OD Net Transformational storyboarding Transforming Wisdom Stan - - PowerPoint PPT Presentation

Stan Horwitz

M: +27 82 4667086 T: +27 21 552 5222 F: +27 86 616 7656 E: stan@hrnetwork.co.za W: www.hrnetwork.co.za twitter.com/StanHorwitz facebook.com/hrnconsulting zalinkedin.com/in/stanhorwitz

Transformational storyboarding™ “Transforming Wisdom”

ODNet

ORGANISATIONAL DEVELOPMENT - Transformational storyboarding™

ODNet

What we will cover…

• About Transformational Storyboarding - Change, change cycles and

patterns of change

• Some recent theoretical backing to our Approach, process and

content

• Discovering "wisdom" through OD Net's alternative Transformational

Storyboarding Approach

• Linking Organisational Strategic Planning to planned systemic

change utilising the Transformational Storyboarding Approach

• A part "taste" of a practical application of OD Net's alternative -

Transformational Storyboarding to tapping individual and collective Wisdoms at conscious and subconscious levels

• Linking individual, interpersonal, organisational and societal

transformation through the power of Transformational Storyboarding

ORGANISATIONAL DEVELOPMENT - Transformational storyboarding™

ODNet

Key learning outcomes:

• How change can be anticipated and linked in

strategic planning

• How transformation can be achieved and "sustained"

through alternative, independent methodologies tapping wisdom

• How OD Net's alternative Transformational Wisdom

OD Approach aids Diversity Management and alignment of values, ethics and behaviours

ODNet

“A uniquely South African innovation designed for South African

• rganisations

at a time when it is most needed” Stan Horwitz “Unleashing individual and

• rganisational

wisdom through transformational storyboarding”

About Transformational storyboarding™

An Innovative OD Net Organisational Development Intervention

Eight Storyboard Transformers™

ODNet

About Transformational storyboarding™

An Innovative OD Net Organisational Development Intervention

• Story telling roots
• In African tradition
• Transmission of cultures, values and systems of governance from one

generation to the next. Carefully constructed wisdoms have been shared and passed on through ancient, well established techniques

• Wisdom and learning have been shared with love, passion, care and

deeply embedded value systems

ODNet

About Transformational storyboarding™

An Innovative OD Net Organisational Development Intervention

In South Africa, with the advent of

• ur modern, fast paced

technologically impatient, complex society, this age-old tradition has all but been lost Story telling is seldom applied and certainly has never been restored to its previous status

ODNet

About Transformational storyboarding™

An Innovative OD Net Organisational Development Intervention

Transformational storyboarding™

• ffers a key mechanism for

unlocking individual and

• rganisational wisdoms to achieve

real and lasting individual and

• rganisational transformation

ODNet

About Transformational storyboarding™

An Innovative OD Net Organisational Development Intervention

Transformational storyboarding™ and the Eight Storyboard Transformers™ are mechanisms specifically and uniquely developed by ODNet for South African

• rganisations in our modern times using age old techniques.

As part of their Knowledge Management strategies, most South African companies and organisations have systematically invested in state of the art technological systems. These systems purport to enable better management of data, information and achieve business integration and transformation. ERP systems, Knowledge Management Systems and others have proven to be insufficient in and of themselves. They produce data, but not information. They produce reports, but not learning. They store knowledge but not wisdom. They embed “best practice processes” but not “best practice wisdoms”.

ODNet

About Transformational storyboarding™

An Innovative OD Net Organisational Development Intervention Knowledge Management further involves leaders rediscovering the benefits and pleasures of telling rich stories Leaders in the context of Transformational storyboarding™, are defined as “anyone who has a meaningful story to tell that can impact others” Real knowledge management must include the management of the tapping into and recording of the individual and collective wisdoms and lessons learnt and transmitting these from generation to generation. This has been hard to achieve given that most leaders have, by and large, lost touch with their

• wn oral traditions, wisdoms and techniques that collectively formed the very history and growth
• f themselves and their organisations

Many a storyteller’s role is in fact much deeper than the mere sharing of knowledge, data, information, values and behaviours. In some profound way, good storytellers are able to tap individual and collective sub-consciousness spiritual wisdoms.

ODNet

About Transformational storyboarding™

An Innovative OD Net Organisational Development Intervention Through ODNet’s Transformational storyboarding™, spiritual wisdoms are tapped These spiritual wisdoms are the only true vehicle for achieving real individual and

• rganisational transformation

The art of Transformational storyboarding™ is one that can be learnt by each and every storyteller. Each and every storyteller is a leader who is invited to embark on this innovative personal and organisational transformational journey Transformers 1 & 2 “Why” – purpose and meaning Transforming the inner word of “Self” – conscious – sub / unconscious THE APPLICATION AND UNFOLDING IS NOT A LINEAR PROCESS

ODNet

About Transformational storyboarding™

An Innovative OD Net Organisational Development Intervention

Interpersonal / team Wisdom dashboards Organisational

THE APPLICATION AND UNFOLDING IS NOT A LINEAR PROCESS F U T U R I N G S T R A T E G Y Self (today)

ODNet

About Transformational storyboarding™

An Innovative OD Net Organisational Development Intervention Self

Interpersonal / team Wisdom dashboards Organisational

THE APPLICATION AND UNFOLDING IS NOT A LINEAR PROCESS F U T U R I N G S T R A T E G Y

ODNet

About Transformational storyboarding™

Change, change cycles and patterns of change

Change, change Cycles / spirals Patterns of change SYSTEMIC – SUSTAINABLE - TRANSFORMATIVE

ODNet About Transformational storyboarding™

Some recent theoretical backing to our Approach, process and content

Practice to theory – action based Theory to practice

ODNet About Transformational storyboarding™

Some recent theoretical backing our Approach, process and content

Theory U Leading from the future as it emerges

Open mind Open heart Open will

U

The Social Technology of Presencing

• C. Otto Sharmer

Foreword by Peter Senge

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

Peter Senge – describing theTheory U

“The theory and methodology of the U have a great deal to say about the nature of leadership, especially leadership in times of great turbulence and systemic change. This leadership comes from all levels, not only from “the top,” because significant innovation is about doing things differently, not just talking about new ideas. This leadership arises from people and groups who are capable of letting go of established ideas, practices, and even identities. Most of all, this leadership comes as people start to connect deeply with who they really are and their part in both creating what is and realizing a future that embodies what they care most deeply about”

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

Peter Senge – describing the Theory U “These ideas are critical elements of Theory U, what is especially important is that they are not just theory. They have arisen from extensive practical experience with the U methodology. Woven throughout the following chapters are stories about and reflections on long-term change initiatives in business, health care, and education. For example, the largest systemic change project I have yet seen, the Sustainable Food Laboratory, today involves more than fifty businesses and nongovernmental and governmental

• rganizations working together to address the forces driving global food systems in a

“race to the bottom” and to create prototypes of alternative, sustainable food systems. You’ll also find here other examples that cover health care, education, and business innovation.”

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

Peter Senge – describing the Theory U “While practical know-how in implementing Theory U is still in its infancy, these projects demonstrate clearly that these principles can be translated into practice and that, when this is done, they reveal immense capacities for changing social systems that previously appeared to many to be unchangeable. There are many encouraging systemic change initiatives in the world today”.

Yet what is largely missing is a way to develop the capacity to develop collective wisdom across diverse settings and involving diverse organizations and actors, especially in the context of confronting multisector, multistakeholder challenges

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

Some interesting thoughts and facts:

• Our “thriving global economy” yet leaves 850 million people suffering from hunger and 3

billion people living in poverty (on less than two dollars per day).

• The poor of the world—about 80 percent of mankind—live on 15 percent of the world’s

total GNP

• We spend enormous resources on health care systems that merely tinker with symptoms

and are unable to address the root causes of health and sickness in our society. .

• We enormous amounts of money into our educational systems (the biggest spend in SA) ,

but we haven’t been able to create schools and institutions of higher education that develop people’s innate capacity to sense and shape their future, which is the single most important core capability for this century’s knowledge and co-creation economy.

• In spite of alarming scientific and experiential evidence for an accelerating climate change,

we, as a global system, continue to operate the old way—as if nothing much has happened.

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

Some interesting thoughts and facts:

• More than half of the world’s children suffer conditions of deprivation such as poverty, war,

and HIV/AIDS.4 As a result, 40,000 children die of preventable diseases every day.

• We haven’t learned to mold, bend, and transform our centuries-old collective patterns of

thinking, conversing, and institutionalizing to fit the realities of today!

• The social structures that we see decaying and crumbling—locally, regionally, and globally—

are built on two different sources: premodern traditional and modern industrial structures

• r forms of thinking and operating. Both of them have been successful in the past. But in
• ur current age, each disintegrates and crumbles. These are evidenced in crime rape

corruption, moral and ethical decay in South Africa today

• The rise of fundamentalist movements in both Western and non-Western countries is a

symptom of this disintegration and deeper transformation process. “Anomie – the loss of norms and values and Atomic the breakdown of social structures” Johan Galtung All in all…where are we what is our purpose, what do we know and where are we going? Where is our source of knowledge to shape form, guide and improve as individuals, teams

• rganisations, South Africa, Africa and society?

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process Two sources of learning: Past and Future as it emerges – the realm of possibility Past alone failing!!!!! - e.g. Single loop and Double loop

“When I started realizing that the most impressive leaders and master practitioners seem to operate from a different core process, one that pulls them into future possibilities, I asked myself: How can we learn to better sense and connect with a future possibility that is seeking to emerge? I began to call this operating from the future as it emerges “presencing.” Presencing is a blending of the words “presence” and “sensing.” It means to sense, tune in, and act from one’s highest future potential— the future that depends on us to bring it into being” Shamer

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

When individuals and groups can operate from a real “future possibility” they start to tap into a different social field from what they are used to. This requires CONSCIOUSNESS When this happens, people connect to a deeper SOURCE of creativity and knowing that moves beyond the PATTERNS of the past. In order to move beyond the past we need to understand it in the context of the present and the future. This is where Transformation Storyboarding taps the Wisdoms (individual and collective). People find their real power, their true and authentic Self. This is a shift in the Social field. How do most people respond to the crises we face both as individuals and as collectives and even organisations and businesses in crises?

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

Three ways Retromovement Activists : Lets return to the past – the way we used to – “get back to basics” Defenders of the status quo: Do more of the same – more BPR, systems implementations, restructuring etc. Advocates of individual and collective transformational change: Isn't there a way to break the patterns of the past and tune into our highest future possibility – and start to operate from that place?

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

So what is the U process?

Some concepts…

Using his experience working with some of the world's most accomplished leaders and innovators, Otto Scharmer shows in Theory U how groups and organisations can develop seven leadership capacities in order to create a future that would not

• therwise be possible.

Tapping Our Collective Capacity

This time calls for a new consciousness and a new collective leadership capacity to meet challenges in a more conscious, intentional, and strategic way. The development

• f such a capacity would allow us to create a future of greater possibilities.

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process Illuminating the Blind Spot Attempts to deal with the challenges of our time fail because we are “stuck” individually and collectively The cause of our collective failure is that we are blind to the deeper dimension of leadership and transformational change. This "blind spot" exists not only in our collective leadership but also in our everyday social interactions. We are blind to the “source dimension” from which effective leadership and social action come into being. We know a great deal about what leaders do and how they do it. But we know very little about the inner place, the source from which they operate. And it is this source that "Theory U" attempts to explore.

Some concepts…

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process

The U: One Process, Five Movements

When leaders develop the capacity to come near to that source, they experience the future as if it were "wanting to be born" - an experience called "presencing." That experience often carries with it ideas for meeting challenges and for bringing into being an otherwise impossible future. Theory U shows how that capacity for presencing can be developed. Presencing is a journey with five movements: We move down one side of the U (connecting us to the world that is outside of our institutional bubble) to the bottom of the U (connecting us to the world that emerges from within) and up the other side of the U (bringing forth the new into the world).

Some concepts…

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process

The U: One Process, Five Movements On that journey, at the bottom of the U, lies an inner gate that requires us to drop

everything that isn't essential. This process of letting-go (of our old ego and self) and letting-come (our highest future possibility: our Self) establishes a subtle connection to a deeper source of knowing. The essence of presencing is that these two selves - our current self and our best future Self - meet at the bottom of the U and begin to listen and resonate with each

• ther.

Once a group crosses this threshold, nothing remains the same. Individual members and the group as a whole begin to operate with a heightened level of energy and sense

• f future possibility. Often they then begin to function as an intentional vehicle for an

emerging future.

Some concepts…

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process Seven Theory U Leadership Capacities

The journey through the U develops seven essential leadership capacities.

• 1. Holding the space of listening.

The foundational capacity of the U is listening. Listening to others. Listening to oneself. And listening to what emerges from the collective. Effective listening requires the creation of open space in which others can contribute to the whole.

• 2. Observing.

The capacity to suspend the "voice of judgment" is key to moving from projection to true observation.

• 3. Sensing.

The preparation for the experience at the bottom of the U - presencing - requires the tuning of three instruments: the open mind, the open heart, and the open will. This

• pening process is not passive but an active "sensing" together as a group. While an
• pen heart allows us to see a situation from the whole, the open will enables us to

begin to act from the emerging whole.

Some concepts…

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process Seven Theory U Leadership Capacities

The journey through the U develops seven essential leadership capacities.

• 4. Presencing.

The capacity to connect to the deepest source of self and will allows the future to emerge from the whole rather than from a smaller part or special interest group.

• 5. Crystalizing.

When a small group of key persons commits itself to the purpose and outcomes of a project, the power of their intention creates an energy field that attracts people,

• pportunities, and resources that make things happen. This core group functions as a

vehicle for the whole to manifest.

Some concepts…

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process Seven Theory U Leadership Capacities

The journey through the U develops seven essential leadership capacities.

• 6. Prototyping.

Moving down the left side of the U requires the group to open up and deal with the resistance of thought, emotion, and will; moving up the right side requires the integration of thinking, feeling, and will in the context of practical applications and learning by doing.

• 7. Performing.

A prominent violinist once said that he couldn't simply play his violin in Chartres cathedral; he had to "play" the entire space, what he called the "macro violin," in order to do justice to both the space and the music. Likewise, organizations need to perform at this macro level: they need to convene the right sets of players (frontline people who are connected through the same value chain) and to engage a social technology that allows a multi-stakeholder gathering to shift from debating to co-creating the new.

Some concepts…

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process

Theory U Encourages You to Step into the Emerging Future. Examples of these seven Theory U leadership capacities can be found in a number of multi-stakeholder innovations and corporate applications. The Presencing Institute is dedicated to developing these new social technologies by integrating science, consciousness, and profound social change methodologies.

Some concepts…

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process Leaders and organisations produce outcomes (the what) Leaders use a process to produce outcomes The source of energy and source itself from which leaders

• perate (is blank… unknown and often unconscious?)

Source – the inner place from which we operate

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process Video clip 1

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process - “Self Model”

DOWNLOADING

Patterns of past

PERFORMING SENSING PRESENCING CREATING

SUSPENDING REDIRECTING LETTING GO LETTING COME CRYSTALIZING Purpose, Vision & intention PROTOTYPING Create strategy VOJ VOC VOF

Open Will Open Heart Open Mind

SEEING with fresh eyes EMBODYING ENACTING SENSING From the field PRESENCING Connecting to source

INITIATING EVOLVING

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process Video clip 2

2 The Essence of Theory U and Presencing.flv

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process Video clip 3

3 Otto Scharmer_ _The Blind Spot of Leadership_.mp4

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process Video clip 4

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process – “Interpersonal and organisational”

DOWNLOADING

Patterns of past

PERFORMING

Achieve results through practices and infrastructures

C0 - SENSING C0 - PRESENCING C0 - CREATING

SUSPENDING REDIRECTING LETTING GO LETTING COME CRYSTALLIZING Vision &intention PROTOTYPING Co-create strategy VOJ VOC VOF

Open Will Open Heart Open Mind

SEEING with fresh eyes EMBODYING ENACTING SENSING From the field PRESENCING Connecting to source

C0 - INITIATING C0 - EVOLVING

CO-

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content DOWNLOADING

Patterns of past

PERFORMING

Achieve results through practices and infrastructures

C0 - PRESENCING

SUSPENDING REDIRECTING LETTING GO LETTING COME CRYSTALIZING Vision &intention PROTOTYPING Co-create strategy VOJ VOC VOF

Open Will Open Heart Open Mind

SEEING with fresh eyes EMBODYING ENACTING SENSING From the field PRESENCING Connecting to source

• 1. 1 in me

Listening

• 2. 1 in It

Debate

• 3. 1 in You

Dialoguing

• 4. 1 in NOW

Collective presence

INDIVIDUAL RED

C0 - INITIATING C0 – SENSING C0 – CREATING C0 - EVOLVING The U process – “Interpersonal and organisational”

ODNet About Transformational storyboarding™

Some recent theoretical backing ODNet’s Approach, Process and Content

The U process

DOWNLOADING

Patterns of past

PERFORMING

Achieve results through practices and infrastructures

C0 - PRESENCING

SUSPENDING REDIRECTING LETTING GO LETTING COME CRYSTALIZING Vision &intention PROTOTYPING Co-create strategy VOJ VOC VOF

Open Will Open Heart Open Mind

SEEING with fresh eyes EMBODYING ENACTING SENSING From the field PRESENCING Connecting to source

• 1. 1 in me

Listening

• 2. 1 in It

Debate

• 3. 1 in You

Dialoguing

• 4. 1 in NOW

Collective presence

INDIVIDUAL RED

C0- INITIATING C0- SENSING C0 – CREATIN G C0 - EVOLVING

ODNet About Transformational storyboarding™ Transformational Storyboarding The first two Transformers in action - Self:

“Why” – purpose and meaning Transforming the inner word of “Self”: “Conscious – sub / unconscious”