Presencing: Collective Leadership for Profound ... - Otto Scharmer

Presencing: Collective Leadership forProfound Innovation & ChangeOmega InstituteMay 5-7, 2006Otto ScharmerPeter SengeJoseph JaworskiBetty Sue Flowersscharmer@MIT.EDUwww.ottoscharmer.com

Downloadingpatterns of the pastAccessYour...Performing:achieve results throughpractices, infrastructuressuspendingSeeingwith fresh eyesOpenMindembodyingPrototyping:co-create strategic microcosmsdeep diveSensingfrom the fieldletting-goOpenHeartOpenWillPresencingconnecting to SourceWho is my Self?What is my Work?enactingCrystallizingvision and intentionletting-comeCo-sensing Co-presencing Co-creating© 2006 C.O. Scharmer

I.The Blind Spot

Three perspectives on an artist’s work© 2006 C.O. Scharmer

Three perspectives on an artist’s workOUTCOME:The completed picture© 2006 C.O. Scharmer

Three perspectives on an artist’s workOUTCOME:The completed picturePROCESS:As she paints© 2006 C.O. Scharmer

Three perspectives on an artist’s workOUTCOME:The completed picturePROCESS:As she paintsSOURCE:While she stands in frontof the blank canvas© 2006 C.O. Scharmer

© 2006 C.O. ScharmerWhat leaders do

What leaders doProcesses they use© 2006 C.O. Scharmer

What leaders doProcesses they useSources (places) from where leaders (and systems) operate© 2006 C.O. Scharmer

“The success of an intervention depends on theinterior condition of the intervenor.”William O’Brien, former CEO ofthe Hanover Insurance Company© 2006 C.O. Scharmer

Two Sources of Learning, Two Learning CyclesA. Learning by reflecting on the experiences of the pastact - observe - reflect - plan - actB. Learning by presencing emerging futures© 2006 C.O. Scharmer

Four Levels of Responding to Changemanifestactionreactingprocess,structuredynamiccomplexityredesigningthinkingsocialcomplexityreframingSources ofcommitmentand creativitygenerativecomplexitypresencing© 2006 C.O. Scharmer

The U Process of Presencing in A Nutshell

Brian Arthur, Santa Fe InstituteOn the Core Process of Profound Innovation

DownloadingObserve,observe,observeAct in aninstantRetreat and reflect:Allow the innerknowing to emerge

Downloadingpatterns of the pastAccessYour...Performing:achieve results throughpractices, infrastructuressuspendingSeeingwith fresh eyesOpenMindembodyingPrototyping:co-create strategic microcosmsdeep diveSensingfrom the fieldletting-goOpenHeartOpenWillPresencingconnecting to SourceenactingCrystallizingvision and intentionletting-comeCo-sensing Co-presencing Co-creating© 2006 C.O. Scharmer

LISTENING 1:from habitsDownloadinghabits of judgmentreconfirming oldopinions & judgmentsLISTENING 2:from outsideprecise listening,noticing differencesOpenMinddisconfirming[new] dataLISTENING 3:from withinLISTENING 4:from Sourceempathiclisteninggenerative listening(from the futurewanting to emerge)OpenHeartOpenWilldeep understanding,seeing throughanother person‘s eyesemotional connectionconnecting to the presenceof an emerging future whole;shift in identity: authentic SelfCo-sensing Co-presencing Co-creating© 2006 C.O. Scharmer

Downloading:Talking niceDebate:Talking toughDialogue:Reflective inquiryCollective creativity:Generative flowSaying what they want to hearEmpty phrasespolite, cautiousAutistic SystemSaying what I thinkExchange of divergent viewsI am my point of viewAdaptive SystemSeeing what we say and doFrom defending to Inquiry into viewpointsI can change my viewSelf-reflective SystemSpeaking from what is moving throughCo-creating something newpresence of an emerging future WholeGenerative System© 2006 C.O. Scharmer

Downloadingpatterns of the pastAccessYour...Performing:achieve results throughpractices, infrastructuressuspendingSeeingwith fresh eyesOpenMindembodyingPrototyping:co-create strategic microcosmsdeep diveSensingfrom the fieldletting-goOpenHeartOpenWillPresencingconnecting to SourceWho is my Self?What is my Work?enactingCrystallizingvision and intentionletting-comeCo-sensing Co-presencing Co-creating© 2004 C.O. Scharmer

Downloadingpatterns of the pastAccessYour...Performing:achieve results throughpractices, infrastructuresVOJsuspendingSeeingwith fresh eyesOpenMindembodyingPrototyping:co-create strategic microcosmsCynicismFeardeep diveSensingfrom the fieldletting-goOpenHeartOpenWillPresencingconnecting to SourceenactingCrystallizingvision and intentionletting-comeWho is my Self?What is my Work?Co-sensing Co-presencing Co-creating© 2004 C.O. Scharmer

Downloadingpatterns of the pastAccessYour...Performing:achieve results throughpractices, infrastructuresVOJsuspendingSeeingwith fresh eyesOpenMindembodyingPrototyping:co-create strategic microcosmsCynicismFeardeep diveCo-sensing:Shifting the Place fromWhere PerceptionHappensSensingfrom the fieldletting-goOpenHeartOpenWillPresencingconnecting to SourceenactingCrystallizingvision and intentionletting-comeCo-creating:Shifting the PlaceWho is my Self? from Where ActionWhat is my Work?HappensCo-presencing/Stillness:Shifting the Place From Where Self/Will Originates© 2006 C.O. Scharmer

An Example of the U-Process of Leading Profound Innovation and Change:One Process, Seven Elements1.Co-Initiation: Identify opportunity,stakeholders, core players(dialogue interviews)2.Foundation Workshop: Sharedunderstanding of purpose,process, roles & responsibilities3.5.Deep Dive Learning Journeys:Common Commitment:Total immersion inPresent and chooserelevant contextsprototyping initiatives4. Retreat:Synthesize learning journeysCreate scenarios of emerging futuresUncover common intention and commitmentCrystallize vision and prototyping initiatives© 2004 C.O. Scharmer, J. Jaworski, A. Kahane7.Present results fromliving microcosm prototypes6.Prototypestrategic microcosmsto learn by doingCo-sensingCo-presencingCo-creating

Downloadingstyle: unilateral (1-channel)intent: manipulation to advancespecial interest group gainswho: special interest group, exclusionof other stakeholder voicesprocess: set agenda, non transparentBusinessPoliticsCivil society© 2004 C.O. Scharmer

Downloadingstyle: unilateral (1-channel)intent: manipulation to advancespecial interest group gainswho: special interest group, exclusionof other stakeholder voicesprocess: set agenda, non transparentDebate:style: bilateral interaction (2-channel)Intent: stakeholder advocacy byengaging in open debatewho: driven by few stakeholders, moreinclusive of other stakeholder voicesProcess: set agenda, transparentBusinessPoliticsCivil society© 2004 C.O. Scharmer

Downloadingstyle: unilateral (1-channel)intent: manipulation to advancespecial interest group gainswho: special interest group, exclusionof other stakeholder voicesprocess: set agenda, non transparentDebate:style: bilateral interaction (2-channel)Intent: stakeholder advocacy byengaging in open debatewho: driven by few stakeholders, moreinclusive of other stakeholder voicesProcess: set agenda, transparentMultistakeholder Dialoguestyle: dialogic multilateral interactionIntent: an inclusive discourse,influence through shared reflectionwho: inclusive of all key stakeholderProcess:evolving,transparent agendaBusinessPoliticsCivil society© 2004 C.O. Scharmer

Downloadingstyle: unilateral (1-channel)intent: manipulation to advancespecial interest group gainswho: special interest group, exclusionof other stakeholder voicesprocess: set agenda, non transparentDebate:style: bilateral interaction (2-channel)Intent: stakeholder advocacy byengaging in open debatewho: driven by few stakeholders, moreinclusive of other stakeholder voicesProcess: set agenda, transparentMultistakeholder Dialoguestyle: dialogic multilateral interactionIntent: an inclusive discourse,influence through shared reflectionwho: inclusive of all key stakeholderProcess:evolving,transparent agendaBusinessPoliticsCollective Creativitystyle: collective co-creationIntent: inclusive co-creation, servingthe wholewho: inclusive of all key players of theemerging future wholeProcess: evolving transparent agendaCivil society© 2004 C.O. Scharmer

Knowing Self and World“Man knows himself only to the extent that heknows the world; he becomes aware of himselfonly within the world, and aware of the world onlywithin himself. Every object, well contemplated,opens up a new organ within us.”—Johann Wolfgang von Goethe

13 Step Journaling1. Where in your life and work are you currently getting at your edge:challenges, issues, frustrations?2. Sources of energy and joy: When do you feel your heart opening—whatdo you truly love?3. Look at yourself from outside: What is it that life (and your environment)is asking you to do?4. Helicopter yourself above your current day to day situation and askyourself: what is it in the current stage of your life’s and work’s journey,that you are trying to do?5. Imagine you could fast-forward to the last moments of your life, when itis time for you to pass on. Imagine yourself at that moment looking backon your life’s journey as a whole: What would you want to see in thatmoment? What is for you personally the most essential?6. Let’s now return to your current situation. Imagine that you could link toyour highest future possibility—to your highest or best future Self—andthat you could ask one question to which you would get a meaningfulresponse. What question would you ask of your highest future Self?© 2006 C.O. Scharmer

© 2006 C.O. Scharmer13 Step Journaling: cont.7. Now, pause for a brief moment of silence to listen deeply to theresponse that your future Self is giving to you. Stay with it and then writeit down.8. What vision and intention do you have for yourself and your work?What are some essential core elements of the future that you want tocreate with your work and life (personal, professional, social…)?9. Where in your current life do you experience the seeds and earlybeginnings of the future that you want to create?10. What would you have to let go of in order to bring your vision/intentioninto reality?11. Over the next three months, if you were to prototype a microcosm ofthe future in which you would discover by doing, what would it looklike?12. Who are the core partners and helpers that would help you bring it intoreality—and that could support you in realizing your highest futurepossibility more fully?13. If you committed to taking on the project of bringing your intentioninto reality, what practical first steps would you take over the next 3 to 4days?

Literature:Scharmer, C. O. (Forthcoming).Theory U: Leading by Presencing Emerging Futures (working title).Scharmer, C.O. 2001. Self-transcending knowledge: Sensing and Organizing AroundEmerging Opportunities. In: Journal of Knowledge Management, Vol. 5, no. 2:137–150.Senge, P., C. O. Scharmer, J. Jaworski, and B. S. Flowers. (2004).Presence: Human Purpose and the Field of the Future, Cambridge, MA: SoL Press.www.dialogonleadership.org, www.ottoscharmer.com