“Understanding process means to understand the making of our social relationships. If you want to change a stakeholder relationship from, say, dysfunctional to helpful, you cannot just order people to do it. You have to intervene further upstream in the process of social reality creation. You have to change the making of that relationship from one mode to another—for example, from reactive to co-creative.Ao ler estes trechos vieram-me à memória as imagens que visualizei no Twitter há dias:
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Often in organizations you see CEOs and executives who fail to get that. They think they can create behavioral change just by making speeches and pushing tools onto the organization. Tools are important. But they are also overrated because they are so visible. But what is usually underrated is all the stuff that is invisible to the eye—for example, the less visible elements of a good holding space: intention, attention, and the subtle qualities of deep listening. Building a good container means to build a good holding space for a generative social process.
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And just as the organic farmer depends completely on the living quality of the soil, social pioneers depend on the living quality of the social field. I define social field as the quality of relationships that give rise to patterns of thinking, conversing, and organizing, which in turn produce practical results.
And just as the farmer cannot “drive” a plant to grow faster, a leader or change maker in an organization or a community cannot force practical results. Instead, attention must be focused on improving the quality of the soil. What is the quality of the social soil? It is the quality of relationships among individuals, teams, and institutions that give rise to collective behavior and practical results.
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For example: the quality of my listening co-shapes how the conversation unfolds. Or, speaking more generally, the quality of results in any social system is a function of the consciousness from which the people in that system operate. Boiled down to three words, the idea can be expressed as form follows consciousness.
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Listening is probably the most underrated leadership skill. At the heart of most examples of colossal leadership failures—which are in no short supply—leaders are often unable to connect with and make sense of the “VUCA” world around them; that is, a world defined by volatility, uncertainty, complexity, and ambiguity.
Listening, however, is not only important to leadership. If you are not a good listener, there is no way that you can develop real mastery in any discipline.
The most consistent feedback we have received from the hundreds of workshops, programs, and innovation journeys we have facilitated is this: Shifting your mode of listening is life-changing. Shifting how you listen, the way you pay attention, sounds like a really small change. But here is the thing: Changing how you listen means that you change how you experience relationships and the world. And if you change that, you change, well, EVERYTHING.”
In case you missed it, video of the week: Dutch PM checks his bike into a big underground parking place. Attendant (of Kurdish origin) is amazed: “He has to check in and out like a normal person! This is how you run a country. I’m never leaving” pic.twitter.com/49aGdWH2Tx— Ben Coates (@bencoates1) January 25, 2020
E reli " It is the quality of relationships among individuals, teams, and institutions that give rise to collective behavior and practical results."
Ainda ontem, durante um telefonema, recordei esta estória "Crédito fácil e barato", sem "intention, attention, and the subtle qualities of deep listening" como criar o terreno para uma mudança real?
Trechos retirados de "The Essentials of Theory U: Core Principles and Applications" de Otto Scharmer.
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