Understanding Theory U — From reacting to regeneration
Over the past few weeks, we focused on the application of Strength based approaches to several management functions.
We would like to introduce an approach to management which enables leaders to learn from the future as it emerges instead of focusing on past failures to come up with solutions to challenges faced.
This requires leaders leading themselves and their organisations through a U process, by first descending to the sources of their deepest creativity and then coming back up to turn their ideas and insights into reality.
Theory U developed by Joseph Jaworski and Otto Scharmer, operates on the belief that people can gain insight into their most intractable problems, large and small, by cultivating certain capacities and the right conditions.
The U-Process is based on a belief that there are multiple ways of coping with highly complex problems, some more successful than others.
Often, we react to challenges that come our way by developing solutions that we are most familiar with.
Theory U on the hand proposes that we need to respond in a deeper, more thoughtful way, one that sets the stage for true insights to emerge.
In these cases, nothing short of a regeneration will successfully resolve the situation.
The U theory helps us to understand regeneration and how to get there.
Otto Scharmer assets that “we are collectively creating results that (almost) nobody wants.”
The challenge we always face is that we tend to use our previous experience to project what the future holds.
The future however needs new solutions and a new approach. A change in direction and the way we think is needed.
What is evident is that we usually learn from the past, but “learning by sensing and actualising emerging future possibilities” would be much more effective.
This is the essence of theory U.
The U process has three phases that involve seven capacities which involve creating a specific environment in support of a particular type of learning.
The three phases are sensing, presencing and realising.
Each of these phases require different environments with different stimulation such as taking long walks and travelling taking in a large amount of new information including sounds, sights, and smells.
Other environments require reflective space to allow one to make sense of their inner thoughts and feelings.
The U-Process involves creating three such spaces in three overlapping phases, as outlined in the following diagram below.
Stages of the U process
- Sensing / Uncovering – involves opening ourselves up, uncovering reality, and seeing the system we are a part of.
To avoid clouding our understanding of the system by our beliefs and cultures we need to develop two capabilities i.e., suspending judgment and redirecting.
This phase involves an individual observing the environment they are operating from.
- Presencing — In this phase, we uncover our deeper knowing about what is going on in our system, our relationship with the system (our role within it, and what we, individually and collectively, are being called upon to do).
This stage requires individuals to retreat and reflect to allow their inner knowing to emerge.
- Realizing – is characterized by rapid conclusions that unfold over time. At this stage We have a picture of what we want to create, in terms of broad details, shapes, and colours, however all the details of the picture are not yet clear.
This process is termed capacity crystallising. At this stage individuals act on their ideas to formulate solutions to problems.
William O’Brien the former CEO of the Hanover Insurance company summed up the U process by saying “The success of an intervention depends on the interior condition of the intervenor.” This then entails that as leaders of organisations we need to reframe the way we think as we lead our organisations in a way that produces sustainable business solutions.
In our next article we will discuss further the capabilities that are required at each of the stages of the Theory U process for the successful implementation of change within organisations.
Chiedza Kadare is an OD Practitioner. You can get in touch with her on WhatsApp/call +263 77 283 0986 or Email chiedza.kadare@gmail.com
Paul Nyausaru is an OD Practitioner and leadership coach. For all your OD interventions and leadership development training you can get in touch with him on WhatsApp/call +263774062756 or Email pnyausaru@gmail.com
