1. Human Abilities UNPLUGGED: THEORY U Dr. Carole Gothelf – March 2012 The College of New Jersey

2. Change is the pivot point of innovation. Conversation leads to agreement. Agreement leads to common action. Action leads to relationship. Relationship maintained over time leads to trust. Trust provides fertile ground for change. Change requires new language. New language requires conversations. Dr. Paul Pangaro Close collaboration between friends

3. THEORY U: C. Otto Scharmer PRESENCING Present Sensing the Future

4. “THE BLIND SPOT” Being blind to the deeper dimensions of leadership. The success of an intervention depends on the interior condition of the intervener. William O’Brien Former CEO Hanover Insurance Company

5. We know very little about the invisible dimension of leadership That is why: 2 leaders, same situation, different results. Successful leadership depends on the quality of attention that the leader brings to a situation. SOURCE (Invisible Dimension) PROCESS (How) RESULTS (What)

6. HELPING US SEE EACH OTHER IN A BRIGHTER LIGHT AND REVEALING ITS TRUE DEPTH.

7. OPEN MIND OPEN HEART OPEN WILL OPEN HEART OPEN WILL OPEN MIND OPEN HEART OPEN WILL THEORY U

8. LEADERSHIP Leadership is about shaping and shifting how individuals and groups attend to and respond to a situation. 4 TYPES OF LISTENING DOWNLOADING FACTUAL EMPATHIC GENERATIVE

9. 4 TYPES OF LISTENING DOWNLOADING: “Yeah, I already know that” FACTUAL: Paying attention to facts and novel data. You ask questions and pay careful attention to the response. EMPATHIC: “Oh yes, I know exactly how you feel.” We forget about our own agenda and begin to see the world through other’s eyes. To really know how someone feels we need to open our hearts. GENERATIVE: Moves beyond our current self (the present) and connects us to something deeper. Listening from the emerging field of future possibility. Access our hearts and our will.

10. Stories are the closest thing we have to the truth.

11. 4 TYPES OF LISTENING DOWNLOADING: Reconfirm what you already know. Reconfirm your habits of thought: “Here she goes again.” FACTUAL: Dis-confirm what you already know and notice what is new. “Boy, this looks different today.” EMPATHIC: Your perspective is redirected to seeing the situation through another’s eyes. “Boy, yes, now I really understand how you feel. I can sense it now, too.” GENERATIVE: You realize that by the end of the conversation, you are no longer the same person. New possibilities emerge.

12. SOCIAL CHANGE TECHNOLOGY DOWNLOADING Patterns of the past SUSPENDING Seeing with fresh eyes THE DEEP DIVE Seeing from the field LETTING GO PRESENCING Connecting to the source OPEN MIND OPEN HEART OPEN WILL ACCESS YOUR

13. The Single Most Important Challenge The shift from the quick fix on a symptomatic level to generative responses that address the systemic root issue. “You can’t solve problems using the same consciousness that you used when you created them.” – Albert Einstein

14. What Do People Want More Of In Their Lives PERSON CHOOSING CONTRIBUTINGSHARING PLACES BEING RESPECTED BELONGING

16. Causal Loop Diagram Consultant staff develop trainings Staff attends a workshop Respond to RFS Pressure to move to a Person Centered Practice Develop capacity to ‘Hold a space open’, for innovative practice, i.e. pilot project at each program, staff training with follow-up, staff evaluation. Short term symptomatic fixes Easier, Faster Fundamental solutions Harder, Take Time

17. 4 Levels of Responding to Change ACTION PROCESS/STRUCTURE THINKING OPEN HEART OPEN WILL OPEN MIND 2. REDESIGNING: Policies 3. REFRAMING: Values, Beliefs 4. REGENERATING: Sources of energy and commitment 1. REACTING: Quick Fixes

18. 3 Movements of the “U” Dowloading past patterns See with fresh eyes 1.OBSERVE OBSERVE LETTING GO Suspend VoJ, C&F OPEN MIND OPEN HEART OPEN WILL 2. PRESENCING: Retreat and reflect. Allow the inner knowledge to emerge LETTING COME Crystallize Vision and intention 3. Prototyping the new Performing by operating from the whole

19. An after-school job. Relationship – Conversation – Action – Change

20. 5 Stages of the “U” 1.CO-INITIATE: Uncover common intent, stop and listen to others and to what life calls you to do. 3. PRESENCING: Connect with the source of inspiration and will. Go to a place of silence and allow inner knowledge to emerge 5. CO-EVOLVING 4. PROTOTYPING: Co-creating the new 2.CO-SENSING: Observe, Observe, Observe: Connect with people and places.

21. THEORY U An open heart allows us to see a situation from the whole. An open mind enables us to see one’s best future possibility. An open will empowers us to act from an emerging whole.

22. PROTOTYPING Integrating HEAD, HEART and HAND. Seek it with your hands – don’t think about it, feel it. The wisdom in your hands is greater than the wisdom in your head will ever be.” “The Legend of Bagger Vance”

23. 7 Leadership Capacities 1.HOLDING A SPACE OPEN: Listen to what life calls you to do. 4. PRESENCING 6. PROTOTYPING: Integrate Mind, Heart and Will. 5. CRYSTALLIZE: Access the power of intention. 2.OBSERVE: Attend with your mind wide open. Suspend Redirect 3.SENSING: Connect with your heart. Letting Go Letting Come 7. PERFORMING

24. The faces of a new reality: The Melissa Reggio Higher Education Program - Kingsborough Community College and The College of Staten Island

25. PERFORMING Requires 2 essentials 1.Convening the right set of players: Pomegranate seeds 2.Social Technology that allows a multi stake-holder gathering to shift from debating to co-creating the new.

26. PRESENCING-IN-ACTION LAB For TCNJ Change Makers Co-Initiating and building relationships -How do you co-create and sustain helping relationships? -How do you co-initiate multi-stakeholder projects? Co-Sensing and Prototyping -How do you create learning journeys and processes that allow for effective co-sensing of groups? -How do you return from a co-sensing process and make sense of the experience? -How do you move from sense-making and brainstorming to prototyping? -How to do you prototype in a multi-stakeholder environment?

27. PRESENCING-IN-ACTION LAB For TCNJ Change Makers Co-Inspiring and Presencing -How can we connect to the SOURCE in the context of organizational complexity and downloading? -How can we integrate mindfulness in everyday team and management practices? -How can we connect the paths of our professional (and personal) journey(s) both individually and collectively?

28. PRESENCING-IN-ACTION LAB For TCNJ Change Makers Co-Evolving -How do we envision, inspire, and nudge along the birth of a new system while still operating in the midst of the old? -How do you scale up from prototyping and piloting? -How do we sustain the transformation? -How do we ensure a supporting infrastructure for collaboration and innovation across boundaries?

29. LEARNING CIRCLES Learning Circles function to develop adaptive and innovative responses to complex issues. Learning Circles engage the people who live with the problem and have the greatest stake in creating new options. Members of Learning Circles are exploring the frontier of possibility and innovation, and in doing so they try things and invent new solutions. The Learning Circle is at the heart of innovative work.

30. A rock pile ceases to be a rock pile the moment a single man contemplates it, bearing within him the image of a cathedral. (Antoine de Saint-Exupery)