Social Transformation: Peek into Theory U

The U Process of Co-sensing and Co-creating — Presencing- Prof. Otto Scharmer

Theory U is a profoundly impactful transformational methodology for solving adaptive challenges at a systemic level. Theory U started in 2006 as a ten-year research project by Otto Scharmer. Scharmer conducted 150 interviews with entrepreneurs and innovators in science, business, and society and then extended the essential principles into a theory of learning and management with colleagues at MIT. Mainly Brian Arthur, Francisco Varela, Peter Senge, Ed Schein, Joseph Jaworski, Arawana Hayashi, Eleanor Rosch, Friedrich Glasl, Martin Buber, Rudolf Steiner, and Johan W. V. Goethe has been critical.

The principles of Theory U work from individual stages to transforming the collective organizational system. I think it works in specific situations where the presence of self is at the core to bring change and integrate the following factors from the past to the future. The framework fails when an individual isn’t near the deeper dimension of leadership and transformational change, leading to failure in the collective system where each element is described as interconnected. The framework has a more pragmatic approach where it is explored by doing practical experiments, instant prototyping where the alignments of the system have to be in a decorum. It has some limitations because it is vague and not sufficiently grounded in practice to the relevancy of the stages.

The model works upon the collective results distinguishing between the social, ecological, and spiritual divide. This theory changes the mindset by enhancing the quality of thinking by questioning to approach these situations. Reconstruction and evolution of human consciousness that moves from self-centric ego-system approach changes to inclusive ecosystem approach is characterized by the empathizing at the core; presencing. The process of embodying listening to others creates the open mind to consume and be aware and overcome ignorance by suspending freely. Eventually, the act of enacting possessing love by redirecting the open heart away from greed and willingly opening to embrace the courage by letting go of fear enables a paradigm shift to move learning from head to heart and to hand.

While the model brings a dual revolution in leadership and learning, it is challenging to implement in unstructured contexts. We can see what we do (outcomes). We can see how we do it (process). But we are usually unaware of the who: the inner place or source from which we operate. In some situations, it is easy to say but challenging to do, as “inner voices of resistance” inevitably come up on the way to this future-led thinking:

1. If we want to think creatively, we must suspend judgment, as judgment prevents us from having an open mind.
2. We need to put ourselves in a position of “true openness” without distance.
3. We need to suspend fear, which does not let us move forward as we are afraid to lose what we have.

This equation does resonate with me personally with the prospect of the systematic disconnects that are congruent to the spiritual divide. Furthermore, plenty of the time, I disconnect with my own self and question the ideas of who I am today and who I could be tomorrow. With the voice of judgments, shutting an open mind, similarly with the voice of cynicism and not opening wholeheartedly and with the voice of fear- not opening willingly question me “Where is the blind spot in my leadership and course of action?” The introspection of giving attention to what I notice and act on changes the direction of self-realization that enables me to transform my narrative of how I relate to others and bring change collectively. The shift in awareness from an individual level to individuals in the team and eventually the system that I want to change and lead. A moment of intentional silence and reflection is the redefining of moving enthusiasm, letting go of the past, and getting ready for the future to emerge. The reawakening for the term “Mindfulness” occurs whether I can pay attention to my own attention and not only see something but also see my seeing.