Transformative · Multi-day retreats to 6-12 month transformation programs

Theory U (Presencing)

A transformative change management and organizational learning framework that guides leaders from 'ego-system' awareness to 'eco-system' awareness. It focuses on shifting the inner place from which we operate to address complex systemic challenges.

When to use Theory U (Presencing)

Ideal for complex, 'wicked' problems where past solutions are no longer effective and multi-stakeholder collaboration is required for systemic transformation.

How Theory U (Presencing) works

Facilitators can use the 'U' shape to sequence long-term learning journeys: start with immersive 'sensing journeys' to gather data, move into deep reflective retreats for 'presencing,' and conclude with rapid, iterative prototyping sessions.

Phases of Theory U (Presencing)

  1. Co-initiating: Building common intent and listening to what the system requires: Stakeholders build shared intent by listening to others, to what life calls them to do and to what emerges. The facilitator convenes a diverse core group and runs listening and dialogue sessions.
  2. Co-sensing: Observing the field of change with an open mind and heart: Participants go to the places of most potential and observe with an open mind, for example on learning journeys and stakeholder interviews. The group shares observations without judging too early.
  3. Presencing: Connecting to the deepest source of self and the emerging future: People retreat and reflect to connect with what wants to emerge and their own role in it. The facilitator uses silence, journaling or time in nature to let insight come.
  4. Co-creating: Prototyping strategic microcosms to explore the future by doing: Teams build quick prototypes of new ideas and test them with stakeholders to learn by doing. The facilitator encourages fast iteration and feedback.
  5. Co-evolving: Scaling innovations through ecosystems that act from the whole: Successful prototypes are embedded and grown within the wider system. Participants plan how to sustain and spread what works, with the ecosystem in view.

Key principles

  • Suspending judgment to see with fresh eyes
  • Shifting from 'ego-system' to 'eco-system' value creation
  • Integrating the intelligence of the Head, Heart, and Hand
  • Letting go of old patterns to let come new possibilities

Best for

  • Leadership development
  • Systems thinking
  • Social innovation

Considerations

  • Requires high levels of psychological safety and 'holding space'
  • Can be perceived as too abstract or esoteric for highly analytical corporate cultures
  • Success depends on the facilitator's ability to manage deep emotional and reflective processes

Attribution & sources

Developed by Otto Scharmer (MIT), 2007

Primary source

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