cameron and green making-sense-of-change-management

on ordinary conversation that sits at the root of complex responsiveprocess theory.Presence is another important quality that those writing about thecomplex view of change encourage in leaders. Facilitators of emergenceneed to embody presence if they are to be truly tuned into the complexitiesof organizational life. This means being less preoccupied by the worldof objectives and performance indicators, and more open to the subtlecomplexities of the world as they unfold in front of them; more present inthe ‘here and now’ moment.Senge et al (2005) talk about presence as having an even deeper qualitysuch as ‘grace’, or what the Buddhists call ‘cessation’. This definition ofpresence has a spiritual quality to it. They say that presence occurs whenthere is a quieting of the mind, and the normal boundaries between selfand the world begin to melt away. For leaders this means being able to letgo, surrender control and open themselves to the wider needs of theworld. The authors of Presence: Exploring profound change in people, organizationsand society each provide a sentence on what this notion of presencemeans to each of them:Jaworski: ‘A profound opening of the heart, carried into action.’Scharmer: ‘Waking up together… by using the Self as a vehicle forbringing forth new worlds.’Flowers: ‘It’s the point where the fire of creation burns and enters theworld through us.’Senge: ‘We have no idea of our capacity to create the world anew.’STOP AND THINK!Complex changeQ. 9.4 How could you use open space technology or World Café togood effect in your organization or local community?Q. 9.5 Imagine yourself in a leadership role in your organization. Maybeyou are in one already. What is your area’s core purpose? Whatis the whole organization’s core purpose? This needs to reflectsome value that is being created in the world. What are the fewsimple principles that apply to work in your area? (Once you havethese, it will form the foundation for your leadership.)329