How we do it: U-Process
An approach which we consistently use to effect personal and organisational
change – particularly in very complex situations – is the
U-Process, developed by Otto Scharmer, Peter Senge and others.
The U-Process is an approach which has resulted from several years
of research, reflection and experience in transformative change work.
The U-process is a model that guides change processes not only through
rational analysis of data, but also by allowing for insights and knowledge
to emerge from non-rational spaces. We know that often change is driven
and succeeds not only by working with the rational mind, but also with
the heart and spirit. The U-process gives space to other ways of knowing,
to insights, to time, and complements the rational bias.
The nature of many of today’s most complex problems means
that it is impossible to create any significant change through piecemeal
tinkering of the parts. The only way to affect the core problem is
through engagement with the system as a whole. At its essence, the
U-Process provides a method for doing this: by creating shared learning
spaces, within which teams of diverse individuals become capable of
operating as a collective intelligence, giving the team pictures of
the whole system.
From this place of greater clarity and connection, a new consensus
can emerge, allowing for the co-creation of breakthrough innovations
in response to previously stuck systemic problems. The U-Process is
thus designed to enable practitioners to pay attention to newly emerging
realities and opportunities, in addition to past experiences.
Drawing
by
Its three phases consist of:
- Observation of the existing
system and our own assumptions, carefully and in depth, to ’uncover reality’
- Reflection to collectively ‘re-generate
purpose and allow inner knowing to emerge’
- Action through swift piloting of emerging
innovations, to ‘enact the new reality’
