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| == Presence == | OttoScharmer와 PeterSenge 등이 정리한 변화 프로세스. |
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| ''[[http://inuit.co.kr/1347|미래, 살아있는 시스템]] 서평'' | 아래는 https://www.presencing.org/ 의 내용. |
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| 줄여 말하면, 매우 읽기에 불편한 책입니다. 장황하고 촛점이 없습니다. 비유하자면, 휘파람 부는 법에 대한 매뉴얼과 같습니다. 분명 나는 느끼고 실행도 가능한데, 말로 풀어 설명하면 할수록 이상해지고 더 헛갈립니다. 책 한권을 써도 읽도 따라해서 성공하기 힘들지요. 그럴 이유가 있습니다. 이 책은 서양에서 인정하기 힘든 동양적 정서를 다루기 때문입니다. 자연과의 교감, 기(qi)와 도(tao) 등을 이용한 세상 보기에 대한 책입니다. 물론 촛점없는 번역도 한 몫은 합니다만. |
== Leading From the Future As It Emerges == |
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| 책의 기본적인 인식은 선형적이고 단방향의 서구적 방법론의 한계에서 출발합니다. 사물을 즉자적으로 분석하고 그에 대한 빠른 해법 (quick solution)을 찾는데서 피상적인 발전은 있으나 심오한 발전은 없다는 인식입니다. 이를 일컬어 반응적 학습(reactive learning)이라고 합니다. | Building upon two decades of action research at MIT, the process shows how individuals, teams, organizations and large systems can build the essential leadership capacities needed to address the root causes of today’s social, environmental, and spiritual challenges. In essence, we show how to update the operating code in our societal systems through a shift in consciousness from ego-system to eco-system awareness. == Tapping Our Collective Capacities == We live in a time of massive institutional failure, in which we collectively create results that nobody wants. The list is well known: Climate change. Hunger. Poverty. Terrorism. Violence. Destruction of communities, nature, life—the foundations of our social, economic, ecological, and spiritual well being. These times call for a new consciousness and a new collective leadership capacity to meet these challenges in a more conscious, intentional, and strategic way. The development of such a capacity would allow us to create a future of greater possibilities. == Illuminating the Blind Spot == Why do our attempts to deal with the challenges of our time so often fail? Why are we stuck in so many destructive patterns today? 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 we attempt to explore. == The U: One Process, Five Movements == {{attachment:presencing_journey.png}} As the diagram illustrates, 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). 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 other. Once a group crosses this subtle threshold, nothing remains the same. Individual members and the group as a whole begin to operate with a heightened level of energy and sense of future possibility. Often they then begin to function as an intentional vehicle for an emerging future. == Seven 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 focused and peripheral observation. 3. Sensing Seeing the system from the edges. The preparation for the experience at the bottom of the U requires the tuning of three inner instruments: the open mind, the open heart, and the open will. This opening process is an active “sensing” together as a group. While an open heart allows us to see a situation from the current whole, the open will enables us to begin to sense from the whole that is wanting to emerge. 4. Presencing The capacity to connect to the deepest sources of self—to go to the inner place of stillness where knowing comes to surface. 5. Crystallizing When a small group of change makers commit to a shared purpose, the power of their intention creates an energy field that attracts people, opportunities, and resources that make things happen. This core group and its container functions as a vehicle for the whole to manifest. 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. Co-Evolving 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 in order to help them to co-sensing and co-create at the scale of the whole. {{attachment:Udiagram_small.gif}} |
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| 저자들은 이를 타파하기 위한 U 이론 (theory U)를 주장합니다. 발견에서 행동으로 직선형 움직임이 아니라, 심화하고 실재(presence)하는 과정을 거친 U형 경로를 따라 실행하는 것입니다. 이는 근원적인 움직임으로 세상을 변환시킨다는 주장입니다. U자의 깊이가 깊을수록 그 심오함과 영향력이 더해집니다. |
---- See Also: [[책/본질에서 답을 찾아라]] |
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| 아마 제 짧은 설명 만으로는 이해가 되지 않을겁니다. 책을 한권 다 읽어도 이해하기 어려운 부분이니까요. 기본적으로 서구의 과학적 방법론은 action "on the world"입니다. 세상과 분리된 자아로서 나는 객관적이고 조작적으로 세상을 대합니다. 하지만, 진정한 변화는 living "in the world"라는 겁니다. 세상과 내가 결코 둘이 아니고 따라서 세상을 변화시키면 나도 따라 변하고, 내가 변하면 세상도 변한다는 점을 이해해야 한다는 겁니다. 뭐 물리학적에서는 이미 '불확정성의 원리'를 통해 관찰하는 행위 자체가 물리량을 변화시키므로 관찰과 실재를 동시에 만족시키기 어렵다는 점을 20세기 와서야 알아냈지요. 다시 U형 이론으로 돌아가면, 쉽게 말해 선승과 도사 정도 되어 자연과 합일하고 몰아(沒我)의 경지가 되면 또렷하고 깊은 U형을 이룬다는 뜻이기도 합니다. 미래학이 주장하듯, 이 책도 진정한 미래는 내가 세상과 어울려 바꿔나가는 것이고, 예측보다는 미래 창조에 방점을 찍고 있습니다. 반면, 책의 한계 또한 명확합니다. U자형 실행을 위한 suspension-redirecting-letting go의 경로는 결국 돈오점수의 고통스러운 결과입니다. 만인이 성공하기가 어렵고, 미래 창조의 첫단계인 내 주변의 변화 역시 대부분 더디거나 실패할 가능성이 많습니다. 그래서 일생일대의 개인적 소명을 이룰 때나 하나의 가능성있는 가이드일 뿐, 일반화 가능한 프레임웍은 절대로 아닙니다. 다소 장황하게 말했지만, 동양과 서양에 대해 많이 공부해 온 저나, 우리나라 사람에게 책의 핵심 메시지는 직관적이고 경험적으로 닿는 내용입니다. 그리 어렵게 설명할 필요도 없지요. 오히려 간단히 할 말을 길게 말해 더 혼란스럽습니다. 매우 모호하고 자기완결적이지 못하며, 확신 부족으로 인해 이야기 흐름을 좇기가 어렵습니다. 하긴 동양 고전을 서구 지식인이 힘들게 이해하고 과학적 사고방식에 접목해 본 결과를 서구의 논증적인 프레임으로 포장하려니 본인들도 힘겨웠을듯 합니다. 번역은 좋게 봐주기 힘듭니다. 크게 오역은 없는데, 나눔작업의 탓인지 열정없이 밋밋합니다. 전에 손자를 선 쥬 장군으로 직역한 황당한 책에 이어, 노자를 라오 추(Lao Tzu)로 번역하는 섭섭함을 남기는 수준이네요. 총평하면, 대개의 사람에게 굳이 일독은 권하고 싶지 않습니다. 하지만, 중년의 언저리 즈음, 그간 떠돌던 삶의 정리와 제2 인생의 터닝 포인트를 생각하는 사람들에게는 일고의 가치가 있습니다. 동양의 득도와 경력 간의 조화를 생각하게 해보는 책이기 때문입니다. 저도 몇 년안에 다시 읽게 될지도.. |
CategoryManagement |
OttoScharmer와 PeterSenge 등이 정리한 변화 프로세스.
아래는 https://www.presencing.org/ 의 내용.
Leading From the Future As It Emerges
Building upon two decades of action research at MIT, the process shows how individuals, teams, organizations and large systems can build the essential leadership capacities needed to address the root causes of today’s social, environmental, and spiritual challenges. In essence, we show how to update the operating code in our societal systems through a shift in consciousness from ego-system to eco-system awareness.
Tapping Our Collective Capacities
We live in a time of massive institutional failure, in which we collectively create results that nobody wants. The list is well known: Climate change. Hunger. Poverty. Terrorism. Violence. Destruction of communities, nature, life—the foundations of our social, economic, ecological, and spiritual well being. These times call for a new consciousness and a new collective leadership capacity to meet these challenges in a more conscious, intentional, and strategic way. The development of such a capacity would allow us to create a future of greater possibilities.
Illuminating the Blind Spot
Why do our attempts to deal with the challenges of our time so often fail? Why are we stuck in so many destructive patterns today? 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 we attempt to explore.
The U: One Process, Five Movements
As the diagram illustrates, 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).
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 other.
Once a group crosses this subtle threshold, nothing remains the same. Individual members and the group as a whole begin to operate with a heightened level of energy and sense of future possibility. Often they then begin to function as an intentional vehicle for an emerging future.
Seven 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 focused and peripheral observation.
3. Sensing
Seeing the system from the edges. The preparation for the experience at the bottom of the U requires the tuning of three inner instruments: the open mind, the open heart, and the open will. This opening process is an active “sensing” together as a group. While an open heart allows us to see a situation from the current whole, the open will enables us to begin to sense from the whole that is wanting to emerge.
4. Presencing
The capacity to connect to the deepest sources of self—to go to the inner place of stillness where knowing comes to surface.
5. Crystallizing
When a small group of change makers commit to a shared purpose, the power of their intention creates an energy field that attracts people, opportunities, and resources that make things happen. This core group and its container functions as a vehicle for the whole to manifest.
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. Co-Evolving
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 in order to help them to co-sensing and co-create at the scale of the whole.
See Also: 책/본질에서 답을 찾아라