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

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.

*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

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

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 spa
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

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

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