Bringing the future into the present

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The processes in a project management are linear and divided into individual steps. Thus, in the literature and in practice, one usually finds a sequence such as: Initiation, idea generation, idea selection, rough concept, implementation concept and realization. Although this sequence is logical, it is rarely followed in a linear fashion even in practice. There are always some iterations or jumps. In addition, these specifications and the procedure itself tend to be perceived as hindering creativity, and so even with the increased use of this structure, there is always a stale aftertaste, the ignition, the fire is missing.

Differences to the linear approach

Otto Scharmer's "Theory U" differs from other methods in that it only provides a framework that encompasses the entire change process - in this case an innovation - and in which the individual phases can be very individually designed. It differs from a linear approach in that it also takes more account of people and their nature and provides them with the necessary space. It is mainly used in situations where the result cannot be precisely defined. It deliberately allows the necessary space. Theory U" is the result of a study by the SoL - (Society for Organizational Learning, MIT). In it, successful projects or procedures were analyzed to find out what makes them so successful. Therefore, "Theory U" is universally applicable to design any project and is particularly suitable for innovations.

For practical application in innovation, the U has been expanded somewhat to improve applicability by providing more detail on how to get started and how to implement it. This approach can be illustrated as follows:

If one wants to make an innovation possible, the individual steps include the following:

• Step 1: Challenge. You see an area in the company that needs new products or is losing market share to the competition. But the right insight and a clear definition of the situation are missing. However, it is not always easy to recognize such situations; therefore, it is important to regularly exchange ideas with colleagues or experts and to maintain a dialogue with the customer through the sales staff. Through these exchanges, the concern becomes more concrete and clear. One can identify the hot spot.
• Step 2: Core team = microcosm. After defining the area of the problem, the innovation area or the search field, the next step is to select the right participants. The participants are selected in such a way that they represent the whole system, the affected environment and more, and represent their field competently. In addition, an attempt is made to find so-called lead users (trend-leading users) and integrate them into the team. However, independent voices, i.e. other people, can also be invited into the microcosm. This core team has the task of working closely together to find the new, innovative product.
• Step 3: Explore the problem. Now the core team gets to work and explores the defined search field with peripheral areas in more depth. It is important to proceed broadly and openly and to implement the following terms: Discover, try out, visit places, immerse, learn, feel, inspire, etc. Through regular exchange, these insights are shared among each other and thus expanded. In doing so, solutions are not called for, but rather a pure recording of the "situation".

Theory U" deliberately allows free space.

• Step 4: Synthesize. The information and experiences gathered are put together to create a whole picture. For this purpose, the core team comes together, creates a common picture, peels out the patterns and determines the focal points. In the process, the connections and voids become apparent. The search field now becomes very narrow and helps the core team to focus. 
• Step 5: See the whole thing - Presencing. The field of action is now open and everything is clearly visible. Now it is important not to fall into actionism and immediately present a solution, as one is used to from consulting companies. In this step it is first tried to look deeper and to feel, in order to be able to grasp the core clearly. Every single participant tries to connect with the source1 and to be fully present. In this way the "field "2 becomes clearly visible. The existing, including thought constraints, can be let go of and future possibilities begin to emerge. Usually this is a very quiet phase, one goes into silence, does meditation or is in deep dialogue.
• Step 6: Crystallize. The experiences and thoughts of the previous step are compiled and possible solutions and initiatives are outlined through creative processes and methods. These are further condensed and concretized so that one has a list of concrete innovation ideas.
• Step 7: Rapid Prototyping. The ideas from the previous step are tried out by means of rapid prototyping. In this process, these solution and concept approaches are run through in a simplified manner and checked for their feasibility and usefulness. The goal of this step is to find the optimal solution that can be transferred to reality. In addition, the boundary conditions are checked and a rough concept is created.
• Step 8: Test Pilots. The best innovation ideas are brought into the real environment and tested in a pilot operation. These tests serve to verify the innovation found and refine it so that it brings the greatest possible benefit and fits well into the real environment. The strategic actors and users, the core team, are the ambassadors of the innovation within the company and externally. They accompany the process and make the necessary corrections based on the experience gained so far.
• Step 9: Spread. The pilot operation gives rise to the product, the innovation, which can be brought to market. During the application of the innovation, be it a product or a service, one remains in constant dialogue with the customer and can thus further develop the product in a continuous improvement process.

Immerse yourself in different dimensions

As can be seen from the figure, the participant is immersed in different human dimensions when going through the Us. This immersion happens almost automatically if consideration is given to it in the design of the procedure and attention is paid to it in each step. These 3 levels are:

• Opening of the mind: The ability to suspend judgment and to inform and inquire in order to see something with new eyes, that is, to access our sources of IQ (Intellectual Intelligence).
• Opening of the sensing: The ability to redirect attention and use the heart as an organ of perception ("seeing with the heart"). We shift the place where perception happens to something else or the field or the whole to access our sources of EQ (Emotional Intelligence).
• Opening of the will: The ability to say goodbye to old identities and intentions and allow the melody of the future that is striving to emerge through me or us to sound. Letting go of our old self and letting our new authentic self come, accessing our sources of SQ (Spiritual Intelligence).

Only by consciously going through these levels using the appropriate methods can something new emerge. Attention must be paid to this by carefully designing the intervention based on the procedure described. In the design, it is determined which concrete implementation methods are used in the individual steps and how they are coordinated with each other. This is because it creates an automatic flow in this innovation process that allows something truly new to emerge. In other words, a blissfully experienced feeling of a mental state of complete immersion and complete absorption in an activity that proceeds as if by itself. And this is the moment when the future is brought into the present.

Emotions as drivers of the new

The application of Theory U produces a good, sustainable innovation process and integrates the emotions that take place. Allow this approach, you will experience a completely new and higher quality innovation process than you have known before. The innovation will be better, even more likely to be a breakthrough innovation. The voices of defensiveness that exist in any phase of change, here innovation, are not suppressed or wiped away, but integrated and considered valuable. They are emotional contributions that show that the respective participant has put a lot of effort into this innovation process and is already ahead of others. The person arguing factually may still have a longer way to go. This is why the most frequent misunderstandings in the innovation process arise here: The participants who react most emotionally are replaced, while they are the carriers and later also drivers of the new. This requires that the manager recognizes this potential and leads these people accordingly. This type of leadership and perception of the participants is a central element in the implementation of successful innovations and can be optimally implemented with the "Theory U" tool.