Complexity Management Literacy Meeting - Presentazione di Dario Simoncini del libro: "Leading from the Emerging Future"

Otto Sharmer & Katrin Kaufer “ LEADING FROM THE EMERGING FUTURE” - 2013

1°CM LITERACY MEETING - FIESOLE 16 NOV 2014 LIBRO CONSIGLIATO DA SIMONCINI DARIO

I LIBRI

di

OTTO

SCAHRMER



I LIBRI

di

OTTO

SCAHRMER



Otto Scharmer is a senior lecturer at Massachusetts Institute of Technology's Sloan School of Management. He is founding chair of the Presencing Institute, a research community dedicated to social innovation. He is the founding chair of the MIT IDEAS Program, that takes leaders from civil society, government and business from Indonesia and China in order to co-create profound social innovation



IL PRESUPPOSTO:

LA VITA

OLTRE LA

REIFICAZIONE …

E’ UN PROCESSO

GENERATIVO



The Presencing Institute is a global community that apply and advance the U

process of presencing to collectively create profound innovation and change.

It is an awareness-based action-research community that creates social

technologies and builds capacities. The word Presencing means to sense,

tune in, and act from one’s highest future potential. It blends the words

“presence” and “sensing” and works through “seeing from our deepest source.”

ELIAS,”Emerging Leaders Innovate Across Sectors" is a global cross-sector network of

high-potential leaders and their institutions working collectively to generate new ideas,

prototypes, and ventures. The purpose of ELIAS is to contribute to the evolution of

sustainable global market systems.

Global Dialogue Project is a website that include interviews with twenty-five of today's

leading thinkers on knowledge and leadership–inventors, entrepreneurs, scientists,

academics. It also offers an initial set of papers, including one that reflects on the themes

that emerged in the first round of interviews.



Theory U is a social technology for helping to bring about profound

innovation and change. The focus of this method is on sensing and actualizing

emerging future opportunities, both individually and collectively. In this program

you will learn how to sense and seize future opportunities and how to connect to

the deeper journey of your professional and personal life in order to become a

more effective leader and change-maker in your work environment.

The results of this research have recently been published in a third book Leading from the

Emerging Future: From Ego-System to Eco-system Economies (2013), and will

set the stage for the next wave of action research, systems change, and collaborative renewal.

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.

http://www.amazon.com/Leading-Emerging-Future-Ego-System-Eco-System/dp/1605099260/ref=pd_bxgy_b_img_y






http://www.amazon.com/Theory-Leading-C-Otto-Scharmer/dp/1576757633/ref=sr_1_1?s=books&ie=UTF8&qid=1387218608&sr=1-1&keywords=theory+u

https://www.presencing.com/tools/u-browser

https://www.presencing.com/principles







*ASCOLTARE

*CONNETTERSI

*CO-GENERARE



*OSSERVARE

*RIFLETTERE

*APPRENDERE

DA CIO’ CHE

EMERGE



*ALLINEARE

MENTE

CUORE

VOLONTA’

in

VISIONE

E MISSIONE



*ASSORBIRE

*CATALIZZARE

*TESTARE

*METTERE

IN OPERA



learning from the past —> learn from emerging future possibilities.

The quality of results in any kind of socio-economic system is a function of the

awareness that people in the system are operating from, leads to a differentiation

between four levels of awareness. These four levels of awareness affect where

actions originate relative to the boundaries of the system.

Example of listening:

- level 1 of listening is downloading. Describes a state of habitual behavior and

thought and results in “same old, same old” behaviors and outcomes. This type of

listening originates from the center of our habits, from what we already know from

past experience;

- level 4 of listening is presencing. Represents a state of the social field in which

the circle of attention widens and a new reality enters the horizon and comes into

being. In this state, we feel as if we are connected to and operating from a widening

surrounding sphere. As the presence of this heightened state of attention deepens,

time seems to slow down, space seems to open up, and the experience of the self

morphs from a single point (ego) to a heightened presence and stronger connection

to the surrounding sphere (eco).

FROM

DOWNLOADING

TO

PRESENCING



ASCOLTARE IN

UN SISTEMA

INTEGRATO

DI POSIZIONI

PERCETTIVE



LIVELLI

LOGICI E

DIALOGICI

CHE

GENERANO

VALORI E

SIGNIFICATI



IL LIBRO

DELLA

MINDFULNESS



ICEBERG

MODEL

Like the tip of an iceberg—the 10% that is visible above the waterline—the

symptoms of our current situation are the visible and explicit parts of

our current reality. This “symptoms” level is a whole landscape of issues and

pathologies that constitute three “divides”: what we call the ecological

divide, the social divide, and the spiritual divide.



LIVELLI

GERARCHICI

INNESTATI

A CRESCENTE

COMPLESSITA’



The Ecological Divide. We are depleting and degrading our natural resources on a

massive scale, using up more nonrenewable precious resources every year.

Although we have only one planet earth, we leave an ecological footprint of 1.5

planets; that is, we are currently using 50% more resources than our planet can

regenerate to meet our current consumption needs.

The Social Divide. Two and a half billion people on our planet subsist on less than

$2 per day. Although there have been many successful attempts to lift people out of

poverty, this number, 2.5 billion, has not changed much over the past several

decades. In addition we see an increasing polarization in society in which the top 1

percent has a greater collective worth than the entire bottom 90 percent.

The Spiritual-cultural Divide. While the ecological divide is based on a disconnect

between self and nature, and the social divide on a disconnect between self and

other, the spiritual divide reflects a disconnect between self and Self—that is,

between my current “self” and the emerging future “Self” that represents my greatest

potential. This divide is manifest in rapidly growing figures on burnout and

depression, which represent the growing gap between our actions and who we really

are.

LE

SEPARAZIONI

DA

SUPERARE



1. In the face of disruption, what emerging future is already possible to

discern?

2. How do we lead from the emerging future?

3. What evolutionary economic framework can guide us forward?

4. How can we create practical strategies that help us to operate from the

future that we want to create?

This framework is explained in detail in the new book Leading From the

Emerging Future (2013). The Matrix of Social Evolution and Matrix of

Economic Evolution are new frameworks to guide us forward in our

journey to create change. Institutional, Relational, and Personal

Inversion are strategies for helping us operate from the future we want to

create.

DOMANDE

MATRICI

GUIDA

https://www.presencing.com/ego-to-eco/social-evolution









https://www.presencing.com/ego-to-eco/economic-evolution







https://www.presencing.com/ego-to-eco/institutional-inversion

https://www.presencing.com/ego-to-eco/relational-inversion



Journaling Practice: a self-reflective practice allows participants to access

deeper levels of self-knowledge, and to connect this knowledge to concrete

action steps.

Stakeholder Interviews:conversations an individual conducts with key

stakeholder allow you to step into the shoes of your interviewees and see your

role through the eyes of these stakeholders.

Shadowing exercise: means to accompany a person for a period of time to

observe him/her during work, and learn from this observation.

Sensing path: are a way of experiencing the system through the lens of

different stakeholders. Together with other users of the system, participants

will undertake small journeys to different places in that system.

Prototyping: means to create a landing strip for the future you want to create,

and to build something that allows you to explore an emerging idea or concept

by doing something.

Dialogue Interviews: to engage the interviewee in a reflective and generative

conversation that allows for reflection, thinking together and some sparks of

collective creativity to happen.

TOOLS

https://www.presencing.com/tools/stakeholder-interviews



https://www.presencing.com/tools/shadowing

https://www.presencing.com/tools/prototyping

https://www.presencing.com/tools/dialogue-interviews





SHIFTING

THE SOCIAL

FIELD (1)

Five conditions are required to shift the center of gravity from ego to eco:

1. A container: You need to bring all key stakeholders together in a single room, and then create a container Space in which they can interact and learn with each other.

2. Science: You need good science in order to let the data talk to you–that is, in order to get beyond everyone’s currently favored opinion.



SHIFTING

THE SOCIAL

FIELD (2)

3. Dialogue: You need to close the feedback loop between collective action and awareness; you need to make the system see itself

4. Aesthetics … which means perception through the senses. In the workshop, it was key to feel the impact of sea-level rise through the map visualization …

5. Facilitation! Participants let go of their ego-system view (‘what they are doing to us!’) and begin to operate from an eco-system view (‘what we are doing to ourselves!’).



1. The behavior we saw is exactly the same as what we have seen from our actual delegations in most international negotiations on climate change.

2. The delegates in simulation game were well-informed and well-intentioned. Yet, as a group, they acted just as dysfunctionally as our politicians do.

3. In rounds 2 and 3, they abandoned their silo perspective and adopted a perspective of “seeing the whole.” Their mindsets shifted from an ego-system awareness (me-me) to an eco-system awareness (me-we) —> we in me

4. The big question on the table in almost every real-world case of large systems change is how to make that shift. What happened in that half-day climate simulation game is often missing on the larger, real-world scene.

UN ESEMPIO DI UNA

RECENTE SIMULAZIONE - 2014



EMERGING

ORGANIZATION

AND

LEADERSHIP

WE IN ME



Shifting the Inner Place from Which We Operate

An interview with 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.”

The success of our actions as change-makers depend on the Inner

Place from which we operate

But: “what do I really know about this inner place? I know nothing!

Do we have one or several or an infinite number of these places?”

BLIND SPOT: IS THE INNER PLACE FROM WICH WE OPERATE

He didn’t know because that place is in the blind spot of our everyday

experience. We can observe what we do and how we do it. But the

quality of the source (or inner place) from which we operate in “the

Now” tends to be outside the range of our normal observation,

attention, and awareness.

THE

BLIND

SPOT

LA

MOTIVAZIONE

PROFONDA



PERSONAL INVERSION

As human beings, we are on a journey of becoming who we really

are. This journey to ourselves — to our Selves — is open-ended, full of

disruptions, confusion, and breakdowns, but also breakthroughs. It is a

journey that essentially is about accessing the deeper sources of the

self. Knowing who we are is impossible as long as we direct the beam

of observation away from ourselves and onto the exterior world around

us. In order to discover true self-knowledge, we have to bend the

beam of scientific observation back onto the observing self—that

is, back onto its source.

Francisco Varela described this as the “core process of becoming

aware.” His three gestures of suspending, redirecting, and letting

go mark the downward slope of the U process.

PROCESSO

DI

CONSAPEVOLEZZA

CHI SONO E

DA QUALI SPINTE

INTERIORI

SONO

MOTIVATO



Conversation with Francisco Varela

Paris, France - January 12, 2000

…how to access

experience

(Varela) The problem is not that we don't know enough about the brain or about

biology, the problem is that we don't know enough about experience. … We have had

a blind spot in the West for that kind of methodical approach, which I would now describe as

a more straightforward phenomenological method. … Everybody thinks they know about

experience, I claim we don't."

(Sharmer) We think we know a lot about experience, but in fact we don't. That really

resonated with many readers because we have the same problem in the whole domain of

organization studies and management research. We think we know a lot about

organizational experience, but the truth is we haven’t found a good method of accessing the

situated and living nature of organizational experiences.



Suspension

of habitual patterns

make introspection

and stay with it

Redirection is a

specific gesture.

Suspension creates a space,

the new comes up,

and then you can redirect

It has to be a light touch … the letting go here is crucial, because it's only when you don't hold on to the

redirection that you can again go back to suspension.

Processo di accesso alla propria esperienza … understand

how it is done, like the good coach does … for explorers of

experience.



Spontaneous capacity, which is already part of science, needs to be

developed further. Something that is spontaneous and natural is the

beginning of the whole process of learning, where you become truly a

black belt or a very competent observer of your experience, a

describer of your experience. By means of what? One key thing:

disciplined regular training. Without really specific regular training,

like everything else in human affairs, you stay a beginner.

NEED OF LEADERSHIP TRAINING “INTROSPEZIONE MOTIVAZIONALE”

Edgar Morin

IL METODO - Vol. 6 - Etica - Cortina 2005

1°CM LITERACY MEETING - FIESOLE 16 NOV 2014 ALTRE LETTURE CONSIGLIATE

Francisco Varela - INTROSPECTION in “The View from Within” - Imprint Academic 1999


Daniel J. Siegel

Mindfulness e cervello - Cortina 2009


Leadership & Management

Complexity Management Literacy Meeting - Presentazione di Dario Simoncini del libro: "Leading from the Emerging Future"