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Otto Scharmer

Otto Scharmer
Related:  Theory U

Une journée avec Otto Scharmer | Christine Koehler A l’occasion de la sortie en France du livre d’Otto Scharmer, La Théorie U, Diriger à partir du futur émergent, Génération Présence et SOL France avaient organisé la semaine dernière une journée avec Otto Scharmer à Paris. J’y étais. Qui est- Otto Scharmer ? Que veut-il ? Maître de conférence au MIT, fondateur du Presencing Institute, Otto Scharmer cherche à comprendre ce qui met en mouvement les systèmes complexes et les conduit à réussir ou pas leurs processus de changement. Il a introduit le concept de “presencing”, qui, mélange de présence et de ressenti, est un état d’attention particulier permettant aux personnes et aux groupes d’agir sur leur qualité de présence et de s’ouvrir au futur émergent. Le déroulement de la journée Les concepts A partir de là, Otto Scharmer nous a posé quelques questions fondamentales : • Comment les parties (par exemple les bribes de connaissances individuelles) se connectent-elles au tout ? Pour en savoir plus sur la Théorie U (VO anglais) : video MIT.

Home - The Performance Coach - Performance Coaching, Leadership Development, Team Coaching, Team Development, CPD Courses M A R G A R E T J. W H E A T L E Y Welcome · HubHostGuide Dear Hub Host, This guide intends to support your efforts in organizing hubs during the edX course u.lab: Leading From the Emerging Future - An introduction to leading profound social, environmental and personal transformation. The course will bring together thousands of participants from around the world for an eight-week experiential learning journey. The u.lab is a learning experience that gives people the opportunity to co-sense and co-create the emerging future within a challenge or context that matters to them. ! Co-created Guide After the last u.lab, we organized calls with u.lab hub hosts and listened to their stories and feedback. There are many different layers to the u.lab hub hosting experience. This guide was co-created by many people and the entire guide draws from the collective experience of hub hosts around the world. With gratitude for your support and energy in making the u.lab a truly global and local experience! The u.lab Hub Host Team

U-procedure and Theory U U-procedure and Theory U is a change management method to change unproductive patterns of behavior. It was developed by Dr Friedrich (Fritz) Glasl and Dirk Lemson of the NPI (Netherlands Pedagogical Institute) in 1968[1][2] and presented systematically from the 1980s. It has been used in organisation development and social development since that time.[3][4][5] Following Dr Glasl's special interest in conflict issues, the method has also been explicitly developed to handle to the consciousness and process issues associated with relational dynamics and conflict resolution.[6] Since the early 2000s it has been elaborated as Theory U (also called "U" methodology) by C. Otto Scharmer, incorporating also his theories of presencing[7] and capitalism 3.0.[8] This work itself draws on collaboration between Scharmer and his colleagues Peter Senge, Joseph Jaworski and Betty Sue Flowers.[9] U-procedure or U-process[edit] The seven stages consist of: 1. 2. 3. 4. 5. 6. 7. Theory U[edit] Presencing[edit]

free online learning for careers, work, management, business training and education: find materials, articles, ideas, people and providers for teaching, career training, self-help, ethical business education and leadership; for personal, career and organi How to Design Culture: 16 Patterns to Build Adaptive Learning Organizations How do we form learning cultures in times of accelerating change? What tools and practices can self-organizing structures implement to become more agile and adaptive? I just received a copy of a new book by Dan Mezick called The Culture Game, which is all about answering the above inquiry. It touts itself as “the reference manual and toolbox for management “culture hackers,” those innovators and change-makers who are focused on creating a culture of learning inside their team…and the wider organization.” I’ve known Dan now for the better part of this year, and he’s been feeding me these tips, which are totally changing the ways I approach my own personal growth and development, as well as how I’m interacting with others. For me, the culture hacking movement really gets to the essence of how to build/become a learning organization and transform the future of work. Below are the 16 learning practices outlined in the book, and a brief description of each. 1. Ain’t that the truth. 2. 3. 4. 5.

Theory U: Leading from the Future as It Emerges - An Awareness Based Leaders today are torn between worlds: on the one hand they are confronted with a new set of emerging leadership challenges in a 21st-century world of complexity, chaos, and disruptive change; and on the other they find themselves equipped with a 20th-century management toolkit that is inadequate to fix the problems they face. Between these two worlds there yawns a wide chasm that today’s leaders must find a way to bridge. Theory U addresses this situation by supplying two forms of help: a lens or framework that shines a new light on the current condition of leadership, and a social technology that gives leaders tools to deal with their challenges more effectively, more creatively, and more collectively. Illuminating the Blind Spot The premise of Theory U is that the current condition of leadership – that is, operating in the chasm that separates the two worlds – cannot be addressed without illuminating the blind spot of leadership. Figure 1: The Blind Spot of Leadership Levels of Change

Five Reasons to Get Coached - The Translucent View Last week, I wrote to you about my friend Jonathan Robinson and his powerful statement to me on the phone, “it is easier to be a teacher than a student.” We got a lot of interesting comments and email about that, and this week I want to jam on the same theme a little more, and talk about the art of being able to receive support in your life. It is hard to believe that, a little more than 20 years ago, coaching only existed in the world of sports. Back in the 80′s, you could find a tennis coach, a swimming coach, a basketball coach, but that was it. These days, everybody is a coach. You name it, coaching has been developed for every area of life you could think of. But let’s not throw the baby out with the bath water. #1 Overcome the single greatest obstacle. Suzi April(rt), one of our Certified Coaches Distraction. #2 You know what to do. Most coaching rests solidly on the assumption that you know what to do, even if you don’t remember to do it. That’s everybody’s story. All the best,

Junto: overview of concept, philosophy, and components Hi all! In the past few months, there has been a lot of excitement and momentum building around the Junto concept, which has been great, and expanded all of our views of where it could go. I just wanted to take the time to reclarify the philosophy, definition, and components of Junto, so that we know what steps can be carried out to bring the vision closer to a reality. Thanks again for everyone’s involvement in this collective learning and building process! junto :: philosophy For far too long, information and knowledge have been locked inside silos, repeated across disciplinary fields, differentiated by jargon but not substance, then lost and rediscovered, repackaged, reworded, and resold, over….and over….and over. We are at a critical point in human history, where as a globally interdependent society, we must learn how to lower these barriers, share information, collaborate, and cocreate value in new ways. How do we go from theory to practice, and amplify the power of networks?

Jaywalk » Structural Manifestation of Theory U Otto Scharmer’s book Theory U: Learning from the Future as It Emerges describes “the social technology of presencing”, the theory and practice of the U process that calls for “presence” and “sensing”. Scharmer maintains that through this “presencing” — being in touch with the inner place from which attention and intention originate — individuals, teams, organizations and global systems alike are able to raise to a higher level of operation, at which they are able to seize the highest future possibilities that “want to emerge”. Theory U is about profound transformation: personal, social and global. Scharmer describes to great extent how to bring about such a change individually, in organizations and in society, but does not give a proper account of what the change means in structural terms. Figure 1 depicts my idea of how Scharmer’s four levels of responding to change would be manifested structurally in a system, e.g. an organization. Figure 1.

Theory U Introduction Theory U proposes that the quality of the results that we create in any kind of social system is a function of the quality of awareness, attention, or consciousness that the participants in the system operate from. Since it emerged around 2006, Theory U has come to be understood in three primary ways: first as a framework; second, as a method for leading profound change; and third, as a way of being - connecting to the more authentic of higher aspects of our self. Shifting the Inner Place from Which We Operate During an interview, Bill O’Brien, the late CEO of Hanover Insurance, summarized his most important insights from leading transformational change in his own company. O’Brien said: “The success of an intervention depends on the interior condition of the intervener.” When Otto first heard Bill O’Brien say that he thought, “What do I really know about this inner place? Fig. 1: The Blind Spot of Leadership Leading From the Emerging Future

Critical Path (book) Critical Path is a book written by US author and inventor R. Buckminster Fuller with the assistance of Kiyoshi Kuromiya. First published in 1981, it is alongside Operating Manual for Spaceship Earth one of Fuller's best-known works. Vast in its scope, it describes Fuller's own vision of the development of human civilization, economic history, and his highly original economic ideology based, amongst other things, on his detailed description of why scarcity of resources need no longer be a decisive factor in global politics. The following is a list of the main claims and opinions presented in the book, reported without discussion or criticism. The first part of the book explains the history and present state of the global economy. Human life began in the atolls of the South Pacific, where the average sea temperature is closest to that of the human body (p. 6). Our knowledge of the spherical shape of the Earth is central to our understanding of ecology (p. 34). Critical path. Mr.

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