Corporate Social Responsibility (IVOR nr. 77) 2010/12.3.1.4:12.3.1.4 Theory U

Corporate Social Responsibility (IVOR nr. 77) 2010/12.3.1.4

12.3.1.4 Theory U

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The theory of the 'U-Process', describes what a change process from old to fundamentally new thinking within existing systems can look like. This theory was developed by Scharmer, Jaworski and Senge,1 and is represented in Figure 12.5. It explains that a common reaction is to apply or 'download' traditional patterns to find solutions for new problems. However, more complex issues require innovative thinking. The U-process describes four different levels of dealing with a concrete problem:

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the first is that of reacting and creating 'quick fixes'. The actors involved are focused on a quick solution and avoid fundamental discussion. The type of conversations on this level can be referred to as 'talking nice';

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for a more fundamental change, a ' free mind' is needed to consider the issue at hand more carefully. The actors involved engage in serious debate;

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to achieve an even deeper change, an ' open mind' is required to include in the considerations the positions of other actors in the system and their views on the problem. It is essential that the participants identify with the system, instead of putting themselves outside (as observers). This necessitates an intense dialogue between people and allows for the development of (common) new values and beliefs; and

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to accomplish a change at the most fundamental level, the actors ought to reach a stage of 'presencing',2i.e. from where deeper inner forces are directed, in order to release new sources of energy, inspiration and a willingness to make the change happen.

Figure 12.5 The U-process (Source: Scharmer)3

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For a complete U-process to take place, a group of people progress down the U on the left side, at each level gaining a deeper understanding of the issue at hand. At the bottom point they sense the entire system from their inner sources. From there, they progress up the U on the right side, developing solutions which become more and more concrete.

It is important to notice, however, that the U-theory describes a change process which could take place, but is not the ultimate recipe or tool to enforce change. Furthermore, not all change processes require or allow all phases to be experienced. As with the initiation of fundamental changes as discussed by Argyris and Schön, the U-theory can assist in designing a change process, e.g. in formulating the right questions to be posed to the actors. The theory points out that these actors need to be addressed as individuals, rather than as representatives of an organisation. Each of them will then be challenged to reconsider his thinking, and from there his actions. Both the U-theory and Argyris' studies stress the importance of creating a space where the participants feel free to explore their views, and are allowed to make mistakes without others judging them. It also asks for careful facilitation of the process, with the facilitator deciding on the right timing to proceed to a next step.

Deze functie is alleen te gebruiken als je bent ingelogd.