Theory U part 1


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  • Join us in the exciting journey and discovery of Theory U!

    Find out how the interaction within your team, organization, community and personal relationships can be more meaningful by connecting with each other on a deeper level and by creating the best possible by focusing on the future as it emerges.

    'All great discoveries come from a deep inner journey'
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Theory U part 1

  1. 1. Theory-U summary<br />Dear all,<br />After following The MIT course and reading several books, we are now applying Theory-U of Otto Scharmer in our own lives and are setting up a new business putting to use these same principles for our coaching and consultancy practice.<br />Via these slides we want to involve you in our journey and discovery of the Theory, its’ functioning and to share our experiences with those of you who are working with the theory or are interested in doing so. <br />During the coming months we’ll regularly post our experiences of implementing the theory. Feel free to contact us when you have any questions or when you want to share ideas about implementing the theory in your organization or team. <br />Emily:<br />Esther:<br />Enjoy being the best you can be,<br />Emily and Esther<br />
  2. 2. Theory-U background<br />Developed by Otto Scharmer, MIT Sloan School of Management<br />Describes a process called Presencing, that is used to create a new kind of leadership in which people use their intuition and co-creation to solve problems that they encounter <br />The theory works both on individual, group, organizational, national and global level.<br />1 sentence summary: I attend this way, therefore it emerges that way.<br />In the next slides the theory is explained more in depth.<br />
  3. 3. Principles of Theory-U<br />Looking at the global challenges (for example, environmental and financial crises) as well as the personal ones (for example, problems in social relationships), it’s not sufficient anymore to solve our problems by applying our past habits. As Einstein said: “Problems can never be solved by the same minds that created them.”<br />There are different levels of looking at these challenges:<br />By looking at the results we want to achieve<br />By looking at the process that gets us to the results that we want to achieve<br />By looking at the assumptions that underlie the way we approach the situation<br />This 3rd way of looking at a situation has to do with focusing on our inner place; the assumptions that underlie the way we approach a situation affect the process and the results of our behaviour; I attend in this way, therefore it emerges that way. <br />To respond to any challenge we face today in an adequate way, we should understand how our (personal) intentions and assumptions contribute to the collective current situation. <br />We shouldn’t change the process or the result but our way of looking at the problem and focus on how we ourselves can change in order to allow the larger system to be changed.<br />
  4. 4. Fromwheretoattendto a situation?<br />Inner Place<br />
  5. 5. What is The Blind Spot<br />The success of an intervention depends on the interior condition (inner place) from where the intervener operates. The sources (intention/assumption) where our actions come from are not reflect upon very often. <br />For example: A project assigned to 2 different managers will result in 2 different approaches and outcomes. What makes these managers approach this project in a different way? <br />It is the difference in assumptions and intentions of the managers that underlie their actions which are the source of the differences in outcomes. <br />Also in management education the focus lies on results and how to get the best results, whereas attention is barely given to the blind spot.<br />In sum: Theory-U refers to the blind spot as the inner place from which we operate and which is often neglected we should pay attention to when we want to solve problems that we face.<br />
  6. 6. What is the result of not seeing our blind spot?<br />By focusing merely on the process and outcome, we collectively create outcomes of processes, decisions and side effects that no-one wants. <br />Examples:<br />Our billion euro health care system focuses mainly on dealing with the symptoms instead of investigating the root-causes and prevention of ailments and diseases. This often is not curing people.<br />Esther chose a study based on what she thought other people would approve of. She didn’t realise this and wasn’t looking at either what she really wanted to study or why she choose this study programme. <br />Emily wrote a project plan without asking herself how she wanted to shape the project: she wasn’t aware of what her added value could be and relied on the methods at hand without investigating her own way of doing. <br />
  7. 7. Question yourself<br />From what assumptions do you start the process of writing a project plan, choosing a study or anything else?<br />What is your blind spot? And what does is bring fourth?<br />
  8. 8. Wrap Up<br />By not being aware of the sources from which we act, we don’t perform up to our ultimate potential; we are not the best we can be. Therefore, we should act upon that potential to get the most adequate results. <br />Know your blind spot, the origin of your potential and act upon it.<br />In our next presentation we’ll explain how to do thisby looking into the proces called presencing<br />Please join us next time! <br />Esther:<br />Emily:<br />