CHANGE LABS

Change Labs are created using the U-process, which is a comprehensive and holistic methodology useful for:

Single organizations focused on strategic transformation, strategic innovation, or where a more systemic approach is needed to affect deeper change.

Multi-stakeholder initiatives, groups, or communities focused on collaborative problem solving and social innovation. Change Labs are designed for working on “stuck” complex problems that defy clear resolution or solutions. (Example: Sustainable Food Lab)

What is the U-process ?

The U-process is a framework that synthesizes numerous methods and practices. Its authors include: Otto Scharmer (MIT), Peter Senge (MIT), Adam Kahane (Reos Partners), Joseph Jaworski (Generon International), and Betty Sue Flowers (University of Texas).

We like the U-process because it is flexible and effective where many approaches have failed—from war torn conflicts to corporate boardrooms. While there are no guarantees when it comes to complex problems, its chances of success are higher because the process:

• Builds new creative capacities at multiple levels (e.g. personal, team, organization and community levels)—the head, heart and gut.
• Integrates other methods and practices into a coherent framework for innovation and reflective action—the missing element in many problem-solving processes.
• Resonates with people because it feels cutting-edge yet also wise and familiar, tapping into deep knowledge we all have about how creative breakthroughs emerge in people and groups.

Three phases of the U-process

Click to enlarge

Phase I – Sensing, Learning, Reframing: This is an exploration of present and future realities. The focus is on seeing new possibilities and reframing outdated assumptions. Methods often include: scenario planning, learning journeys, futures research, and stakeholder dialogues—to name but a few.

Phase II – Re-generating and “Presencing”: The focus is on crystallizing insights and “ah-hahs” at a personal and group level, framing solutions, and garnering shared commitments. Methods often include: dialogues, retreats, personal learning journeys, visioning, and reflecting.

Phase III –Realizing and Enacting: The focus shifts to action, to putting the new strategies and commitments into practice. Methods often include: strategic option analysis, action research, idea prototyping, piloting projects, and venturing.

We see the U-process— or “change lab” approach—as a timely manifestation of social ingenuity: a systematic approach for social learning and “adaptive problem solving,” just when the scale and nature of our challenges demand it. Importantly, this form of social ingenuity is rapidly co-evolving through a global community of practice, which we are proud to be part of. This community includes colleagues at Reos Partners and The Presencing Institute.