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NLP  and  Capitalism  3.

0  –  A  synthetic  approach  to  NLP’s  developmental  potential  in   the  context  of  collective  leadership  from  the  future   By  Tom  Klein  –  www.tomklein.de   Introduction   As  Einstein  once  said,  problems  created  on  one  level  of  complexity  cannot  be  solved   with  the  tools  and  insights  of  that  same  level,  but  must  be  approached  from  a  higher   level  of  complexity  to  find  and  implement  the  solutions.    Dilts  operated  according  to  a   similar  logic  when  he  developed  his  model  of  logical  levels,  establishing  NLP  as  an   approach  to  looking  for  solutions  from  the  appropriate  vantage  point.   However,  the  current  landscape  of  problems  confronting  humanity  goes  far  beyond   those  which  concerned  the  NLP  founders,  and  so  a  question  which  the  NLP  community   might  ask  itself  is  how  current  change  practitioners  can  apply  the  philosophy,  insights   and  technologies  of  NLP  to  the  current  crises.     What  distinguishes  the  current  crises  from  those  we  have  known  in  the  past  is  their   global  social,  economic  and  environmental  character.    There  is  a  gap  today  between   what  individuals  know  and  in  part  practice  and  what  we  do  collectively,  and  that  gap   puts  the  entire  planet  at  risk.    The  relevant  question  for  today  is  less  what  individuals   can  do  to  understand  the  problem  landscape  than  where  the  infrastructures  are  that   allow  changes  in  individual  consciousness  to  have  a  global  effect  and  make  collective   consciousness  change  possible.    What  we  need  are  interventions  that  take  the   knowledge  about  solutions  that  is  present  on  the  individual  level  and  make  it  relevant   systemically.     NLP  is  by  its  very  conception  as  a  set  of  short-­‐term  therapy  technologies  focussed  on   overcoming  personal  conditioning  to  support  individual  transformation,  and  so  is   limited  in  what  change  it  can  effect  on  a  systemic  level.    The  question  then  is  where  new   insights  might  be  added  and  included  so  that  NLP  can  continue  to  make  relevant   contributions  to  human  development  as  needed  in  the  current  global  context.   In  this  paper  we  will  use  the  map  of  the  current  situation  developed  by  Otto  Scharmer  to   analyse  capitalism  and  its  development  from  its  early  laisser-­‐faire  inception  through  its   social  market  economy  form  towards  what  he  calls  Capitalism  3.0  as  it  is  now  emerging.     Having  mapped  the  territory,  we  will  then  look  at  where  NLP  can  make  its  contributions.     With  this  understanding  of  the  current  problem  frame,  it  will  become  clear  that  NLP  can   have  a  significant  role  to  play,  as  the  existence  of  the  capitalism  3.0  infrastructures  will   call  forth  the  need  for  massive  change  on  the  level  of  individual  beliefs,  values,   conditioning  and  behaviour  which  is  the  home  turf  of  NLP  coaches  and  trainers,  if   people  are  to  be  able  to  live  well  in  the  emerging  social  order.    If  change  impacts  society   as  quickly  as  Scharmer  indicates,  we  will  need  a  veritable  army  of  coaches  and   therapists—not  to  mention  business  leaders,  politicians  and  engineers-­‐-­‐to  help  people   cope  with  the  massive  consequences  for  us  all.     Otto  Scharmer,  the  Leadership  Lab  at  MIT  in  Cambridge,  and  Capitalism  3.0   In  the  midst  of  the  fallout  from  the  financial  crisis  an  awareness  seems  to  have   developed  among  mainstream  commentators  that  the  path  we  are  on  in  all  areas  of     1  

political,  social  and  environmental  life  is  not  sustainable.    To  name  only  the  most   obvious  examples,  market  and  stakeholder-­‐oriented  economics  results  in  boom  and  bust   cycles  which  have  reached  a  global  scale  of  intensity  and  are  threatening  the  stability  of   the  financial  and  productive  systems.    Powerful  interests  of  financial  oligarchs  at  the   heart  of  the  system  in  the  USA  have  mobilized  to  stave  off  healthy  regulation,  and  are   blocking  measures  the  IMF  would  normally  require  of  a  crisis  economy  to  enable   sustainable  recovery.  1    Economic  growth  objectives  have  led  to  a  140%  utilization  rate   of  natural  resources,  with  limits  on  energy,  land  and  water  in  sight.  Coupled  with  a   population  growth  projected  at  9.5  billion  and  a  target  to  double  growth  by  2050,  this   will  lift  2  billion  people  into  middle  class  consumption  patterns.    Describing  these   trends,  Martin  Lees,  Secretary  General  of  the  Club  of  Rome  concludes  that  under  any   conceivable  scenario,  current  conceptions  of  economic  development  are  impossible  to   realize  and  the  attempt  to  do  so  unsustainable.2    Water  is  in  increasingly  short  supply,   especially  in  the  most  densely  populated  and  poorest  areas  of  the  world,  and  energy   supply  based  on  easily  available  carbon  fuels  is  either  at,  or  is  soon  to  reach,  its  peak.     The  climate  crisis  is  in  full  swing,  with  atmospheric  carbon  levels  approaching  400  ppb,   temperature  increases  of  at  least  2°C  no  longer  to  be  avoided  and  with  the  policies   discussed  in  Copenhagen  as  a  basis  going  towards  4°C,  and  politicians  are  hamstrung  by   interest  groups  and  unable  to  develop  the  global  consensus  needed  to  take  corrective   action.   As  founder  of  the  Leadership  Lab  at  MIT  in  Cambridge  and  researcher  on  social   innovation,  Otto  Scharmer  describes  the  current  crises  as  an  expression  of  an   evolutionary  change  in  the  dynamics  of  our  existence  in  the  world  heralded  by  three   recent  events,  i.e.  the  peaceful  fall  of  the  Berlin  wall,  the  peaceful  disintegration  of   Apartheid  in  South  Africa,  and  the  election  of  Barak  Obama  to  the  Presidency  of  the  USA.     These  events  amount  to  tectonic  shifts  in  the  political  and  social  foundations  of   industrial  civilization,  and  they  mark  the  opening  of,  and  the  transition  to  a  new   understanding  of  order  on  a  global  scale.    What  observers  failed  to  perceive  in  1989-­‐90   when  communism  and  Apartheid  fell  was  that  the  foundations  of  capitalism  as  we  have   known  it  until  now  were  also  upset.    Where  the  American  administration  of  the  time   believed  these  events  heralded  the  victory  of  old-­‐style  capitalism  over  communism  and   paved  the  road  to  systemic  domination,  it  is  now  clear  that  old-­‐style  capitalism  is  going   down  with  its  opposite  number,  though  we  have  belatedly  begun  to  experience  the  fact.       This  shift  is  represented  in  our  media  as  reporting  on  a  series  of  interconnected  crises,   such  as  health,  environment,  finance  and  poverty  among  others  shown  in  chart  1  below.     For  Scharmer,  all  seven  major  crises  he  describes  are  expressions  of  a  failure  in   leadership.    But  it  is  a  failure  not  in  the  common  sense  of  incompetent  or  inefficient   exercise  of  the  management  craft,  but  much  more  a  “spiritual”  crisis  of  leadership,   whose  models  of  the  world  and  generations-­‐long  conditioning  in  the  historical  period  of   industrial  society,  whether  capitalist  or  communist,  have  lost  their  relevance.    What  is                                                                                                                  
1  The  Quiet  Coup,  Simon  Johnson,  The  Atlantic  Monthly.  

http://www.theatlantic.com/doc/200905/imf-­‐advice   Martin  Lees,  General  Secretary  of  the  Club  of  Rome,  at  the  Troidos  Bank  Dialog,  Teil  3/9,   from  03:10  of  the  video  ff:  http://www.youtube.com/user/triodosbankde  
2  Martin  Lees,  General  Secretary  of  the  Club  of  Rome,  at  the  Troidos  Bank  Dialog,  Teil  

5/9,  from  0:30  of  the  video  ff:  http://www.youtube.com/user/triodosbankde    

2  

spiritual  about  the  leadership  crisis  is  that  it  confronts  us  with  a  need  to  redefine  what  it   means  to  be  a  person  and  what  kind  of  society  we  want  to  create  in  the  future,  and  so   demands  from  us  a  collective  act  of  creation  of  new  meaning  to  foster  the  consensus  and   guide  the  initiatives  which  will  be  positioned  effectively  to  respond  to  the  current   challenges.   Scharmer’s  primary  interest  lies  in  discovering  the  systemic  root  causes  of  the  crises.     For  the  attempts  within  the  current  paradigms  of  order  to  counter  the  symptoms   typically  “solve”  problems  at  one  point  only  to  have  them  pop  up  more  virulently  at   another  in  the  system.  The  systemic  question  is,  how  is  it  that  intelligent  and  largely   decent  leaders,  managers,  politicians,  and  social  organisations  manage  to  reproduce   consistently  with  their  collective  behaviour  results  so  dysfunctional  that  they  threaten   the  very  viability  of  our  society  and  our  survival  on  the  planet?   Chart  1:3  

    A  primary  root  cause  he  makes  out  lies  in  the  way  our  economy  is  changing  and  how  we   think  about  economic  relationships.4      In  the  evolution  of  economic  thought  and  systems   in  the  industrial  revolution,  economic  relations  developed  first  in  the  form  of                                                                                                                  
3  Otto  Scharmer,  “Seven  Acupuncture  Points  for  Shifting  Capitalism  

to  Create  a  Regenerative  Ecosystem  Economy,”  Draft  2.1,  revised  Sept.  2009:   December  2nd,  2009:  http://www.youtube.com/watch?v=oXUn8EyIILs    

4  Otto  Scharmer,  Keynote  speech  at  the  opening  of  the  Triodos  Bank  in  Frankfurt,  

3  

  Chart  2:5   Dynamic  complexity  can  be  mastered  through  systemic  cause  and  effect  analysis.       Where  in  Capitalism  1.0.       4   .  2.0.0  seeks  to  ameliorate  the  brutal  consequences  of  version  1.  and  4.  and  managing  organisations  through   hierarchical  command  and  control  in  an  awareness  rooted  in  the  individual  ego.0  for   society  through  state  regulation  and  redistribution  of  wealth.  giving  markets  the  freedom   to  regulate  production  and  trade  by  themselves.  with  a  focus  on  “intentional  eco-­‐system   economy.  3.  what  Scharmer  calls  Capitalism  1.  or  Capitalism  2.  in  which   leadership  becomes  a  collective  act  in  an  awareness  rooted  in  the  entire  eco-­‐system.  and   social  complexity  can  be  mapped  thorough  approaches  like  network  analysis.  markets  strived  to  master  dynamic  or  technical  complexity.  or  be   captured  and  influenced  through  phenomenological  approaches  like  systemic   constellations.  networks  and  tribes.0  the   challenge  is  to  master  what  Scharmer  calls  “emergent”  complexity.    But  emergent  complexity  can  be  mastered  only  collectively.   Now  emerging  is  what  he  calls  Capitalism  3.  in  Capitalism  3.0.  Dialogue.  and   in  Capitalism  2.  “Presencing”.    The                                                                                                                   5  Otto  Scharmer.  Theory  U.shareholder  capitalism.    Stage   two.  which  is  the  result  of   the  interaction  of  the  previous  two  challenges.”  likely  to  be  organised  in  a  myriad  of  coalitions.  Debate.  implemented  in  flat   organisations  through  participatory  management  in  an  awareness  rooted  in  stakeholder   interests.    Scharmer   explains  that  in  dialogues  on  the  current  emergent  problems  he  experiences  four  “fields”   of  communication:  1.  Downloading.0  governments  seek  to  master  social  complexity.

 http://www.  scaled  and  implemented.    The  enemy  which  prevents  this  opening  is  the  “voice  of  judgment.”  in   which  they  have  been  unable  to  perceive  or  sense  the  emergent  reality  they  belong  to   and  are  part  of  generating.latter  occurs  when  groups  of  innovators  merge  in  a  creative  process  involving  “letting   go”  to  the  present  situation.  while  the  “enemies”  of  the  new  are  conquered.   The  Presencing  Institute  provides  the  communications  technology  to  deal  with   emergent  complexity  through  what  Scharmer  calls  Theory-­‐U.  which  has  lost  the  ability  to  trust  and  feel.       Chart  3:6       The  transitions  from  one  conversation  field  to  the  next  each  require  that  particular   faculties  become  open.    Moving  from  “debate”  to  “dialogue”  involves  opening  the   heart  to  being  touched  and  moved  by  the  deep  encounter  of  “I”  and  “Thou.”  which   rejects  the  “other”  as  wrong.  prototyped.  for  creative  commons  access  to  Theory  U  and   Presencing  technology.com/     5   .  which  is  the   basis  of  a  collective  “leading  from  the  future”  out  of  which  genuine  solutions  for   emergent  problems  can  be  found.  or  to  enter  into  the  dialogue  experience  as  it  is  described  by  David  Bohm   in  the  “Dialogue”  essays.  U  Browser.  which  lets  go  of  the  ego’s                                                                                                                   6  Presencing  Institute  Website.    The  combination  of  “presence”  to  the  current  reality  and   “sensing”  its  quality  and  requirements  results  in  a  “letting  come”  of  insight.”  to  use   Buber’s  image.    Moving  from   “downloading”  to  “debate”  requires  that  the  mind  become  open  to  differing   perspectives.  and  in  the  process  together  confront  their  “blind  spot.presencing.    The  enemy  which  prevents  relationship  at  this  level  is  the   cynicism  of  the  injured  heart.    Moving  from   “dialogue”  to  “presencing”  occurs  through  the  open  will.

 62  ff.  in  “Communication”  under  the  conditions   of  dynamic  complexity  in  Capitalism  1.  Theory  U.  attempting  to   create  markets  for  products  the  seller  wants  to  push  regardless  of  the  social  or  human   need  for  the  products  and  without  regard  for  social.   Chart  4:7     To  pick  up  on  one  of  the  developmental  lines.  pressure  for  change  comes  through  the  limits  to  success   of  the  developmental  stage  and  the  threat  to  survival  it  entails.                                                                                                                   7  Otto  Scharmer.     What  the  transition  to  a  focus  on  problems  of  emergent  complexity  means  in  daily   management  practice  is  described  by  Scharmer  in  a  map  of  12  management  functions.0  the  focus  is  on  public  relations.    Communication   is  one-­‐way.illusion  of  control  and  so  becomes  present  to  what  is.  p.  human  or  environmental  costs.   connection  to  “source”  is  strengthened.     6   .    The  enemy  in  this  step  is  the  voice   of  fear.  which  arises  as  letting  go  threatens  ego  identity  and  confronts  the  “I”  with   supposed  annihilation.  as   these  transition  from  dynamic  through  social  to  emergent  complexity.      To  the  extent  that  ego  determination  in  presencing  is  sacrificed.  sustainable  action  rooted  in  a  strong  perception  of  reality.  for  example.  predicated  on  influence  techniques.  which  makes  access  to  answers  to  the   fundamental  questions  of.  “Who  is  my  Self?”  and  “What  is  my  Work?”  possible.    Public  relations  strategy  strives  to   create  an  asymmetry  of  information  on  the  market.    When.   As  with  all  developmental  lines.    From   this  connection  to  source.  from  the  producer  to  the  customer.    It  is  a  win-­‐lose  game.  giving  an  advantage  to  the  seller   over  the  buyer.  and   a  clarity  about  meaning  and  values  can  emerge.

 exploding  health  care  costs.0.    Where  problems  are  global.  and  these  interests  are  mirrored   in  the  financial  objectives  whose  achievement  is  set  as  performance  goals  to  the   employees.  safety.  managers  steer   production  through  management  by  objectives.  private  health  care  and  financial  services  on  political     7   .  and  financial  irresponsibility.0  by  business  has  been  a  nascent  interest  in  corporate  social   responsibility.    The  only  interests  of  any  significance  are  those  of  the  shareholders.  the  grip  of  the  lobbies.  hindering  as  it  does  the  needed  collective  insight  and  agreement  to  collective   action.  as  it   is  precisely  the  orientation  to  the  interests  of  individual  stakeholders  which  makes   global  solutions  impossible.   retirement  and  other  social  concerns.  with  strategy  focussed  on  the  socialization  of  costs   for  private  gain  wherever  possible.    Capitalism  3.    Under  the  conditions  of  dynamic  complexity  in  Capitalism  1.     Leadership  as  a  response  becomes  inclusive  and  participatory.  and  politicians  are   forced  by  voters  in  democratic  systems  to  regulate  and  support  worker  health.  in  which  social  and  environmental  targets  complement  financial   objectives  in  a  balanced  scorecard.   for  example  in  carbon  energy.  process  and   learning  and  development  objectives  in  addition  to  financial  key  performance  indicators.  forced  to  do  so  by  government  regulation  or  advocacy  interests   from  civil  society.   A  second  developmental  line.0  will  by  definition  generate  losers  among   those  who  survive  by  shunting  costs  to  society  and  the  environment.   However.social  communication  networks  fragment  the  market  into  stakeholder  groups.  in  which  business.       Here  too.0  lie  in  the  social  and  human  costs.  and  every  cause  is   holistically  connected  with  every  effect.  and   through  the  mastery  of  customer-­‐oriented  processes.    Complex  flat-­‐hierarchy   matrix  organisations  improve  productivity  while  realizing  customer.  for  problems  of  emergent  complexity.  and   technology  counteracts  information  asymmetry  through  transparency.       The  limits  to  leadership  strategy  1.  the  unfettered  profit  motive  is  tempered  by  stakeholder  interests.  in  “Leadership”  mirrors  the  same  evolutionary   process.   and  of  the  health  of  the  environment.  the  CSR  strategy  of  communication  falls   short  of  being  able  to  generate  results  beyond  those  determined  by  stakeholder  or   national  interests  on  a  truly  global  scale.    A  promising  solution  under  Capitalism  3.0.  every  barrier  between  actors  becomes  a   liability.  and  accounting  practices  orient  to  a  triple  bottom   line  measurement  of  results.  the  public   relations  model  begins  to  destroy  trust  and  damage  market  relationships.    Most  industries  in  the  OECD  are  beginning  to  implement   CSR  at  least  nominally.  if  not  through  insight  and  enlightened  self-­‐interest.0  will  emerge  through  tri-­‐sector   innovation  initiatives.  or  MBO.g.  as  the  relationship   of  private  and  public  interests  is  reversed  to  allow  private  profit  only  for  contributions   to  the  health  of  the  public  and  environmental  spheres.  of  the  integrity  of  the  social  and  cultural  context.    Workers  protect   themselves  against  the  rapaciousness  of  owners  through  unions.     Results  are  achieved  through  effective  communications  and  consensus  competence.    For  now.    Under  the  conditions  of  social  complexity  in   Capitalism  2.  whose   objective  is  to  maximize  the  return  on  their  investment.    Strategic  targets  are   determined  by  leaders  and  owners  in  a  hierarchical  power  structure  of  command  and   control.  e.  state  and  civil  society  actors  like  NGO’s  come   together  to  collectively  reflect  on  and  decide  global  scale  actions  to  take.      Maximization  of  private  profit  is  legally  and  legitimately  pursued  at  the   expense  of  the  health  of  the  employees.  or  CSR.  level-­‐two  leadership  fails  at  dealing  with  problems  of  emergent  complexity   such  as  global  warming.    The  response   under  Capitalism  2.  and  business  begins  to  develop  a   human  face.

 hard-­‐ball  sales  training  courses  focussed  on  influencing  customers  to  buy  what  the   seller  wanted.0   In  the  relationship  of  reciprocal  influence  between  economic  processes  and   consciousness.  a  sufficiently  conscious  and   engaged  civil  society.  then.  and  was  fulfilled  in  programmes  like  those  of  Tony  Robbins’  for  personal  success  in   life.0.   NLP  and  Consciousness  Transformation  in  Capitalism  3.  fuller  and  richer  lives”  was  taken  literally  to  mean  getting   rich.       Leadership  solutions  with  a  global  reach  are  nascent  and  can  at  the  moment  only  be   postulated.  John  Grinder  created  the  “New  Code”  as  an  attempt  to  rectify   the  performative  contradiction  he  observed  in  many  of  the  first  generation  of  NLP   practitioners.    Consciousness  among  individuals  in  running   into  limits  on  its  influence  on  social  and  political  systems.   In  a  break  with  Bandler.  the  bottleneck  in  the  current  developmental  line  would  seem  to  lie  at  the   moment  on  the  side  of  the  infrastructures.  giving  it  an  open-­‐ended  DNA  which  would  foster  its  evolutionary   development  for  many  decades  to  come.  play  in  the  realization  of  global  collective  leadership?   The  history  of  the  development  of  NLP  would  seem  to  reflect  the  stages  of  development   of  capitalism  as  Scharmer  describes  it.  from the book jacket of Bandler and Grinder (1975b)     8   .      At  the  same  time.      What  role.  Bandler  and  many  of  his  students  moved   NLP  into  the  role  of  supporting  business  success  for  personal  power  and  profit.”8    The  founders  infused  NLP  with  a  constructivist  set  of  18   presuppositions.  the  sum  total  of  a  shift  in   individual  consciousnesses  and  behaviours  in  their  effect.  in   which  heroic  leadership  is  replaced  by  the  presencing  process  of  collectively  leading   from  the  future  that  wants  to  come.    From  an  initial  inspiration  through  the  healing  work   of  therapists  like  Virginia  Satir  and  Fritz  Pearls.0  developmental  stage.0.    We  have  neither  the  required  political  systems.  e.   Early  on  in  practice.   communication  and  decision  making  systems  would  massively  support  the   manifestation  of  3.  regulations.  NLP  especially  in  the  USA  and  under  the  auspices  of   Richard  Bandler  became  associated  with  values  which  could  be  seen  to  be  aligned  with  a   Capitalist  1.    The   promise  of  “having  better.  so  that   little  in  the  way  of  new  developments  has  come  from  there  for  some  time.  can  NLP.  and  hyperbolic  claims  to  short-­‐cuts  to  therapeutic  healing  which   undermined  the  discipline’s  credibility  with  the  scientific  community.  Bandler  and  Grinder  made  the   performance  claim  that  NLP  would  be  instrumental  in  “finding  ways  to  help  people  have   better.  through  consumption   patterns  on  the  overall  economy  can  focus  the  will  to  create  the  infrastructures   necessary  for  capitalism  3.  and  second.g.  however.  first.      It  would  seem   that  the  initial  practical  application  of  NLP  left  behind  scorched  earth  in  the  USA.  an  attitude  of  co-­‐creation.0  insights  collectively.power  is  so  great  that  a  consensus  which  undermines  their  interests  cannot  be  achieved.0  world  which  Scharmer  is  working  to  create  are.  fuller  and  richer  lives.  nor  a  financial  regulatory  and  incentives  scheme  in  place  that   would  provide  the  framework  for  effective  leadership  in  Capitalism  3.    Two  pillars  of   the  3.    New  rules.                                                                                                                       8  Wikipedia.    At  its  inception.  infrastructure  measures  at  the  seven   acupuncture  points  to  close  the  gap  between  what  we  know  and  often  do  at  an   individual  level  and  what  happens  at  the  global  level.  as  a  technology  of  consciousness   and  behavioural  design.  as  the  dynamics  of  existing   infrastructures  more  often  than  not  make  the  effect  of  individual  insight  and  action   come  out  to  something  less  than  the  sum  of  its  parts.

In  the  late  70s  I  noticed  (JG)  a  significant  number  of  NLP  trained  practitioners  who   were  stunningly  effective  in  doing  change  work  with  clients  yet  these  same   practitioners  had  chosen  not  to.0  environment.guardian.0.    The  result.  one   could  say  that  Bandler’s  NLP.wikipedia.  but  with   rapport  for  social  belonging.  but  served  to  make   people  more  effective  in  living  out  its  values  in  their  personal  consciousness  and   behaviour.  and  with  developing  professional  dialogue  competence  to   foster  the  stakeholder  consensus  required  for  action  in  a  2.     If  NLP  is  to  play  a  supportive  role  in  the  capitalism  3.  And  so.   however.  and  then  develop  both  the  consciousness  and  the   formats  to  enable  the  transformation.  is  a  set   of  values  through  which  trainers  are  “anxious  to  prove  you  can  be  decent  and  non-­‐ overbearing  -­‐  British.    It  is  not  surprising  that  Grinder.  with  its  focus  on  social   complexity.  I  therefore  set  out  with  the  intention  of  designing  a  set  of   patterns  that  would  both  correct  the  coding  flaws  of  the  Classic  code  (roughly  my   collaborative  work  with  Bandler  from  1974  through  1978)  that  could  not  be   effectively  presented  unless  the  presenter  was  congruent  with  self  application.  Ken  Wilber’s  AQAL-­‐Model  attempts  to                                                                                                                   9  http://en."10    NLP  in  its  “green”  incarnation  under   capitalism  2.org/wiki/New_Code_of_NLP  -­‐  cite_note-­‐0   10  http://www.  our  personable  hosts   explained.      Likewise.  Developmental  Lines  and  the  Next  Level   Many  of  the  models  which  could  map  the  path  are  already  part  of  current  research  and   dialogue  in  NLP  circles.0  to  3.co.  together  with  Robert  Dilts.  though  constructivist  in  its  conception.  Grinder’s  attempt  to  refocus  NLP  on  subjective   congruity  would  fit  with  the  understanding  of  capitalism  2.  explanatory  models  are  appearing  which  take  a  developmental  or  evolutionary   approach.  Grinder  and  Dilts  may  have  an  affinity  to  the  problems  of  social   complexity.       Wilber.  as  the  example  of  a   review  of  a  course  at  a  European  NLP  school  by  the  Guardian  in  the  UK  explains.  developed  an   outward  results-­‐orientation  in  practice  that  sought  to  master  dynamic  complexity  in  the   material  world  and  regarded  personal  growth  as  something  of  instrumental  interest  in   the  service  of  outward  goals.    Rather  they  have  been  lagging  enablers  of  existing  stages  in  the   developmental  line.0—it  would  first  have  to  understand  what  the  next   developmental  stage  is  going  to  be.  apply  the  patterns  of  NLP   successfully  to  themselves.  ‘You   cannot  not  communicate.  you  might  call  it  -­‐  and  still  learn  the  arts  of  human  interaction.  you  might  as  well  learn  to  do  it  well.    As  probably  the  strongest  example.0  world—not  to  mention  in  the   transition  from  2.  but  their  reformulation  of  NLP  formats  and  their  application  of  the  methods   to  resolving  problems  of  social  complexity  serve  to  confirm  the  2.  Graves.    As  part  of  the  general  movement  to  understand  and  foster   change.oliverburkeman     9   .     Neither  Bandler’s  American  NLP  nor  Grinder’s  and  Dilt’s  European  advance  have  led  the   development  of  consciousness  in  their  respective  economic  and  cultural  contexts.0  is  primarily  concerned  not  with  influence  for  personal  gain.  or  lacked  the  choice  to.  became  a   driving  force  in  the  development  of  European  NLP.uk/lifeandstyle/2007/jul/21/weekend.9     Interpreted  through  the  framework  of  Scharmer’s  capitalist  developmental  line.    Bandler  did  not  invent  the  neo-­‐liberal  ideology.  rather  than  to  advance  its   evolution.’  as  a  poster  on  the  wall  declared.    In  contrast.0  developmental  stage   and  help  people  become  more  competent  at  living  it.

g.   Chart  5:12         Accordingly.  even  at  the  expense   of  others.  more  complex   stages  of  development.         10   .  where  the  red  end  of  the  spectrum  represents  lower   frequency.  self-­‐identity  is   conformist  to  conscientious.  less  complex  stages  and  the  violet  end  the  higher  frequency.  Capitalism  1.  rooted  in  a  mixture  of  absolutistic  concepts  of  truth  and  order  and   animated  by  a  striving  for  personal  fulfilment  in  the  material  world.  all  levels.  stages  and  states”  in  a   theory  of  everything  pertaining  to  human  evolution.  Wilber  has  created  a  map  of  development  coded  to  the   natural  colour  spectrum  of  light.  e.  all  (developmental)  lines.  Ken  Wilber.  p.  Integral  Spirituality   12  Ken  Wilber.0  could  be  understood  in  terms  of  the  Amber  to  Orange  level   of  development.bring  together  “all  quadrants.    The  values-­‐ orientation  tends  towards  a  willingness  to  satisfy  ego  needs  today.  Integral  Spirituality.11    Summarizing  the  analysis  of   human  development  of  about  100  researchers  and  including  their  extrapolations  of   where  we  might  go  from  here.    Thinking  is  at  a  concrete  or  formal  operational  level.  while  the  cultural  worldview  exists  in  a  tension  between  a                                                                                                                   11  see.

 in  the  case  of  1.     Wilber  describes  the  shift  from  first-­‐tier  to  second-­‐tier  consciousness  a  qualitatively   new  kind  of  challenge  in  our  development.    Paradoxically.  and  ultimately  playing  win-­‐lose  games  with  people  who  were  perceived   as  competitors.projection  of  power  and  meaning  onto  a  mythical  God  and  the  Enlightenment   rationalism  of  logical  positivism  and  scientific  method  and  experimentation.0  is  at  home  in  the  more  complex  Green  bandwidth.     The  consequences  of  the  striving  to  satisfy  deficiency  needs  in  2.    While  it   develops  the  ability  to  listen  and  understand  differing  points  of  view  and  so  helps  to  lift   consciousness  and  behaviour  out  of  the  conditioning  to  dominance  of  Amber-­‐Orange.  and  finds  itself  enriched  in  its  identity  through  its  awareness  of   other  views  by  seeing  itself  through  the  perspective  of  the  other.   without  feeling  the  need  to  collapse  the  differences  into  one  point  of  view.  and  teams  of  different  people  more  effective  and  robust  than  isolated  individuals.  every  interest  is  deemed  to  be   valid  in  itself.  Green  becomes  bogged   down  in  a  complex  quagmire  of  feelings.     Capitalism  2.    Difference  is   experienced  as  enriching  and  constructive.  but  no  less  devastating  in  their  effect  on  the  ability  to   solve  3.  the  legitimacy  of  interests  is  not  weighed  against  criteria  of  a  larger   viability.      Since.    Here  thinking  has   developed  the  ability  to  take  multiple  perspectives  and  see  the  truth  expressed  in  each.0  problems.  status  and  material  things.0  of  not  having  enough  social   fulfilment  and  belonging.    The  NLP  which  emerged  from  Bandler’s  business  and   personal  development  programmes  could  be  said  to  have  burned  out  through  the  ego-­‐ realization  needs  of  its  teachers.  but  is  determined  through  consensus  that  tends  towards  the  lowest  common   denominator.   what  is  often  lost  is  the  ability  to  perform  reality  tests  which  might  exclude  some  points   of  view  or  some  feelings  from  equal  consideration  for  the  benefit  of  the  larger  whole.  and  in  2.    Advocacy  of  a  point  of  view  as  better  than  another  contravenes  the   principle  of  equality  and  its  sensitivity  to  the  marginalization  of  others  as  the  most   sacred  of  green  values.  the  needs  of   the  ego  taking  precedence  over  all  other  concerns.  striving  for  success  even  at  the  expense  of  others.  the  worldview  is  individualistic  rather  than  conformist.0  of  not   having  enough.    The  existential  quality   of  perceived  deficiency  colours  these  levels  with  the  fear  of  loss.0  issues  were  far  removed.  for  which  they  are   willing  to  sacrifice  immediate  gratification  for  greater  benefits  for  both  themselves  and   others  later.  no  test  of  the  legitimacy  of  truth   claims  of  varying  perspectives  is  undertaken  at  all.    Since  Green  has   overcome  and  left  behind  the  notion  of  one  truth.    Green  NLP   thrives  in  an  environment  of  infinite  space  for  every  feeling  and  point  of  view.  power.  where  many  minds  are  more  intelligent  than   one.     Individuals  experience  themselves  first  as  members  of  a  society.  as  it  marks  the  transition  out  of  deficiency     11   .   tipping  into  power  games  and  attempts  at  control  through  the  manipulative  application   of  the  formats.  or  simply  of  their  impracticality.  interests.    Where  Amber-­‐Orange  overvalues  the  ego.    3.     Both  Amber-­‐Orange  and  Green  share  what  Wilber  calls  a  first-­‐tier  quality  of   consciousness  based  on  the  striving  to  satisfy  deficiency  needs.  and  triggers  sanctions  for  anti-­‐social  behaviour.  interdependencies  and  group-­‐think   through  a  devaluation  of  the  ego.   since  consciousness  at  this  level  is  able  to  sustain  individuality  in  the  plurality  of   different  perspectives.0  at  the  level  of  Green   are  socially  more  sophisticated.  as  shown  in  the  legal  battles  Bandler  fought  to  win  control  over  the   name  as  a  trademark  and  secure  the  business  opportunities  for  himself  at  the  expense  of   his  colleagues  and  the  movement  in  the  USA.  often  regardless  of  their  illusionary.   neurotic  or  hidden  egotistical  qualities.  for  example.

 one  can  think  both  vertically  and   horizontally.  …  Because  second-­tier  consciousness   is  fully  aware  of  the  interior  stages  of  development—even  if  it  cannot  articulate   them  in  a  technical  fashion—it  steps  back  and  grasps  the  big  picture.  how  can  NLP  itself  make  the  “momentous  leap”  to  Wilber’s   colour  code  level  of  Teal.  he  says  that.  how  to  produce  that  experience.  each  meme."  In   essence.”    One  approach  Jaworski  chose  was  to  bring  together   25  community  leaders  from  all  areas  of  community  life  who  were  at  the  top  of  their   game.  Jaworski  met  with   David  Bohm.  And  not  just  individually.  who  is  a  leading  figure  in  what  Scharmer  describes  as  the  emerging  fourth   field  of  presencing  and  which  likely  occurs  out  of  a  second-­‐tier  consciousness  in  Wilber’s   model.  Commenting  on  the   Graves  values  developmental  line.    In  his  run-­‐up  to  founding  the  American  Leadership  Forum.  and  then  go  for  seven  days  with  them  into  the  wilderness  under  the   guidance  of  the  Outward  Bound  organization  to  produce  the  experience  of  what  it  could   mean  to  collapse  barriers  between  them  and  allow  them  to  work  as  one  collective  unit  in   the  wilderness  setting.org/interviews/Jaworski-­‐1999.    If   it  is  to  play  a  productive  role.dialogonleadership.  and   subsequent  quotes     12   ."  where  "a  chasm  of  unbelievable  depth  of  meaning  is  crossed.  human  consciousness  is  poised  for  a   quantum  jump  into  "second-­tier  thinking.  with  second-­tier  consciousness.  the  physicist  and  “Diaolgue”  author.0  can  undoubtedly  function  only  on  a  second-­‐tier  level  of  consciousness.                                                                                                                   13  http://rationalspirituality.    Second  tier  informs  and  empowers  our   capacity  to  consciously  evolve.  to  find  orientation  for  his  quest  to  lift   leadership  in  America  to  a  new  level  of  competence  for  the  coming  challenges.  both  individually  and  as  a  species.htm   14  http://www.  and  what  would  a  second-­‐tier  NLP  be  able  to  contribute  to  the   solutions  to  emerging  complexity  problems?     Second-­tier  NLP—a  Vision     An  example  of  where  the  journey  for  second  tier  NLP  might  go  can  be  taken  from  Joseph   Jaworski.  using  both  hierarchies  and  heterarchies  (both  ranking  and  linking).         With  the  completion  of  the  green  meme.shtml  -­‐  five.  and  thus  see  that  each  level.  Second-­tier  awareness  thinks  in  terms  of  the  overall  spiral  of  existence.   One  can  therefore.   but  on  a  group  or  collective  level.  Then  you  can  operate  as  a  single  intelligence  for  the   good  of  the  community  or  the  region.  In  an   interview  with  Otto  Scharmer  in  1999.  Jaworski  describes  how  Bohm  indicated  that   what  he  needed  to  do  to  solve  many  of  the  problems  of  leadership  was  to  “remove  the   blocks  that  separate  these  people.  and   not  merely  in  the  terms  of  any  one  level.  introduce  them  in  an  orientation  workshop  to  the  principles  of  collective   leadership.  and  thus   second-­tier  thinking  appreciates  the  necessary  role  that  all  of  the  various  memes   play.  each  wave  is  crucially   important  for  the  health  of  the  overall  Spiral.consciousness  and  into  self-­‐actualization  needs.com/articles/Ken_Wilber_Spiral_Dynamics.  for  the  first  time.        The  hope  was  that  this  experience  would  function  as  fourth   field  conditioning  and  a  guiding  light  to  their  leadership  in  the  community  when  they   returned.13     Capitalism  3.  vividly  grasp  the  entire  spectrum  of  interior   development.”14    The  ALF  which  he  went  on  to  found  did  much   ground  breaking  work  in  trying  to  understand  “how  to  bring  these  kinds  of  collapsing   boundary  experiences  about."  Clare  Graves  referred  to  this  as  a   "momentous  leap.

 To  know  what  it  is  that  wants  to  happen  in  the  world  and   bring  it  forth  into  reality.  Jaworski  was  asked  to  head  up   the  current  iteration  of  the  scenario  group  at  Royal  Dutch  Shell.  being  in  the  service  of  “what  is  wanting  to  be   brought  forth.    Under  Arie  de  Geus  the   company  had  established  an  advanced  planning  process  based  on  the  development  of   alternative  scenarios  of  worldwide  trends  into  the  future.  Synchoronicity:  The  Inner  Path  of  Leadership.    Nor  was  it  so  important  how  he  did   what  he  did.  Their  whole  scenario  planning  process   was  very  rational.  which  people  at  Shell  didn’t  understand.  “Everything  was  very  rational.   and  prepared  the  company  better  than  its  competitors  for  the  shift  into  alternative   energy  sources  and  a  multi-­‐polar  political  landscape.  “New   Frontiers.    Jaworski  took  the  opportunity   to  apply  his  insights  from  the  AFL  period  to  the  corporate  planning  setting.  confronting  old  systems  with  fourth  field.   Feeling  at  the  end  of  the  80’s  that  it  was  time  to  move  on.  I  had  these  boundary  blurring  experiences  with  many  of  them.    Essential  was  from  where  the  leader  acted.  I  ultimately  wanted  to  go  deeper  and  go  beneath  the  surface.”    Rather  than  simply  download  and  update  the  visions   of  the  future  in  rational  and  analytic  interviews  on  business  issues  with  the  various   managers  at  the  company.  I  believe  that  the  most  important  realm  of  leadership  is   the  one  that  we’ve  been  discussing.  he  said  that  in   his  experience  it  was  not  so  important  what  a  leader  did.”  Berrett-­‐Koehler  Publishers.  And  this  was   like  being…  from  another  planet.  into  different  realms.  160ff     13   .”    The   result  was  a  pair  of  profound  scenarios.  second-­‐tier   principles  and  opportunities.   Jaworski’s  path  was  one  of  action.       How  to  access  our  highest  source  of  creativity  so  that  we  can  give  birth  to   something  entirely  new.  It’s  this  capacity  to  collectively  sense  what  it  is   that  is  wanting  to  be  brought  forth  in  the  world.    The   question  underlying  the  book  was.  to  sense   the  future  that  wanted  to  emerge.   but  if  you  separate  these  into  different  things.  how  would  I   bring  it  all  together?  I  wanted  to  bring  these  experiences  and  what  I  had  learned   from  David  Bohm.    What  he   found  was  that.  Jaworski  wrote  his  book  Synchronicity  together  with   Betty  Sue  Flowers  to  formulate  the  essence  of  his  leadership  development  quest.  and  to  bring  it  forth  as  it  desires.  Rupert  Sheldrake  and  others  together  in  a   coherent  set  of  principles.    Fourth  field  collective  action  is   generated  by  leadership  which  starts  from  and  acts  out  of  the  fourth  field  from  the   beginning.”  and  finding  others  who  share  the  space  of  the  fourth  field  together  with   you  which  ultimately  makes  the  difference  in  results  achieved  in  dealing  with  current   problems.  Part  4.22.  helped  to  move  Shell  into  a  forward-­‐looking  culture  change  process.    When  asked  what  made  the  difference  in  his  work  and   what  made  it  successful  in  overcoming  outdated  patterns  of  leadership.  1998.  Francisco  Varela.15     After  the  Shell  period  and  during  his  next  phase  in  Boston  with  Peter  Senge  at  the  MIT   Organizational  Learning  Center.  called  “Barricades”  and  “New  Frontiers.  Jaworski  overstepped  rational  boundaries  in  deep  listening   interviews  on  a  one-­‐on-­‐one  basis  to  “put  together  an  unbelievable  picture  of  the  internal   world  of  Shell.    It  is  the  leading  from  the  future.  whereby  it  was  clear  that  he   needed  to  be  competent  in  his  managerial  craft.  though  an  orientation  to  social  complexity  is  a  second  prerequisite  for   success.  I  had  had  all  these  experiences  I’ve  been  describing  to  you.    pp.”  of   which  the  second  which  was  adopted  overstepped  the  boundaries  of  conventional   thinking  at  the  time.                                                                                                                   15  Joseph  Jaworski.

  This  insight  implies  for  NLP  that  neither  the  level  of  technology  embodied  in  the   formats.shtml     14   .integralinstitute.     To  take  its  next  evolutionary  step.    On  the  contrary.    First.    For  the  full     collage  see  http://in.  second-­‐tier  levels  in  Wilber’s  four  quadrants.  this   would  mean  that  NLP  would  need  to  act  from  an  awareness  of  “what  is  wanting  to  come   forth  collectively.  second-­‐tier  consciousness  from  where   collective  leadership  from  the  future  becomes  possible.     Chart  6:16         Second-­‐tier  origination  requires  that  three  movements  be  completed.org/avantgarde/self/1_06.  NLP  will  have  to  relaunch  its  self-­‐identity  from  a   second-­‐tier  platform.  where  second-­‐tier  is  color-­‐coded  to  yellow/turquois   (Wilber’s  Teal)  below.  the  limits  of  first-­‐                                                                                                                 16  Steve  Self.    The  question  of  “from  where”  action  is  taken  also  involves  the   question  of  “what  for”  action  is  taken.    Second.  all  levels  up   to  Green  have  been  lived  through.    Using  Scharmer’s  Theory  U  as  orientation.  AQAL  Collage.  understood  and  integrated.  a  focus  on   more  effective  Orange  or  more  authentic  Green  ensures  that  the  leap  to  Teal  will  remain   forever  beyond  NLP’s  reach.  nor  the  social  competence  developed  by  applying  the  formats  congruently  will   result  in  any  contribution  to  the  fourth  field.”    What  this  means  in  detail  can  be  explained  in  terms  of  the  values   developmental  line  in  Graves.

    A  wise  leaders  weighs  his  words  and  deeds   With  care.  social  and  consciousness  change.  such  that  others  learn  to  follow  by  experiencing  in  the  leader  someone   who  in  the  quality  of  his  person  demonstrates  what  it  means  to  live  as  an  integral  or   holistic  self.     15   .g.  the  need  and  willingness  to  go  beyond  first-­‐ tier  modes  is  made  manifest  in  the  leap  to  second-­‐tier  action.  but  by  the   way  they  are.   Incompetent  leaders  are  ridiculed  and  scorned.  then.   but  in  the  transformational  effect  of  our  being."  Ralph  Waldo  Emerson   18  E.    And  third.   Almost  imperceptibly  he  leads  to  self-­‐discovery.   The  less  wise  are  honoured  and  celebrated.18    What  is  new  is  the   dire  need  for  these  states  to  become  levels  of  maturity  that  are  collectively  achieved  on  a   large  scale.    It  is   transformational  by  example.     All  feel:    We  did  it  ourselves.  and  do  not  see  that  virtue  or  vice  emit  a  breath  every   moment.    We  have  recorded  cases  over  thousands  of  years  of  individual   expressions  of  post-­‐rational.  or   participation  in  collective  leadership  processes  that  have  an  actual  effect  on  the  world.  second  tier  is  a  state  of  being  that  is  beyond  action.   Leads  people  to  fulfilment.    Its  leaders  achieve  results  not  by  what  they  do.     He  who  in  complete  trust  believes  in  the  good.  the  third  demonstrates  that  one  has  arrived.      While  the  first  two   movements  are  preconditions.  and  of  the  results  of  actions  initiated   from  that  (collective)  being  state.  Men  imagine  that  they  communicate  their  virtue   or  vice  only  by  overt  actions.17    In  Scharmer’s  U-­‐Process.  Tao  te  king     On  Leadership     A  wise  leader.   At  the  same  time.   Is  hardly  noticed.  emotionally  or  socially.tier  values  have  become  so  clear  in  experience  and  understanding  that  no  alternative   remains  but  to  go  beyond  them.  transpersonal  or  illuminates  states.  these  are  the  answers  to  the  questions.   For  NLP  to  make  the  transition.  it  would  need  to  initiate  and  bring  to  successful   completion  projects  in  collective  leadership  from  the  future.     Examples  of  the  effectiveness  of  action  emanating  from  a  second-­‐tier  state  of  being  are   myriad  in  human  history.  and  are  stable  enough  to  become  the  platform  for  sustainable  global   economic.  “Who  is   my  self?”  and  “What  is  my  work?”  answered  not  intellectually.  Lao-­‐tse.   Are  his  works  completed  and  the  goal  achieved.  but  only  phenomenologically  though  the  experience  of  initiation  of.  and  it  would  need  to  lead   by  example  through  the  character  and  quality  of  its  service  to  global  survival  and  quality                                                                                                                   17  "Character  teaches  above  our  wills.    For  the   transformation  of  consciousness  to  second-­‐tier  cannot  be  realized  through  thought  or   feeling.   Inferior  leaders  are  feared  and  hated.

19       The  innovation  process  takes  the  subjective  qualities  it  is  given  as  input.  confronts  us  less  with  objective  challenges   of  limits  to  technology  than  with  subjective  challenges  to  the  way  we  think  and  live.  "On  the  face  of  it.  Goals  and  Methods  for  Implementing  Second-­Tier   NLP   To  effect  global  change  is  to  introduce  innovation  into  the  infrastructures  and   consciousness  of  systems  at  every  level.“    Business  Week   interview.   squeezing.  beliefs  and  values.    Innovation  processes  describe  the  practical   steps  to  implement  change  we  know  we  need  to  make.  to   our  perception.  the  financial  orientation  towards  shareholder  value  and  short-­‐term  profit   maximization  at  an  awareness  level  of  capitalism  1.  NLP  has  not  been  known  for  its  transformational  work  on  a  collective   level.  it  has  in  the  mean  time  become  divorced  from  its  original  intention.    The  challenge  lies  not  in  the   processes  themselves..  Concepts.    As  a  result.     Introduced  as  a  metric  to  constrain  a  self-­‐service  attitude  among  professional  managers   in  the  1980’s.  not  a  strategy.businessweek.  which  is  one  of  the  lowest  value  innovation  levels  and  no  way  to  master   difficult  problems.  so  that   earlier  proponents  like  Jack  Welch  now  say  that.  nor  does  it  reduce  strategy  to  short-­‐term  profit  goals.  shareholder  value  is   the  dumbest  idea  in  the  world.   Our  Future  Begins  Now).  personal  and  mass  transportation.  squeezing.    Innovation.  and  which  operates   according  to  the  principle  of  “garbage  in.  2009:   http://www.  which  are  mature  and  supported  by  excellent  software  solutions.  and  efficiently  produces   products  and  services  which  mirror  this  input:    In  the  case  of  innovation-­‐averse   approaches  to  business.htm     16   .0.  How  We  are  Going  to  Live.  March  16th.  and  in  its  risk  management  to  focus  on  limiting  risk   to  increase  control  and  predictability.  styles.  controlled  by  means  of  financial   key  performance  indicators.  has  an  inherent  tendency  to  focus  on  profit  based  on   productivity  through  cost  reduction.  such  as   presuppositions.0  level.  and  values.  Shareholder  value  is  an  outcome.  the  garbage  that  comes  out  simply  mirrors  the  subjective   garbage  that  went  in.  garbage  out”  to  which  most  attempts  at   innovation  succumb.  Any  fool  can  just  deliver  in  the  short  term  by  squeezing.  unsere  Zukunft  beginnt  jetzt”  (tr.  philosophies.  a  book  on  trends  and  future  scenarios.  therefore.com/bwdaily/dnflash/content/mar2009/db20090316_630 496.    The  German  trend  researcher  Matthias  Horx  writes   in  “Wie  wir  leben  werden.     Rather  it  is  a  “front-­‐loading”  issue  which  needs  to  be  mastered.  tendencies..    To  date.  such  as  housing..    What  would  such  a  concept  then  look  like?       Innovation  Frames.  that  what  would  shock  a   time  traveller  from  a  hundred  years  ago  most  about  the  way  we  live  today  is  not  our   technology.    For  innovation  on  higher  levels.  energy  generation  or                                                                                                                   19  Properly  understood.  short-­‐term  financial  orientation  and   a  need  for  mechanical  control  are  toxic  in  their  effects  on  results.       For  example.    Were  it  simple  to  innovate..of  life.  the  shareholder  value  concept  does  not  exclude  stakeholder   interests  on  a  Capitalism  2.  innovation  tends  go  away  from   inventing  truly  new  products  and  services  towards  line  extensions  in  an  existing   portfolio.  then   we  would  already  have  answers  to  many  of  our  problems.

 communication.  which  for  the  most  part  existed  in  principle  and  in  simpler  forms   already  in  his  time.   and  the  other  a  process  to  implement  the  changes.  in  which  areas  and  levels  of  innovation  are  linked   to  levels  of  subjective  and  inter-­‐subjective  evolution.   Charts  7  and  8:         17   .  one  process   to  show  where  exactly  subjective  transformation  work  is  needed  on  a  collective  level.  it  is  our  subjectivity  and  inter-­‐subjectivity  which  also  sets  the   greatest  limits  to  our  potential  for  development.  authority.  but  the  change  in  our  beliefs.  however.    Our  morality.  race.  relationships.communication.   politics  and  environment  would  pose  a  far  greater  challenge  to  his  ability  to  understand   and  live  in  our  world  than  anything  physical  he  might  have  to  deal  with.  values  and  behaviours.  nationality.    The  Graves  colour-­‐coding  shows  the  overall   developmental  level  of  the  culture  of  the  organization  in  the  way  it  understands  and   deals  with  change  at  the  intersection  of  innovation  types  and  levels   Below  is  an  example  of  such  a  three-­‐dimensional  innovation  matrix.  and  it  is  at  this  point  that  NLP.  with  its   technology  and  experience  in  effecting  change  in  people.      The  first  could  be  provided  by  a   three-­‐dimensional  innovation  matrix.    To   do  so  practically.   Projected  into  our  future.    An  innovation  matrix  of  this  kind  maps  ten  innovation   types  against  seven  innovation  levels.  a  second-­‐tier  frame  of  meaning  and  an  infrastructure   framework  is  needed  to  give  the  Amber-­‐Orange  success  formats  and  the  Green   emotional  and  social  formats  a  Teal  meaning  and  effect  on  the  collective  level.   our  approach  to  sexuality.       Two  interlinked  processes  could  be  helpful  in  achieving  these  change  goals.  has  a  contribution  to  make.  to  map  out  where  exactly   transformation  work  needed.

correcting mistakes Just Repositionrepositioning ing an existing product Cost Cost reduction reduction without significant changes to the product How you design your business How you model your design business Networks How model and alliances stakeholders support each other Networks How and alliances Enabling process Enabling process stakeholders How youeach support support other value creation How you processes support and people value Graves colours for levels of development -> Texts describing the facts -> creation Core process processes How you design your and people core Core process processes How you Product performance Product Product performance system Product system Value added concepts Value added concepts Channel design your How you core design your processes products How you How your design your create and products develop platforms for How your your product create and portfolio develop platforms for How you add your product value portfolio dimensions to physical How you add products value dimensions What sales to physical channels you products use. What offer or communicati invent ons channels you use. where do you believe you needNew to the to level. Incremental Just Only the Add Graves Innovation New to the Renovation Cost go? (below) levels / world industry levels with background colours. Only one point per line.New to one point per line.To realize the strategy for 2015. what innovation results have to be achieved? 1. improvecompany of existing repositioning reduction Innovation types Innovation levels / Innovation types Business model Business model categories ments Explanation New to the An idea world is which completely new to the world New to the An idea industry which is completely new to your company New to the An idea companynew which is to your existing product line Renovation The next of existing an version of categories existing product line Incremental Small improvemen improvemen ts new ts. where do you believe that you stand today? How to do the analysis: Mark the change level. Add Graves levels with background colours. features. offer or inventsales What channels you Whatoffer or use. When you look back on the results of the last years. What or offer emotional invent relationship your What customers emotional experience relationship your customers experience Channel Brand Brand Customer Experience Customer Experience   18   . When you look at the requirements of the How to do the analysis: Mark the change market. 2. communicati invent ons channels you use.

 technological   developments.    Most   organizational  transformation  projects.  but  to  a  Leap  in   Levels  to  Second  Tier   The  operational  challenge  of  implementing  what  has  been  envisioned  lies  in  confronting   the  subjective  conditioning  of  both  the  people  and  their  organisational  culture.     The  groups  are  then  asked  to  look  at  the  market.  and  what  kind  of  culture  would  be  needed  to   support  the  change  and  the  new  level  of  complexity  it  involves.  values.    Once  the  groups  have   filled  out  the  “actual”  matrix.  a  large  family  company  whose  business   model  has  gone  through  no  more  change  than  the  occasional  repositioning  for  40  years.    Change  management  helps  dramatically     19   .    The  culture   needed  to  make  these  innovations  successful  might  be  project  and  process-­‐oriented.  which  is  bureaucratic  in  its  operations  and  risk-­‐averse  in  its   controlling  (Graves  blue  /  Wilber  Amber).  for  example.  process  re-­‐ engineering.  the  intersection  points  are  discussed.   and  consequences  looked  at.   The  groups  then  confront  the  delta  between  the  “to  be”  and  “actual”  organisation.   including  leaders.    A  change   vision  is  formulated  and  a  change  process  designed.  and  then  reflect  on  the  level  at  which  the  organisational  culture  understands   and  deals  with  the  need  for  innovation  in  those  areas  of  action.  beliefs  developed  through  past  success.  and  innovation  initiatives  are  formulated  which  take  into   account  the  critical  success  factors  which  the  transformation  must  master.    In  the  process  the  group   might  become  aware  that  the  company  needs.  vision  and  strategy.  such  as  lean  management.     In  the  reflection  on  company  culture  and  the  lack  of  strong  innovation  in  recent  years.  will  find  it  difficult  to  see  and  accept  the   coming  end  of  the  product  lifecycle  which  made  it  a  market  leader  40  years  previously.  and  future  trends  and  then  assess  where  they  need  to  be  on  the   innovation  scale  to  survive  and  prosper.   flexible  and  agile  and  so  non-­‐hierarchical  both  in  its  organisational  structure  and  in  its   management  style  (Graves  green  to  yellow/Wilber  Green  to  Teal).     Soft  Facts  Interventions  on  a  Path  not  only  to  Culture  Change.  only  to  see  the  culture  fall  back   into  previous  habits  when  the  initiatives  end.   the  stakeholders  may  come  to  understand  how  particular  assumptions  about   management.    70%   of  all  IT-­‐integration  projects  fail  to  realize  the  objectives  and  synergies  for  which  they   were  intended  because  of  challenges  to  habitual  ways  of  doing  things.     Innovation  goals  are  set.  and  values  that  have  emerged  as   company  culture  may  pose  a  threat  to  the  company’s  further  existence  if  the  market   moves  and  the  managers’  perception  ignores  the  facts  in  favour  of  convention  and  habit.  or  restructuring  achieve  short-­‐term  results.   The  Innovation  Matrix  Facilitation  Process:    Groups  responsible  for  innovation.    For  example.  the  competition.  focussed   not  on  engineering-­‐driven  improvements  to  existing  products.  causes  are  analysed.    70%  of   all  mergers  fail  either  completely  or  in  large  part  because  culture  incompatibility.  technical  experts.    A  “to  be”  vision  of  the   innovation  in  the  business  model  is  mapped  in  the  “to  be”  innovation  matrix  and  then   formulated  as  a  mission.  to  transform  itself  from   being  a  product  producer  to  becoming  a  solutions  and  services  organization.  managed  by  command  and  control  in  an  authoritarian   self-­‐understanding.  but  driven  rather  by  the   market  and  focussed  on  systems  integration  and  interface  technologies.  project  managers  and  sales  and  marketing   managers  meet  to  gauge  the  innovation  level  of  the  organisation  in  the  ten  types  of   innovation.   and  whose  culture  is  hierarchical.

0  and  2. Developing  shared  pictures  of  the  future  –  developing  scenarios  through   collective  dialogue  processes  and  their  integral  application   5.  which  are  things  that  someone  has  invented.  which  are   facts  of  nature  that  form  the  context  in  which  humanity  evolved.  and  the   interests  and  aims  it  serves  to  satisfy.  whether  the  market  we   now  have  is  the  one  we  need  or  want  to  have  in  future.  so  that  we  can  get  down  to  the   business  of  creating  an  alternative  vision  and  planning  its  implementation.to  enable  buy-­‐in  and  sustainability  for  change.  the  beliefs  and  values  upon  which  its  existence  is  based. Understanding  belief  drivers  –  discovering  and  changing  axioms.    It   is  natural  for  the  brain  to  take  its  habitual  environment  for  granted.  but  rather  like  a  car  or   building.  structures.   organization  and  culture  can  be  arrived  at  through  a  3D  innovation  matrix.  beliefs   3. Leading  strategic  conversations  –  building  tri-­‐sector  collective  leadership   processes  to  implement  innovation  on  a  global-­‐local  scale   Action  area  1:  Learning  to  see  –  understanding  and  interpreting  artefacts   Another  saying  ascribed  to  Einstein  is  that  fish  are  the  last  creatures  to  notice  water.   Key  elements  on  the  path  to  presencing  in  second-­‐tier  consciousness  are:   1.     20   .  and  building  infrastructures  which  enable  tribes  to  change  the   world   6.  behaviours  and  habits.    Learning  to  see  the  facts  around  us  as  artefacts   moves  them  from  the  realm  of  things  to  which  we  are  subject  into  that  of  actions  upon   which  we  have  influence  and  so  empowers  us  in  effecting  change.    The  vision  for  products.  processes.  e.    Operational   success  will  depend  on  opening  the  mind.  but  was  made  by  people  in  the  process  of  our   cultural  development.   Where  NLP  can  make  a  profound  contribution  to  second-­‐tier  action  is  in  doing  the   transformational  work  to  help  people  take  a  constructivist  approach  to  action  and   effectively  learn  new  attitudes.  for  example.  not  an  act  that   we  perform.    However.    The  market.  and  culture   we  feel  subject  to  and  often  victimized  by  are  nothing  but  the  result  of  our  own   collective  doing.  as  if  our  actions  had   nothing  to  do  with  its  existence.0  as  an  external  force.  services.    However.  economics.    It  has  become  an  artefact—as  opposed  to  a  biofact—whose   anthropological  analysis  can  give  us  information  about  the  culture  of  its  creators  and   users.    We  thus  bring   ourselves  in  to  a  position  in  which  we  dare  to  ask  ourselves.    It  has  become  so  deeply  embedded  in  our  perceptual   presuppositions  and  habits  that  we  encounter  it  as  a  thing  we  experience.  the  heart  and  the  will  to  get  beyond  subjective   limitations  and  engaging  them  as  success  factors.    Yet  we  experience  the  market   under  Capitalism  1. Learning  to  see  –  understanding  and  interpreting  artefacts   2.    The  interpretation  of  the  market  as  a  social  artefact  lays  bare  the  historical   reasons  for  its  creation.  as  a  fact  of  life.   presuppositions.    One  of  the  principle  effects  of  moving  from  level  3  to  level  4  in  the   U-­‐process  is  to  recognize  that  the  policies.  it  can  only  help  to  reproduce  existing  habits  dressed  up  in  other  clothes.  is  not  like  a  plant  or  a  mountain.  the  world   we  live  in  is  no  longer  primarily  natural.g.  to  the  extent  that  change   management  itself  operates  within  the  presuppositions  of  a  particular  cultural  level  of   development. Developing  innovation  strategies  –  finding  one’s  innovation  DNA   7. Connecting  to  the  power  of  values  –  recognizing.  challenging  and  developing   values-­‐based  structures  in  order  to  overcome  barriers  to  innovation   4. Using  the  power  of  devolved  organizations  –  understanding  how  social   innovation  works.

    We  seem  to  lack  the  maturity  for  a  true  collective.  so  that  we  can  come  back  to  life  as  Joanna  Macy  might  say.  but  between   good  and  bad  government  (good  government  by  definition  being  limited  to  what  it   can  do  well-­-­but  doing  what  it  can  do  well  with  full  intelligence  and  commitment).  as  with  the  "Borg"  in  science  fiction  TV.  a  Community  member.  because  special  interests  have  tilted  the  playing  field   massively  in  their  favour  with  their  strategy  of  privatizing  profits  while  socializing   costs.  David  Hodgson.    For  example.    Gross  international  happiness  as  the  measure  of  success.  communism.   and  is  a  mortal  challenge  to  the  ideologies  of  amber-­‐orange  and  green.blog.  we  generate  a  dysfunctional  collective.  feudalism.com  as  an  alternative  to  the  intermediary  role  of  classical  banks   in  facilitating  credit).  but  they                                                                                                                   20  http://www.  and  integrated.com/?p=123#comments.ottoscharmer.In  a  thread  on  Scharmer’s  “7  Acupuncture  Points  to  transform  Capitalism”  paper  on  the   need  for  transformation  infrastructures.   comments  that     Instead  of  capitalism  3.    But  we  do  not  have  a  properly  functioning  mechanism   in  the  market  at  the  moment.    But  we  seem  to  lack  visions  of  self-­fulfilling   collectives  of  the  future.    At  the  moment  they  are  in  the  thrall  of  the  oligarchs.    By  choosing  individual  freedom  from  the  collective   context.  in  the  political   debate  over  health  care  reform  in  the  US  at  the  moment.     We  have  (hopefully)  moved  beyond  the  painfully  forced  collectives  of  the  past   (empire.  comment  2     21   .0  I  have  been  moving  towards  a  variant  of  the  phrase  ‘the   sacred  |  spiritual  |  enlightened  |  living  economy’.   I  write  in  response.  Could  we  not  reconceive  of  the  market  as  a  social  technology?    Markets   mediate  between  both  individual  and  social  interests  (as  Otto  describes  briefly  in  his   mention  of  Prosper.  an  abstraction.20   A  vision  like  this  would  be  an  innovation  wholly  new  to  the  world.  the  term  "socialism"  serves   to  trigger  fear  to  discredit  government  action  focused  on  collective  well-­being-­-­ which  to  my  shock  a  lot  of  people  seem  passionately  (hysterically?)  to  be  buying   into!    What  is  the  trauma  being  activated  here?    Images  of  the  collective  in  popular   media  are  mostly  pathologically  negative.  fascism)  that  I  could  imagine  being  sources  of  the   negative  collective  in  social  memory.  to  something  alive.   I  believe  we  have  to  move  entirely  past  the  paradigm  of  capitalism.  The   market  is  just  a  mechanism.  and  shift  our   conceptual  center  of  gravity  from  capital.  as  hostile  to  inventiveness  and  vitality  seen  to  be  based  on   motivation  through  intellectual  property  rights.   And  to  define  the  living  economy  as  a  platform  to  support  global  collective  well   being.   or  in  business  as  with  the  battle  against  open  source  (by  Sun  at  one  point  if  I   remember  correctly).  Nevertheless.  we  do  not  have  a  choice  between  individual   freedom  and  collective  action.    The  choice  is  not  between  government  or  no  government.    It  also  upends  the   most  dearly  held  presuppositions.   whole.  beliefs  and  values  of  most  of  the  business  community.  which  undermines  individual   freedom.       One  of  the  things  good  government  could  do  would  be  to  ensure  a  level  playing  field   for  the  mechanism  of  the  market  through  intelligent  regulation  focused  perhaps  on   an  understanding  of  “holistic  collective  well-­being”  contributed  by  civil  society.  mind.

 2007.    Three  distinct  principles  can  help  us  to  move  from  downloading  to  actually   seeing.  and  help  in  the  collective  leadership   processes  to  undo  blocks  on  this  level  on  an  ongoing  basis.  Green  tends  towards  state   fundamentalism.  beliefs   Having  surfaced  axioms.could  just  as  well  be  liberated  to  perform  their  social  function  constructively.  so  that  the  market—and  so   capitalism?—could  do  its  job  for  everyone.  values  and  conditioning   behind  hysterical  fear  of  collectives  and  infantile  trust  in  collectives   submodality  interventions  to  question  and  change  representations  of  collectives   re-­‐imprints  to  heal  traumatic  actual  experiences  with  destructive  collectives   reframing  interventions  to  make  constructive  meanings  for  collectives  accessible   and  available   systemic  interventions  to  make  conscious  and  resolve  entanglements  with  the   experience  of  destructive  collectives  from  the  family  or  system  background   fast  phobias  to  disempower  the  visual  anchors  for  imagined  fears   For  Scharmer.  just  as  unsustainable.    Where  Amber-­‐Orange   tends  towards  religious  and  market  fundamentalism.  create  the  conditions  under   which  viable  alternatives  can  grow  and  develop.      Could  capitalism  perhaps  be  liberated  by   art…?21   To  the  comment  on  the  amber-­‐orange  conservative  American  response  to  the  need  for   collective  action.    They  are:  (1)  clarify  question  and  intent.   A  step  on  the  way  may  lie  in  healing  the  unconsciously  pathological  relationship   many  have  to  the  collective  (away  from  the  past  of  enforced  social  cohesion  towards   experiences  of  a  democratic  generative  community).   and  (3)  suspend  judgment  and  connect  to  wonder.  one  could  add  that  the  liberal  left  American  response  and  the  European   reflex  to  do  the  opposite  and  massively  expand  the  role  of  the  state  in  economic  life  is.  Society  for  Organisational  Learning.  p.  Cambridge.  comment  13   22  Otto  Scharmer.   presuppositions.     Action  area  2:    Understanding  belief  drivers  –  discovering  and  changing  axioms.   Massachusetts.    Maybe  we  need  to  focus  more   on  creating  images  of  the  fulfilment  of  the  self  in  collective  action  (I’m  thinking  of   presencing  theatre  in  the  media  here).                                                                                                                   21  same  as  above.  Theory  U.  presuppositions  and  belief  behind  the  artefacts  of  existence.  131     22   .  a  full  spectrum  of  formats  which  can  have  the  required  effect   are  immediately  available.     What  contribution  can  NLP  make  to  help  heal  the  pathological  relationship  to  the   collective—both  its  absolute  rejection  and  its  absolute  embrace?    With  a  second-­‐tier   awareness  as  its  platform.    Social   infrastructures  could  cut  out  the  middle-­men.”22    NLP  can  provide  the   craftsmanship  in  the  background  to  implement  the  principles.  beliefs.  (2)  move  into  the  contexts  that  matter.  “The  shift  from  downloading  to  seeing  is  simple—although  not  always   painless.   because  of  its  cost  and  ineffectiveness.  the   challenge  is  then  to  change  those  which  are  unproductive.  To  name  just  a  few:   -­‐ -­‐ -­‐ -­‐ -­‐ -­‐ metamodel  explorations  of  the  presuppositions.

 the  belief  is  found  to  reside   in  a  younger  part  of  his  psyche.  the  belief  determines  his  behaviour  to  such  an  extent  that  he   does  something  to  create  problems  in  his  business  whenever  he  is  at  risk  of  achieving   great  successes.   Goethe  captures  the  fundamental  experience  of  our  identity  when  his  Faust  exclaims:   “Zwei  Seelen.  in  this  case  as  a  consequence  of  parts  psychology  and  the  autonomy  of                                                                                                                   23  http://www.”  and  the  reason  he  has  come  into  coaching  is  to  resolve  the   conflict  he  is  experiencing  with  himself.”  with  the  intention  of  opening  the  heart  and  breaking   down  boundaries.   And  these  assumptions  are  defended  when  they  are  challenged.    David  Bohm  describes  the  challenge  as  follows:   Now  why  do  we  need  dialogue?    People  have  difficulty  communicating  even  in  small   groups.  Dialogue.24   NLP  has  vast  experience  in  going  into  the  process  of  thought  behind  assumptions.    For  Scharmer.  ach.  wohnen  in  meiner  Brust!”  (Alas.  and  for  competent  NLP   practitioners  and  self-­‐coaches  these  are  simple  exercises.  or   your  religious  interest.  8-­‐9     23   .  pp.  the  beliefs  make  claims  to  validity  a   priori.  many  may  find  it  very  hard  to   communicate  unless  there  is  a  set  purpose.     Human  beings  are  in  their  individuality  constitutionally  not  one  with  themselves  or  their   environment.  not   just  the  assumptions  themselves.    Unconsciously.    For   example.”)     Undesirable  beliefs  can  be  changed  with  classical  formats  like  the  Walking  Belief  Change   of  McDonald  and  Dilts23  or  with  submodalities  formats.  beliefs  are  generalizations  from  experience  about   oneself  or  the  world.    With  longer  habituation.    Analysis  of  its  origins  helps  him  to  understand  the   thinking  process  of  the  child  he  once  was.  and  they  tend  to  defend  them  with  an  emotional   charge.     The  conflict  is  resolved  in  that  the  intention  of  the  child  is  separated  from  childish   conclusions  and  is  connected  to  the  resources  of  the  adult  person.htm   24  David  Bohm.    People  frequently   can’t  resist  defending  them.    Why  is   that?    For  one  thing.    They  are   basic  assumptions—not  merely  superficial  assumptions—such  as  assumptions   about  the  meaning  of  life.  two  soul  beat  within  my  breast).  who  fulfils  the   intention  though  viable  behaviours  in  his  current  reality.  he  says  “clearly  not.  everybody  has  different  assumptions  and  opinions.    Asked  whether  he  consciously  subscribes  to  fundamentalist  religious   beliefs.     Through  the  intervention  “Growing  a  Part”  the  child’s  thinking  process  us  updated  to   adult  consciousness  and  the  dysfunctional  belief  is  replaced  by  conscious  adult  thinking.  your  country’s  interest.    It  goes  into  the  process  of  thought  behind  the  assumptions.”  is  behind  the   failures.  2004.  an  effective  approach  in  groups  to  changing   beliefs  is  to  engage  in  “dialogue.  but  I  still  believe  it.  …  The  point  is  that  dialogue  has  to  go  into  all  the  pressures  that  are  behind   our  assumptions.From  a  constructivist  understanding.  which  led  to  the  formulation  of  the  belief.  about  your  own  self-­interest.  or  unless  somebody  is  leading  it.    Upon  examination.nlpu.  about  what  you  really  think  is  important.  independently  of  experience  and  will  often  maintain  themselves  in  the  face  of   conscious  awareness  of  contravening  facts  (“I  know  its  not  true.  Routledge  Classics.    But  in  a  group  of  thirty  or  forty  or  more.com/Patterns/pattern3.   The  challenge  for  second-­‐tier  initiatives  is  to  enable  change  on  the  level  of  groups  or   systems  in  their  culture.  a  business  man  who  comes  to  coaching  for  self-­‐sabotaging  failures  he  has   caused  in  an  otherwise  flourishing  business  might  discover  that  the  belief  that  “a  camel   would  sooner  go  through  the  eye  of  a  needle  than  a  rich  man  into  heaven.

 beliefs  and  conclusions.  287-­‐88   27  The  format  is  available  under  the  collective  commons  agreement  through  the  U-­‐ Browser  at:  http://www.    Yet  we  are  faced  with  nothing  less  than  a  challenge  on  a  world  scale  if  we  want   to  effect  change  in  any  of  the  seven  acupuncture  points  in  Scharmer’s  map.  moment   to  moment.  10-­‐12   26  Otto  Scharmer.”    While  NLP   has  ways  of  perceiving  and  dealing  with  collective  sources  of  individual  belief.  that  it  is  infinite.  pp.  …    Usually.  you  say.   and  so  no  matter  what  we  did.   2.  not  the  space   of  creative  emergence   3.  when   you  have  a  problem.  pp.  most  of  it  comes  from  a  collective  background.psychological  parts  and  their  experiences.  “In  fact.presencing.    Almost  everything  around  us   has  been  determined  by  thought….25   NLP  has  the  technology  to  deal  with  the  problem  of  thought  in  many  ways.    Under  these   conditions.   4.   Scharmer  makes  some  “diagnostic  observations  about  the  current  state  of  the  collective   body  of  conversation  that  happens  in  organizations  and  institutions  day  to  day.  the  pollution  would  all  get  dissolved  away.     For  Bohm. Such  a  conversational  space  is  toxic  or  limiting  in  two  respects:    it  prevents   individual  participants  from  accessing  their  deeper  levels  of  being  and   consciousness.  ‘I  must  think  about  it  to  solve  it. Yet  the  collectively  enacted  outcome  is  that  many  conversations  in  many  or  most   organizations  take  place  in  the  pathological  space  of  anti-­emergence. Hence.  which   is  that  thought  is  very  active.  but  thought  says  it  didn’t  do  it.    He  describes  how  on  the  first  level.  but  there  is  a  deeper  root.     Fragmentation  is  one  of  the  difficulties  of  thought.  it  lacks   the  technology  for  understanding  and  changing  belief  on  a  collective  level.”  which  mirrors  the  dynamics  of  individual  identity  and  thought:   1.’    But  what  I’m  trying   to  say  is  that  thought  is  the  problem.  not  from  the  dark  space  of  pathology.shtml     24   .    No  NLP   format  would  lift  a  nation  collectively  out  of  fundamentalist  axioms  of  its  collective   thinking.  Ursula  Versteegen  has  developed  the  technology  of  the   “dialogue  interview”  to  enable  groups  to  move  from  the  destructive  anti-­‐space  of   pathological  belief  and  conversation  to  the  creative  U  space  of  conversational  reality   creation.  the  root  cause  of  conflicts  between  beliefs  and  reality  lies  in  the   fragmentation  of  thought.   because  we  have  thought  that  the  world  is  there  for  us  to  exploit.26   A  colleague  of  Scharmer’s.  Theory  U.  and  it  prevents  collective  institutions  from  co-­evolving  with  their   environments  by  accessing  the  deeper  streams  of  collective  emergence. The  individual  intention  of  most  participants  in  most  organizations  is  to  operate   from  the  space  of  creative  emergence.27    She  uses  a  dialogue  process  to  identify  emerging  themes  in  large-­‐scale   change  processes:                                                                                                                   25  David  Bohm.com/tools/index.  but  the  process  of  thought  thinks  that  it  is  doing   nothing—that  it  is  just  telling  you  the  way  things  are.    But  Bohm   goes  on  to  say  that.  …    The   point  is:    thought  produces  results.  we  collectively  do  what  nobody  wants:    we  operate  in  the  toxic  atmosphere   of  pathological  patterns  of  conversation.  a  person  is  unable  to  evolve  with  his  environment  and  respond  realistically   to  its  challenges.  The  whole  ecological  problem  is  due  to  thought.

 he  speaks  as  if  striking  a  note  in  a   collective  jazz  improvisation.     Access  your  appreciative  listening:  Thoroughly  appreciate  and  enjoy  the  story   that  you  hear  unfolding.”  the  interviewers  meet  with  the  transcripts  of  their  interviews  and  begin   reading  individual  sentences  out  loud.  Ask  questions  spontaneously.    The  fourth  field  merging  in  the  group  which  can  take  place  in  the   process  comes  from  a  second-­‐tier  ability  and  attention  to  sense  the  collective  patterns   behind  the  statements  in  the  interviews.         Interviewers  come  for  the  largest  part  from  within  the  system  which  is  to  be  collectively   seen  and  understood.  pay  attention  to  and  trust  the   questions  that  occur  to  you.   Leverage  the  power  of  presence  and  silence:  One  of  the  most  effective   “interventions”  as  an  interviewer  is  to  be  fully  present  with  the  interviewee—and   not  to  interrupt  a  brief  moment  of  silence.   Access  your  generative  listening:  Try  to  focus  on  the  best  future  possibility  for   your  interviewee  and  the  situation  at  hand.  another  reads  a  sentence  in  response.  Put  yourself  in  your  interviewee’s  shoes.     Go  with  the  flow:  Don’t  interrupt.    In  what  Versteegen  compares  to  a  “jam   session.”    As  each  interviewer  reads  out  loud.  the  one  that  you  tried  to  elicit  in  the  thought  and  words  of  your   interviewees.   and  the  piece  of  music  that  your  are  creating  is  the  social  art  of  seeing  and  sensing  the   emerging  system.  the  sheets  of  music  are  the  transcripts  in  front  of  you.    As     25   .    “The  instruments  are  the  people  you   encountered—your  interviewees.   Practice  deep  listening  (figure).  Always  feel  free  to   deviate  from  your  questionnaire  if  important  questions  occur  to  you.  don’t  judge.    Into  the  pause.   Suspend  your  “Voice  of  Judgment”:  look  at  the  situation  through  the  eyes  of  the   interviewee.   Access  you  ignorance:  As  the  conversation  unfolds.PRINCIPLES   Create  transparency  and  trust  about  the  purpose  and  the  process  of  the  interview.

30    The  last  century  saw  an  unparalleled   string  of  successes  in  technology  and  culture  through  scientific  and  analytic  methods.                                                                                                                   28    Otto  Scharmer.  specifiable  “left-­‐brained”   activities  through  outsourcing  and  automation  to  creative  activities  based  on  pattern   recognition.  a  social   entrepreneur  emerging  from  a  long  history  of  spiritual  practice  who  took  part  confesses.  the  common  ground  from  which  all  of  the  instances.  a  picture  begins  to  emerge.  and  our  analyses  increasingly  show  that  it  is  our  naïve  belief  in  the  efficacy  of   enlightenment  thinking  which  has  gotten  us  into  the  current  mess  in  the  first  place.  I  also  admit  that  I  am  a  recovering  ‘being  in  the  here  and   now’  addict.  subjective  evaluation.  Of  course.  for  example.  That  prevention  starts  frequently.  but  are  the   only  possible  option.  292   29  In  my  own  short  experience  with  a  presencing  group.  the  experience  a  member   of  the  group  has  had  with  a  pathological  collective  is  triggered  by  the  deep  dive  of  the   group.  Theory  U.    If.   and  the  members  generally  not  trained  therapists.29     Action  Area  3:    Connecting  to  the  power  of  values  –  recognizing.    As  George  Pór.  My  concern  is  about  when  it  becomes  an  addiction  and  prevents  us  from   moving  up  on  the  right  leg  of  the  U.  sequential.  relationships  and  creativity  generally  associated  with   the  operation  of  the  “right  brain.  the  ensuing  personal  psychological  drama  will  block  his  ability  to  evolve  with  and   contribute  to  the  group  process.  as  deep  listening  has  a  healing  quality  all  its   own.  for  an  entertaining  and  insightful  description  of  the   shift  in  the  production  of  added  value  from  logical.”     26   .  presencing  groups  are  from  their  intention  not  therapy  groups.  and  learn  to   listen  to  the  music  that  speaks  from  what  remains  unsaid  between  the  quotes—the   empty  space  in  between  (deep  dive).  stories   and  quotes  arose.  but  also  to  clear  the  block.   “In  the  spirit  of  full  disclosure.  A  Whole  New  Mind.    What  is  triggered  by  a  second-­‐tier   experience  may  be  healed  with  NLP’s  first-­‐tier  technologies  applied  in  a  second-­‐tier   state  of  awareness.    “They  get  into  a  rhythm.the  piece  develops.  p.   leaders  are  searching  increasingly  for  alternatives  that  will  help  us  to  describe.’”   30  Daniel  Pink.     With  the  good  results  from  the  focus  on  facts  and  figures  has  come  a  belief  that  left-­‐ brained  approaches  to  the  challenges  of  the  world  are  not  only  adequate.”28   NLP  is  not  needed  for  such  collective  processes—at  least  in  the  part  of  collective   dialogue.    As  our  experience  confronts  us  massively  with  the  facts  to  the   contrary.  pictures  and  polarities…  they  begin  to  shift  the  place  of  listening  toward   listening  from  the  whole.  challenging  and   developing  values-­based  structures  in  order  to  overcome  barriers  to  innovation   The  focus  of  thinking  and  action  in  the  world  could  be  said  to  be  moving  from  a  left-­‐ brained  to  a  right-­‐brained  functional  emphasis.  I  sense  a  tendency  among  deep   listeners  to  confuse  Teal  collective  processes  with  the  Green  process  of  social  and   emotional  understanding  through  sharing  in  groups.  there's  nothing  wrong  with  staying  in  the  bottom  of  the  U  for  as   long  as  needed.  …  they  begin  to  tune  in  to  some  of  the  emerging   patterns.  by  excluding  the   prototyping  dimension  of  the  U  from  the  design  of  the  event  and  replacing  it  with   "something  will  emerge"  that  a  friend  of  my  termed  as  ‘the  opium  of  the  cultural   creatives.      At  the  same  time.    In  some  cases  the  deep  dialogue  state  will  suffice  not   only  to  surface.    It’s  contribution  will  likely  lie  in  working  with  what  the  collective  leadership   process  triggers  in  the  individual  participants.

   Christopher  Cowan.org/resources_assessments.    In  addition.spiraldynamics.  among  others.  areas  of  action  can  be   identified  to  close  the  gaps  and  create  alignment.    Across  all  the  differences.0  a  questionnaire  has  been  programmed  to  enable  system  analysis  through   the  prism  of  Graves’  values  model.  and  Assessment  of  Thinking  and   32  Contact:  mail@tomklein.   From  the  value-­‐based  management  associated  with  the  shareholder  value  ideology.  so  that  values  conflicts  no  longer   paralyse  essential  initiatives.  but  instead  support  and  drive  them  as  effectively  as   possible  towards  the  achievement  of  results.   The  Graves  model  is  useful  in  this  regard  in  helping  various  stakeholders  to  describe   what  is  important  to  them  across  the  entire  pycho-­‐social-­‐political-­‐economic  landscape   of  their  organizations  and  their  fields  of  engagement.  and  their  recommendations  for  how  the  values  approach  should  be  different  is   described.  world  café  or  appreciative  inquiry  workshops  with  a   collective  presencing  intention  as  to  what  values  would  be  useful.    Visualized  in  various  graphs.31     At  OrgProf3.    The  values  of  stakeholders  are  elicited  through  an   online  questionnaire.  has  together  with   Natasha  Todorovic  created  several  analysis  tools  in  this  direction.de  for  more  information  and  access  to  the  tool   Coping:    http://www.understand  and  influence  the  success  factors  for  change  with  which  the  right  brain  is  at   home.    With  the  appropriate   infrastructure.  with  Don  Beck   one  of  Graves’  former  assistants  and  the  founders  of  Spiral  Dynamics.  managers  and  customers.  deltas  can  be  made  out  and  questions  asked  in   interviews  or  open-­‐space.32   Chart  9:                                                                                                                   31  Assessment  of  World  Views.   there  is  an  increasing  interest  being  shown  in  management  thorough  values  in  the   broader  sense  of  things  which  are  important  to  us  beyond  the  financial  bottom  line.  Change  State  Indicator.   Various  tools  provide  questionnaires  and  the  visualization  of  analyses  to  simplify  the   process  of  identifying  problems  and  areas  of  action.      Change  initiatives  are  described  to  realize  the  values  vision  and  actions   agreed  upon  for  implementation.  are  wanted  and  would   lead  to  success.  it   can  be  used  to  analyse  the  developmental  trends  and  show  what  the  environment  in   which  an  organisation  works  demands.  their  experience  of  the  current  situation  or  organisation  is   captured.htm     27   .  Graves’  developmental  line  can  be  used  to  visualize  the  deltas  between   what  is  important  to  employees.

 increasing  the  value  of  your  company  in  both  the  short   and  long  term  is  an  outcome  of  the  implementation  of  successful  strategies.  That's  not  a  strategy  that  helps  you   know  what  to  do  when  you  come  to  work  every  day.  or  formats  to  resolve  values  conflicts.”    Yet  from  a  second-­‐tier  perspective.  So  basically  my  point  is.  or  even  more  simply  with  financial  goals  and  objectives.     Action  Areas  4-­7:  Realizing  Second-­Tier  Organisations.  not  of  the  facts.  it  is  managing  to  make  the  transition  from  one  level  to  the  next   which  is  the  primary  challenge.  what   counts  is  what  is  subjectively  and  inter-­‐subjectively  important  to  people.  I've  always   felt  that  way..  ‘Shareholder  value  is   our  strategy.  Processes  and  Cultures   The  bottom  of  the  U  is  for  Scharmer  the  goal  of  subjective  side  of  the  process.   In  the  change  process  stemming  from  the  analysis  of  the  deltas  in  the  collective   leadership  process.  and  so  enable   individuals  to  master  the  personal  aspects  of  the  collective  transformation.  and  of   what  also  needs  to  become  important  to  us.  “.  a  values-­‐ based  management  approach  can  seem  “unreal.    That  we  still   for  the  most  part  act  as  if  the  economic  system  were  a  fact  of  nature  and  not  an  artefact   of  humanity  is  a  reflection  of  Bohm’s  problem  of  thinking.  and  the   beginning  of  the  innovations  we  strive  to  find  and  implement..     For  leaders  who  are  accustomed  to  managing  with  the  key  performance  indicators  in  a   balanced  scorecard.    A  values   approach  to  management  can  help  us  to  become  aware  of  what  is  important  to  us.  It  doesn't  energize  or  motivate   anyone.    NLP  can  support  the  process  through  classical   interventions  like  reframing.   what  is  real  and  unreal  is  often  turned  on  its  head.’  That's  not  a  strategy  you  can  touch.  and  can  provide  us  with  a  much  more   realistic  understanding  of  the  next  steps  in  our  development.you  would  never  tell  your  employees.  and  I've  always  said  I  felt  that  way.    As  Jack  Welch  put  it  in  the  recent   Business  Week  interview.    Having  confronted  our     28   .”    Put  in  more  second-­‐tier  terms.

”  and  found  answers  to  the  questions  of  who  we  are  and  what  our  work  is.  the  left  side  of  the  U.    Grove  Consulting.    Developing  shared  pictures  of  the  future  –  developing  scenarios  through   collective  dialogue  processes  and  their  integral  application   Many  tried  and  tested  methods  help  organizations  to  formulate  their  shared   understanding  into  a  coherent  vision  as  an  expression  of  their  shared  pictures  of  the   future.   To  briefly  summarize  the  innovation  tools  for  the  right-­‐hand  side  of  the  U:   4.  is  not  finished  in  one  go.  Mandala  Vision.    All  the  formats   provide  a  visual  constellation  point  based  on  a  right-­‐brained  metaphor  to  enable  the   collective  visioning  process  in  the  crystallization  phase.    Rather  it  is  like  all  organic   learning  an  iterative  affair.  from  the  Movies  Vision  though  Cover   Story  Vision.  leaders  can  employ  facilitation  formats  supported  by   facilitation  charts  for  straightforward  collective  dialogues  on  vision.               29   .  Journey  Vision  to  Big  Waves  Vision.    Success  in  the  front-­‐loading  part  of  the  innovation   process.    On  a  simpler  level.    Some   belong  to  the  tool  sets  of  strategy  consultants  and  are  supported  by  powerful  IT   architectures.“blind  spot.  prototyping  and  scaling  initiatives  falls  into  the  tool  sets  of  tried   and  tested  innovation  processes.  inspired  or  driven  by  the   experiences  we  have  in  our  implementation  efforts.  provides  5  different  vision  formats.   the  job  of  crystallizing.   for  example.  to  which  we  return  again  and  again.    One  of  the  most  advanced  examples  is  given  by  the  Shell  scenario  process.

     Google  Search.  however.  FaceBook.    Using  the  power  of  devolved  organizations  –  understanding  how  social   innovation  works.  tribes  and  devolved  organizations  that  have  come  with  it.  and  so  on.  Obama  or  Avery  Lovins  do  exist.    Leading  strategic  conversations  –  building  tri-­sector  collective  leadership   processes  to  implement  innovation  on  a  global-­local  scale   This  is  the  step  in  which  competence  and  commitment  show  over  the  long-­‐term.  it  can  play  an  important   supporting  role  in  the  changes  taking  place.  Twitter.     IT  companies  provide  innovation  processes.  it  is  part  of  the  second-­‐tier  task  in  this  step  to  understand  how   radically  new  the  reality  of  organization  has  become  in  the  context  of  computers.  and  a  common  vision  has  been   described.  Xing.  and  to  learn  how  to  operate  with  the  social   networks.    Developing  innovation  strategies  –  finding  one’s  innovation  DNA   Once  common  understanding  has  been  achieved.    Which  messages  will  go  viral  and   capture  the  imaginations  of  millions  across  all  borders  and  cultures  cannot  be  predicted.  from  business  intelligence  to  product   lifecycle  management.  Open  Source  software   development.    And  the  question  for  second-­‐ tier  initiatives  is  to  discover  what  is  timely.  LinkedIn.   7.    From  the  “green”  rebellion  in  Iran  to   spontaneous  parties  organized  by  a  “tribal”  leader  enabled  through  Twitter  as  described   by  Seth  Godin.  though  some  role  models  like   Gore.  social  and   environmental  activism  remains  to  be  seen.  the  question  is  what  can  one   achieve  and  on  what  scale?    This  is  the  unexplored  land.com.     30   .  business.     Conclusion   On  the  right  side  of  the  U.  organization  has  slipped  from  the  control  of  strategists  who  would  seek   to  use  it  to  their  own  ends.    Organizational  strategies  are  derived  from  market  or  process   requirements.  and  building  infrastructures  which  enable  tribes  to  change  the   world   The  issue  of  infrastructures  is  probably  the  most  critical  and  difficult  of  the  steps  of  the   right-­‐hand  U.  is   that  control  in  the  first-­‐tier  sense  has  been  ultimately  lost.  Obama.  provide  examples  of  how  innovation  emerges   chaotically  from  unguided  social  interaction.    In  any  case.   despite  ever  increasing  attempts  to  exercise  influence.  NLP  has  no  particular  philosophical  or  technological   leadership  qualities.    The  basic  message.   6.    Having   used  the  network  and  having  been  found  by  the  tribe.  what  is  relevant.   At  the  same  time.5.  Wikipedia.    Whether  it  will  ever  reinvent  itself  to   the  point  of  becoming  a  constellation  point  for  second-­‐tier  political.  the  tools  of  innovation  management  come  to  bear  on  product  development.  what  inspires  and  is   attractive  to  draw  the  talent  and  engagement  and  the  masses  on  a  level  beyond  control   to  make  a  change  happen.  however.   MySpace.   telecommunication  and  the  internet.  and  Scharmer’s  paper  is  an  excellent  reference  for  understanding  what  is   involved.    As  one  of  the  first  constructivist  approaches  to  personal   development.    Every  successful  moment  of  control  is  undermined  by  the   reaction  of  devolved  networks  to  the  next  attempt.  it  can  be  considered  to  be  a  philosophical  grandfather  to  the   movements  which  have  emerged  on  a  social  scale.