we integrate mindfulness in everyday team and management practices?
-How can we connect the paths of our professional (and personal) journey(s) both individually and collectively?
PRESENCING-IN-ACTION LABFor TCNJ Change Makers
Co-Evolving
-How do we envision, inspire, and nudge along the birth of a new system while still operating in the midst of the old?
-How do you scale up from prototyping and piloting?
-How do we sustain the transformation?
-How do we ensure a supporting infrastructure for collaboration and innovation across boundaries?
LEARNING CIRCLES
Learning Circles function to develop adaptive and innovative responses to complex issues.
Learning Circles engage the people who live with the problem and have the greatest stake in creating new options.
Members of Learning Circles are exploring the frontier of possibility and innovation, and in doing so they try things and
invent new solutions.
The Learning Circle is at the heart of innovative work.
A rock pile ceases to be a rock pile the moment a single man contemplates it, bearing within
him the image of a cathedral.
(Antoine de Saint-Exupery)