MindShift Integral

TRANSFORMATION – INSIGHT – LEADERSHIP


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Impressions from the workshop with Bonnitta Roy from APP Associates, Alderlore Insight Center, USA, Ct.; April 1 – 3, 2016

With fantastic people from all over Europe (and some US) we spent 3 fun intensive days looking into a kind of organizational development that deals with self-organization, elegant architectures and those principles that foster emergent behavior, team intelligence, distributive power and decision-making – without rigid new governance models. We explored and examined the key principles, central practices and deep processes of open authentic participation in organizational life.

These were some of  our other topics:

  • succeeding with uncertainty
  • how self organization happens and why we can trust it
  • how values both enable and constrain participation
  • expanding our trust network
  • intention, identity and interaction in group dynamics
  • asymmetric needs and power relations
  • strategic conversations in four languages of change
  • participatory governance
  • how resource allocations drive innovation (or not)
  • assessing team action-potentials
  • building team synergy and high velocity performance
  • method-free facilitation
  • catalyzing insight in teams
  • creativity and cognitive flow

APPWEBLOGO (1)Playing with complex adaptive and complex responsive systems, we gained a new understanding of the nature of emergent processes. We explored new guidance and design principles for organzational life. We looked at how to negotiate organizational and personal intentions, value streams and identities, how to solve the tension between our uniqueness, asymmetrical needs and the distribution of energy, decision and power in a group. We looked at the design of the architecture of the organizational space– one that allows for the release of built up complexity, for emergent behavior and novelty to arise.  We experimented with the four languages of change, that are at the core of Bonnie’s new approach: “I call this new design The Open Participatory Organization, or OPO for short. The OPO is a fully integrated design. It is an open architecture that is supported by a participatory communications platform and is backed-up by a governance that evolves as the organization evolves” from Bonnie’s blog post).
4 languages of changePicture: Bonnitta Roy, APP Associates. 

There are four ‘locations’ with distinctly different values sets, objectives, outcomes and strategic conversations to be held around them. Most organizations have one or two of them, but hardly any are engaging in all of the necessary conversations.

At the end, we explored why this really matters: we are working and living in environments where we have to make choices when we cannot predict outcomes.  Knowing how to allow group dynamics to be emergent becomes invaluable.

Bonnitta Roy’s workshop left us totally inspired, and with many many kind of thoughts and processes to unpack, think about and apply. It opened up new, generative, collaborative spaces. Turning howe to our own business, we have started applying the OPO principles, practices and processes – with first insights and their consequences. We know there are many more insights to come. In some instances we are holding new strategic conversations around our trust networks and new alliances, for example www.eclp.eu and with our Swedish friends around the Crisp Network. Watch this space!  Comments welcome.

More about Bonnitta Roy’s work here in her blog posts.  The next workshop with her is in the US, Ct, in June 16 – 19, and with us in Schmagerow again November 4 – 6. Do not miss it. Also, check out the pre-conference workshop at the Berlin Change Days the week before, October 26-27.


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Think Tank & Workshop with Bonnitta Roy

FACING ORGANIZATIONAL CHALLENGES 

April 1 – 3, 2016 in Germany

3- DAYS with BONNITTA ROY  – An invitation to step into a new way of understanding organizational life, based on principles of open, authentic participation, which we find quite ingenious.

This is for you if you are into the kind of organizational development that deals with self-organization, creating elegant architectures that foster emergent behavior, team intelligence, distributive power and decision-making – without rigid new governance models.

APPWEBLOGO (1)During the 3-day workshop, we will explore in depth headlineswhat is actually happening with relational dynamics in groups. You gain a new understanding of how self-organization works and why you can trust it, whether you work in a conventional set
ting or an open one. You learn how to negotiate organizational and personal intentions, value streams and identities, how to solve the tension between your uniqueness, asymmetrical needs and the distribution of energy, decision and power in a group. Then we look at the design of the architecture of the organizational lab – one that allows for the release of built up complexity, for emergent behavior and novelty to arise. We do that with real organizational problems, so bring your cases. At the end, we wilApp retreat picl explore why this really matters: we are working and living in environments where we have to make choices when we cannot predict outcomes. Knowing how to allow group dynamics to be emergent becomes invaluable.

For more information, please contact Anne: anne.caspari@mindshift-integral.com or over skype. Download the flyer here: App retreat Europe

 


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Leading Change by Leading Self, Feb 2016, Stockholm, SE

EkskäretWe all have unconscious reactive patterns or blind spots. These get in the way when we want to lead and be creative, especially in challenging situations. A key is the ability to catch ourselves before we stumble and in that way become effective leaders in our lives. In this course you get to practice increasing your awareness of the hidden, unseen and illogic patterns that are holding you back so that you can get the results you want as a leader and change agent.

Leading change by Leading Self is a two day full immersion training for coaches, consultants and leaders, who

are familiar with the latest tools, models and approaches ranging from Teal Organizations, Integral & U Theory, to developmental Coaching and Immunity to Change;

still experience challenges in getting expected results and leading change in highly complex environments and global change/ sustainability initiatives.

Leading change means knowing intimately how change works. The potential for deep, permanent and transformational change is found in working with resistances, blind spots and ‘set-points’ found in your own and other’s experience. The cause of a set-point – and the potential for change – is often hidden from introspection and is well protected from insight. Finding the cause of a set-point means catching subtle shifts in your experience just before you employ an automatic escape mechanism, like becoming tired, intellectual, embarrassed or distracted. In this course you learn how to catch these shifts, and similar to martial arts, you learn how to turn them around to your advantage.

We call this aikido move of self leadership the ‘Lucky Luke Move’: we learn how to shoot faster than our own shadow. clipart_lucky-luke_animaatjes-23

Leading self comes before leading others. Doing the work on your part will greatly increase your skills in helping individuals and organizations change. This is what Bill O’Brien or Otto Scharmer talk about when they tell us how much the `inner place of an intervener´ matters to the success of an intervention. When doing this work you will see your choice field widen, and you can play with new possibilities you didn’t know were possible before. You can start leading and teaching the martial arts of change.

The course is for you, if recognize struggles where you are

  • Working in a highly complex environment and are not having the impact you desire
  • Struggling with important professional relationship
  • Feeling torn between competing expectations
  • at a point in your life, where you believe advancing professional capabilities is more about diving deeper into who you are than it is about learning how to use yet another set of concepts or techniques
  • Feeling powerless when trying to convey your vision
  • Wanting to find the purpose in your work
  • And would like to experience yourself in a depth and clarity you couldn’t access before

With this course you will get impactful insights into the following:

  • into the deeper, most hidden mechanisms of self leadership and change
  • Different kinds of options and decision making processes
  • What makes up personal authority and control over what you want to achieve
  • have insight into the deeper, most hidden mechanisms of self leadership and change
  • Foster your own vertical development from socialized to self authoring to self transforming mind
  • go from effectively lead yourself to effectively leading others

If the time has come to explore your interior landscape in order to have a greater external impact, this two-day workshop will provide guidance, experiences, resources, and a community of fellow travelers.

Methods: The course speaks to your own level of expertise and takes place in a safe and light environment. It uses methods and materials that can be seen through the lenses of Ken Wilber’s Integral Theory, Otto Scharmer’s U-Theory or Robert Kegan’s Immunity to Change work. They can also be cross-referenced with other more intuitive transformative processes, tools and methods.  This two days intensive delivers powerful lasting insights. It is also a preparation for a deeper transformative course that lasts 8,5 days.

What past participants say

“After just a few hours I had made more progress in my self leadership than I had done in any other course in my life. After two days you don’t want to stop, the insights you get about what really is going on are just awesome! The exercises – which are fully experiential – will take you deep into those pressing issues which are curbing your power, and this is also where the potential lies for major improvement, and with that I really mean major” /E

Prerequisites

No prior knowledge of the mentioned tools, models and approaches is necessary. However a willingness to look at your own patterns is. Prepare by thinking about and identifying some key challenges that you are facing in your life. This can be in your job, at home or any other situation.

We want to make sure that there is a good fit for you attending the course so we would like to make a short interview with each participant before the course. Download the flyer:  Leading Change by Leading Self

 

Next courses in Germany:  A 4 Day Module in München, Mach 11-14: Munich, Germany and the 9 day Transformative Intensive, April 9-17 in Schmagerow near Berlin. Course Description Schmagerow April 2016

 


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Leading change: First in the subtle, then in the world.

If you want to lead change – personal, organizational or societal – you have to intimately know how change works. This includes experiential clarity in knowing how to overcome – and help overcome – resistance towards change. It also includes knowing the ever so subtle, almost unnoticeable shifts in your own inner experience when facing a challenge to change a personal reality in the face of a conscious or unconscious resistance. This is especially true if the change you want to induce is not just incremental change, i.e. getting better at something, but a real transformational shift, or even a paradigm shift, personal or otherwise.

This is what Bill O’Brien or Otto Scharmer talk about, when they tell us how much the `inner place of an intervener´ matters to the success of an intervention.

217868_454397854583456_2109798001_nLeading self comes before leading others. Let us illuminate that ‘blind spot of leadership’ and take a closer look at what happens in our own spaces first. How do you deal with your own personal change? How do you overcome your own resistances when they are well hidden from your own insight and logic? How much do you know your own inner quiet place where you examine your own assumptions, what you are unconsciously knowing (e.g. “I am not good enough”) and can you unlearn what you know? What you are ignoring (“I can’t bear feeling that”)?  Are you aware of what it is you are secretly protecting?  What encountered knowns and unknowns do you leave unexamined? With which consequences?

The answer to these questions lead to the areas, where leaders of change need to develop a kind of mastery that is similar to that of martial arts: In dealing with the inconspicuous, lightning fast impulses, and in handling most uncomfortable pushback, shadow impulses and resistance.

We tend to think that facing change and leading change are about the bold moves, that paradigm shifts are spectacular, that holding unknowns or paradoxes is something very noticeable and in your face. This is not the case –  the trick lies in the subtle, in the almost undetectable vibrational shifts and minute impulses that are going on in the background of your own mind, without you noticing them consciously.

There is this old Zen joke, that has been around, about the old fish that meets to young fish. While passing he friendly asks: hey guys, how is the water today? After he is gone, they turn to each other and ask: what water??

Here, the unconscious is exactly what the word says: what is least conscious because it is most usual, most familiar, most every day. This is why people don’t easily change even their most unwanted realities: “Every day” is what we call a reality that is constructed around homeostatic systems with adaptive ‘set points’ around money, happiness, confidence, relationships, success, etc. What are your assumptions around this that hold you, like invisible rubber bands, in your old reality? Noticed any patterns lately?vortex

What you might notice if you are being challenged to change even a minor set point or a status quo in these areas are things like; becoming tired, embarrassed, distracted, ill, angry, intellectual, nice, pleasing, aggressive. Now become quiet and listen in, feel in: what happened inside, in your ‘inner place’ just before the avoidance mechanism?

nimbusD'aspremont_webBecoming good at identifying and handling these impulses needs a different set of skills and capacities. It needs noticing where your attention goes in automatic and where it is stuck. It needs awareness of the mechanisms that you use to escape from the ‘inside of a feeling’ that you protect yourself or others from. It needs the willingness to feel something that is deeply uncomfortable, oftentimes painful. It needs the will power to stay and feel it through. These minute moves are silent, not loud; you need to catch frequencies, not words and mental concepts; you need to move at the speed of emotion, not slow changing matter. Draw faster than your shadow. And, just like in martial arts, the resistance and impulses can be used to our advantage: there is usually a treasure to be found at the bottom of each illusive impulse. Follow that resistance, use its tension and its origin for your own goal of becoming whole again and greater awareness, and come out shiny at the other end.

You learn to stay some more and make this new, unchartered unfamiliar territory your place. You start playing with new possibilities you didn’t know were possible before. The choice field widens, and welcome to prototyping. You can start leading and teaching the martial arts of change. New realities emerge from the subtle first, and the rewards are priceless.

Are you ready to play?

Photos: Cloud in a room. Artist: Berndnaut Smilde/Photo by Cassander Eeftinck Schattenkerk.


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An Update: Mapping out Transformative Processes – Stages (1), Adaptive Pushback, Fallacies & Escape Mechanisms (2) and Tools & Methods for Course Correction (3)

The following slides picture transformative processes in their stages, the adaptive pushback and escape mechanisms that usually get triggered on the process path, as well as a variety of tools, methods and conditions (internal and external ones) that can be used for course correction or are favourable to the process. The diagrams picture patterns that I have observed in my work as coach for personal adult development over the last 15 years. These recognizable patterns are indicative of the stages of the process, its depth, the amount of resistance and the type of assistance needed. They have proven useful as guiding indicators, both for personal work and professional coaching. They are valid for both individual and group processes, although they would slightly differ for the collective transformation.

I used the U-shape as a visual metaphor, as it lends itself neatly to common archetypes of transformative work. The invitation is, however, to use your imagination and picture this as more than a linear process. Transformative, non-linear processes don’t follow a neat path with steps from 1 – 8. Rather, much like a holographic image, all of the process goes on all of the time. Just feel into this: some of the escape mechanisms and fears aren’t even triggered unless there is a goal that leads out of comfort zone.

The approaches for creating favourable conditions and the methods and tools for course correction that are listed are examples of tools that I have personally worked with and that have also proven extremely helpful. The Transformation Intensive Courses are conceived with most of these tools, approaches and frameworks in mind – an eclectic mix of instruments, used with experience, subtlety and high precision to make this work as simple, deep, light, and exciting as possible.

Listen here to my conversation with Ken Wilber about these 3 Diagrams and my work so far.

mailing list entwurf 1 Pushback - Mindshift IntegralCourse Correction - Mindshift Integral


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Leading Change by Leading Self

10906142_766865953399258_3939350231287480436_nThe training we propose is somehow different. We invite participants to take a very close look at how they operate in a seemingly counterintuitive way that is actually post-logic, and thus extremely powerful. Should you be interested in taking this closer look at your most sabotaging behaviours, your more familiar limitations and your immunities to change on the one side and at your heart felt dreams, latent potentials and performances on the other side, we invite you to come and see. You will be working on your own self as the basic playground. You get to know the mechanisms that operate in the more hidden dimensions of your consciousness – the mechanisms that are really fast, automatic, hidden from introspection, not accessible by logic, negative in their impact and yet most often protected by an ‘immune system’ that is geared to preserve a homeostatic equilibrium – a status quo in your life. If you have been trying to change a certain level of your performance, your financial status, your relationships and have had limited success, you will have an inkling of what we are on about.

396800_10150967550012005_1345557454_n

The next course will be held in Stockholm, September 31/ October 1st. In only two days, you will get an experiential clarity about how these mechanisms work, how they play out in your life and a good idea what to do about it. This works like an extra effective debug on your own inner is the only work operating system combined with a well-placed acupuncture treatment. This is the only kind of work that can potentiate all your other skills and competencies as a coach, trainer or professional. This is lean.

Leading change by Leading Self is a two day full immersion training for coaches and leaders, who are

  • familiar with the latest tools, models and approaches ranging from Agile methods to Holacracy, networked organizations, Integral Theory, Systems Thinking and Self Organizing teams.
  • still experience difficulties in getting expected results and leading change in highly complex environments.

Otto Scharmer, MIT, author of “Theory U: Leading from the future as it emerges” gives us a key insight: “The success of our actions as change-makers does not depend on what we do or how we do it, but on the inner place from which we operate”. This is like the Master in martial arts who knows that external actions will only be as good as the internal state, and that developing our inner world is just as important as developing our skills and toolbox.

The key to increasing our impact and becoming true Masters of our trade is to ‘upgrade’ our inner world to make it fit for the hyper-complex environments we work in. This is the “aikido move” of self leadership. This course will let you explore your inner world and perform some truly impactful “aikido moves”, which will greatly help you in your job and in other parts of your life.

 Leading Change by Leading Self: September 30 – October 1st, 2015  Stockholm, Sweden;  Venue: Crisp AB, Sveavägen 31 SE-111 34 STOCKHOLM.

Costs: Early Bird until August 30th, SEK 15.000. Afterwards SEK 17.000. excl. VAT; Prices include breakfast, lunch and coffee. Please ask for a personal introduction on skype. Write to anne@mindshift-integral.com.

Next full Transformation Intensive (9 days) will be in Germany, near Berlin/Stettin: October 31 – November 8, 2015. Please ask for details. http://www.schmagerow.com


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Reality is a process

Deconstructing transformative processes

I want to take a closer look at those change processes where simple, technical solutions don’t work.  Here, different approaches are needed. If the solution is not ready at hand or fails repeatedly the challenge is most often a complex adaptive one. Resistances and pushbacks are arising and make it difficult to get to the root causes of unwanted behaviour or undesired personal realities. This is where it gets interesting.

At the bottom of these phenomena are patterns with a combination of properties that are

  • difficult to detect (fast, automatic, hidden, with defraction),
  • difficult to understand (non-logic, pre- or non-conceptual origin, based on incorrect ‘meaning-coupling’), and
  • actively protected with what can be described as an immune reaction against the intended change: the wrong meaning-coupling or mapping error is considered of existential importance – hence resistances and pushback are getting more intense the closer the individual gets to the source of the unwanted behaviour (see graphic)

However, with the right understanding of these nature of these processes, a willingness to explore despite of discomfort and resistances and the adequate tools, transformation is not only possible, but can take days instead of lifetimes, hours instead of years.

deconstructing patterns of change

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