You are previewing Perspectives on Theory U.
O'Reilly logo
Perspectives on Theory U

Book Description

In recent years, the utilization of Theory U has pushed the boundaries of traditional leadership and management thinking, making it an important aspect of change across a broad assortment of international businesses and communities. Perspectives on Theory U: Insights from the Field brings together an existing array of research on Theory U, including specific aspects of the theory, through diverse interpretations and contexts. While exploring key theoretical concepts and outlining current approaches and blind spots, this book will act as a reference source for researchers and practitioners intending to raise awareness of the applicability of Theory U to colleagues, students, and international business leaders.

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Book Series
  5. Preface
    1. OVERVIEW OF THE BOOK
    2. CLOSING EDITORIAL REFLECTIONS
  6. Chapter 1: Traveling the U
    1. ABSTRACT
    2. INTRODUCTION
    3. THEORY U: A BRIEF REVIEW
    4. THE REGENERATIVE LEADERSHIP FRAMEWORK
    5. INTRODUCTION TO MEDITATION AND THEORY U
    6. THE MEDITATION PRACTICES: 60 MINUTES
    7. CONCLUSION
  7. Chapter 2: Leading from the Source
    1. ABSTRACT
    2. INTRODUCTION
    3. THE ACT OF TAKING LEADERSHIP
    4. THEORY U MODELS SOCIAL INTERACTION
    5. THE DYNAMICS OF POWER
    6. EXPLORING THE SOURCE
    7. PERSONALITY PSYCHOLOGY
    8. CONNECTING TO THE LEADERSHIP SOURCE
    9. THE SOURCE OF WILL
    10. CONCLUSION
  8. Chapter 3: Presencing Our Absencing
    1. ABSTRACT
    2. INTRODUCTION
    3. WHAT IS SCHARMER’S ‘SPOT’?
    4. CENTRAL QUESTIONS
    5. TWO TYPES OF BLINDNESS
    6. ‘ABSENCING BEHAVIORS’ AND THE NEED TO AVOID INTERPERSONAL VULNERABILITY
    7. WHAT TO DO ABOUT ABSENCING CONVERSATIONS
    8. ILLUMINATING OUR BLINDNESS/PRESENCING OUR ABSENCING
    9. THE EGO, VULNERABILITY AND THE SOCIAL FIELD
    10. WHAT IS THE EGO?
    11. PRESENCING THE ABSENCING OF OUR EGOS
    12. USING THE “U” TO PRESENCE OUR EGOS
    13. COLLECTIVE PRESENCING
  9. Chapter 4: Accessing the Blind Spot
    1. ABSTRACT
    2. INTRODUCTION
    3. EXPLORING FIRST, SECOND, AND THIRD PERSON RESEARCH: SINGLE, DOUBLE, AND TRIPLE LOOP LEARNING, AND KNOWLEDGE GENERATION
    4. TRIPLE-LOOP AWARENESS: A DISCIPLINED VULNERABILITY TO THE EMERGENT FUTURE
    5. DEVELOPMENTAL IMPLICATIONS OF THEORY U
    6. CONCLUSION
  10. Chapter 5: Presencing as Being in Care
    1. ABSTRACT
    2. INTRODUCTION
    3. INTERPRETING THE CONTEXT OF OUR LIVES
    4. THE COMMUNICATIVE NATURE OF BEING
    5. PRESENCING AS
    6. AN EMBEDDED RELATIONAL SYSTEMS MODEL FOR EVOLUTIONARY CHANGE
    7. ENABLING SHARED LEADERSHIP AND COLLECTIVE ACTION
    8. APPLYING THE MODELS TO HEALTHCARE SYSTEMS CHANGE
    9. CONCLUSION
  11. Chapter 6: Promoting Presence in Professional Practice
    1. ABSTRACT
    2. INTRODUCTION
    3. THEORETICAL FRAMEWORK
    4. RESEARCH STUDY 1: PRESENCE WHILE TEACHING
    5. RESEARCH STUDY 2: ELICITING THE INNER POTENTIAL OF TEACHERS AND STUDENTS
    6. CONCLUSION AND DISCUSSION
  12. Chapter 7: Setting the Context for Transformation towards Authentic Leadership and Co-Creation
    1. ABSTRACT
    2. INTRODUCTION
    3. AUTHENTIC LEADERSHIP
    4. CO-CREATION
    5. AUTHENTICITY AND CO-CREATION IN RELATION TO THEORY U
    6. SETTING THE CONTEXT FOR TRANSFORMATION
    7. CONCLUSION
  13. Chapter 8: Theory U Applied in Transformative Development
    1. ABSTRACT
    2. INTRODUCTION
    3. THEORY U INTO PRACTICE
    4. HISTORY AND APPLICATION OF THEORY U IN THE GTC PROGRAM
    5. RESEARCH AND THEORY U
    6. CONCLUSION
  14. Chapter 9: Deep Presencing Leadership Coaching
    1. ABSTRACT
    2. 1. INTRODUCTION
    3. 2. A LEADERSHIP RESPONSE TO THE CHALLENGES OF ORGANIZATIONAL CRISIS
    4. 3. PRESENCING EMERGING FUTURES INTERSUBJECTIVELY
    5. 4. DYING TO THE PAST: AWAKENING AN EMERGENT SELF-SENSE THROUGH DEEP PRESENCING
    6. 5. COMING-TO-KNOW AND ACTING FROM STILLNESS IN DEEP PRESENCING
    7. 6. PRACTICING DEEP PRESENCING IN LEADERSHIP COACHING
    8. 7. CLOSING THOUGHTS
  15. Chapter 10: Theory U and Team Performance
    1. ABSTRACT
    2. PART 1: INTRODUCTION
    3. PART 2: THEORY U: ELEMENTS AND CONTEXT
    4. PART 3: THEORY U AND TEAM PERFORMANCE
    5. PART 4: CONCLUDING REMARKS
  16. Chapter 11: Aligning with the Emergent Future
    1. ABSTRACT
    2. INTRODUCTION
    3. REVIEW OF SCIENTIFIC EVIDENCE
    4. EMERGENT PRINCIPLES AND PRACTICES FOR GETTING TO AND WORKING FROM THE BOTTOM OF THE U
    5. A CALL FORWARD
  17. Chapter 12: Opening Space through Contemplative Practices
    1. ABSTRACT
    2. BACKGROUND
    3. COMPARISON OF TWO THEORIES
    4. LEADERSHIP CAPACITIES: CULTIVATING INTERNAL OPENNESS
    5. CONCLUSION
  18. Chapter 13: Applying Theory U
    1. ABSTRACT
    2. INTRODUCTION
    3. CONCEPTUAL APPROACH
    4. THE EMERGENCE OF THE CREALAB CONCEPT
    5. THE DEVELOPMENT PHASE (CO-SENSING AND CO-INITIATING)
    6. THE VISION PHASE (CO-INSPIRING AND CO-CREATING)
    7. THE IMPLEMENTATION PHASE (CO-EVOLVING)
    8. DISCUSSION AND CONCLUSION
  19. Chapter 14: Theory U and Emergent Innovation
    1. ABSTRACT
    2. INTRODUCTION
    3. SETTING THE STAGE FOR INNOVATION: STRATEGIES FOR CREATING NEW KNOWLEDGE
    4. INNOVATION AS IRRITATION: REFRAMING PERSPECTIVES AND KNOWLEDGE SPACES
    5. EMERGENT INNOVATION
    6. PRINCIPLES OF EMERGENT INNOVATION: RADICAL, YET ORGANIC INNOVATION FROM WITHIN
    7. WHY “EMERGENT” INNOVATION?
    8. LEAP: EMERGENT INNOVATION IN ACTION
    9. LEARNING FROM THE LEAP PROCESS: EXPERIENCES AND RESULTS
    10. DISCUSSION, CONCLUSION, AND OUTLOOK
    11. FUTURE RESEARCH AND NEXT STEPS IN RESEARCH
  20. Chapter 15: Theory U
    1. ABSTRACT
    2. INDEX OF IDENTITIES
    3. IN SEARCH OF PRACTICAL WISDOM
    4. CONCLUSION
  21. Interview
    1. PRESENCING THEORY U: AN INTERVIEW WITH OTTO SCHARMER
    2. INTERVIEW
  22. Interview
    1. LARGE-SCALE TRANSFORMATIONAL PROCESSES AND THEORY U: AN INTERVIEW WITH ADAM KAHANE
    2. INTERVIEW
  23. Compilation of References
  24. About the Contributors