- Hardcover: 289 pages
- Publisher: Crown Business; 1 edition (August 16, 2005)
- Language: English
- ISBN-10: 038551624X
- ISBN-13: 978-0385516242
- Product Dimensions: 6.3 x 1 x 9.3 inches
- Shipping Weight: 1.2 pounds (View shipping rates and policies)
- Average Customer Review: 91 customer reviews
- Amazon Best Sellers Rank: #423,705 in Books (See Top 100 in Books)
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Presence: An Exploration of Profound Change in People, Organizations, and Society Hardcover – August 16, 2005
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Presence can be read as a both a guide and a challenge to leaders in business, education, and government to transform their institutions into powerful agents of change in a world increasingly out of balance. Since business is the most powerful institution in the world today, the authors argue, it must play a key role in solving global societal problems. Yet so many institutions seem to run people rather than the other way around. In this illuminating book, the authors seek to understand why people don't change systems and institutions even when they pose a threat to society, and examine why institutional change is so difficult to attain.
The authors view large institutions such as global corporations as a new species that are affecting nearly all other life forms on the planet. Rather than look at these systems as merely the extension of a few hyper-powerful individuals, they see them as a dynamic organisms with the potential to learn, grow, and evolve--but only if people exert control over them and actively eliminate their destructive aspects. "But until that potential is activated," they write, "industrial age institutions will continue to expand blindly, unaware of their part in a larger whole or of the consequences of their growth." For global institutions to be recreated in positive ways, there must be individual and collective levels of awareness, followed by direct action. Raising this awareness is what Presence seeks to achieve. Drawing on the insights gleaned from interviews with over 150 leading scientists, social leaders, and entrepreneurs, the authors emphasize what they call the "courage to see freshly"--the ability to view familiar problems from a new perspective in order to better understand how parts and wholes are interrelated.
This is not a typical business book. Mainly theoretical, it does not offer specific tips that organizational managers or directors can apply immediately; rather, it offers powerful tools and ideas for changing the mindset of leaders and unlocking the latent potential to "develop awareness commensurate with our impact, wisdom in balance with our power." --Shawn Carkonen
Critical Acclaim for Presence
“A remarkable book, Presence is a journey from the present to an unknown future, a journey of exploration rather than dogma, and a journey toward a vision of humanity at its highest. Like a good documentary film, Presence is a book with ‘emotional truth,’ a wonderful combination of intellectual and visceral experience.”
—Robert Fritz, author of The Path of Least Resistance
“At this turbulent juncture in human history, a whole new set of social innovations promises to shift humanity away from its destructive path towards a brighter planetary civilization. Presencing and its U process is one of the most profound. It provides all who want to change the world not only with profound hope, but with a systematic and effective way to birth a sustainable planetary society.”
—Nicanor Perlas, recipient of the 2003 Alternative Nobel Prize and the U.N. Environmental Program Global 500 Award
“If you believe, as I do, that an organization is ultimately a human community, then nothing is more important than how we sense our future and act to create it together. This is something all creative business leaders know yet have found almost impossible to talk about—until Presence.”
—Rich Teerlink, CEO (retired), Harley-Davidson
“Presence is a timely and altogether important book. Drawing on a leading-edge understanding of human learning and awareness, it offers a simple but effective getaway to our capacity to become change agents of the future—in business, work, play, and relationships. Finding our presence is finding the key to creative change and to our own future.”
—Ken Wilber, author of A Theory of Everything: An Integral Vision for Business, Politics, Science, and Spirituality
“Presence is remarkable in at least three ways. First, the authors’ work has extraordinary emotional, as well as intellectual impact; it continued to affect me long after my initial reading. Second, I found that the insights I gleaned from the work depended on what was happening around me. I suspect I will take away different messages each time I read it. Third, the authors somehow opened me to unexpected messages and opportunities in my own life. My reading of Presence coincided with many seemingly chance encounters that in very real and specific ways have been essential to my own work, helping me find new ways to connect with colleagues, customers, and the larger community.”
—Darcy Winslow, General Manager, Global Women’s Footwear, Apparel, Equipment, Nike, Inc.
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The book is divided into four parts, the firsts three discuss the deeper learning theory, while the fourth integrates that theory in "the context of a more integrative science, spirituality, and practice of leadership." A very original book, that is both thought provoking on the theoretical/philosophical side and also on the practical side as well.
Below are key excerpts from the book that I found particularly insightful:
1- "Scenarios can alter people's awareness...If they're used artfully, people actually begin to think about a future that they've ignored or denied. The key is to see the different future not as inevitable, but as one of several genuine possibilities."
2- "Suspension...hanging our assumption in front of us...By doing so, we begin to notice our thoughts and mental models as the workings of our own mind. And as we become aware of our thoughts, they begin to have less influence on what we see. Suspension allows us to "see our seeing"."
3- "Third Possibility: to suspend one's view and then inquire rather than defend. For example, rather than saying nothing or telling the other person why you think he or she is wrong, you can simply say, "That is not the way I see it. My view is...Here is what has led me to see things this way. What has led you to see things differently?" The form of the question doesn't matter. But the sincerity does."
4- "When people who are actually creating a system start to see themselves as the source of their problems, they invariably discover a new capacity to create results they truly desire."
5- "Using scenarios to think about alternative stories of the future is only one of the ways that organizations can become more aware of the assumptions that lie behind their strategies. But without some discipline or practice like this, we tend to get stuck in a story of who we are on this earth as human beings, and something in us wants to break free of it."
6- "If the situation is new, slowing down is necessary. Slow down. Observe. Position yourself. Then act fast and with a natural flow that comes from the inner knowing. You have to slow down long enough to really see what's needed. With a freshness of action, and the overall response on a collective level can be much quicker than trying to implement hasty decisions that aren't compelling to people."
7- "U movement: Sensing - Observe, observe, observe / become one with the world - Presencing - Retreat and reflect / allow inner knowing to emerge - Realizing - Act swiftly with a natural flow"
8- "There's nothing more personal than vision, yet the visions that ultimately prove transformative have nothing to do with us as individuals."
9- "What matters is engagement in the service of a larger purpose rather than lofty aspirations that paralyze action. Indeed it's a dangerous trap to believe that we can pursue only "great visions"."
10- "When you move from crystallizing intent to prototyping, you move from domain of ideas to the domain of action. Not only does this make what is emerging more tangible, it eventually leads to a new level of clarity about the underlying purpose animating the entire undertaking."
11- "You can influence a natural system but you can't control it. It's not surprising that machine thinking has produced institutions that make it virtually impossible for us to live in harmony with nature and with one another."
12- "Globalization is reshaping societies and culture on a scale that has never happened before. Yet the old ideas that those in positions to influence such organizations' power must be committed to cultivation or moral development has all but completely disappeared. I doubt that few even thought what such cultivation means - what it takes to develop a capacity for delayed gratification, for seeing longer term effects of action, for achieving quietness in mind."
13- "If you want to be a great leader...you need to enter seven meditative spaces. These seven spaces - awareness, stopping, calmness, stillness, peace, true thinking, and attainment - can look like one step, but actually, its a long, long, long process."
14- "What distinctive power does exist at the top of hierarchies is usually skewed toward power to destroy rather than the power to build."
15- "The entire U movement arises from seven core capacities and the activities they enable. Each capacity is a gateway to the next activity...Suspending, Redirecting, Letting Go, Letting Come, Crystallizing, Prototyping, Institutionalizing."
In all fairness, there are probably two or three sentences that are really profound. The rest of the book, in my opinion, is just ephemeral fluff.
I started this book three different times and tried to force myself to read it. I just did not enjoy it at all; the hokey-ness of it just could not hold my attention. It could be me, but the book just reeked of psych-babble, feel-good pseudo-science. It probably isn't fair to review a book that I couldn't finish, but I would not recommend this book.
You might view it as a definitive guide for co-creating solutions to hard problems in complex environments. Or, you can use it as a collection of vignettes, each having its own bit of wisdom. In fact, there are quite a few gold nuggets here. You'll have to find those which appeal to you, stitch them together, and, as the authors suggest, prototype a solution.
But be forewarned. Whatever your purpose, you'd better have a completely open mind. These guys definitely stretch beyond the usual scientific boundaries. However, if you stay with it, you'll begin to see how you can truly be part of something greater, working toward a greater good. In fact, that's probably the only assurance we have that the authors' doomsday scenario won't come to fruition.
You'll need to be patient in plowing through the long conversations. But if you are a believer in emergence, you'll see why those conversations need to be preserved. And what emerges is a better way. Rather than driving change, we see the greater possibilities that can result from discovering, then co-creating, the change that wants to come out. And yes, there are some case histories based on real situations.
The authors attack scientific reductionism and fragmentation head-on. Thankfully, they also give us an alternative approach - if you have the guts to try it. They make this point very strongly: the only way we can deal with today's complex problems is to view them from the perspective of what the authors call unbroken wholeness, and interrelatedness of nature. By Chapter 14, we get to see how integrating science can help us do just that.
Unlike the authors, I'm not into doomsday scenarios. So the end was a bit hard to swallow. But I still came away with a lot of food for thought, introspection and reflection regarding the future, and how we might take an active part in creating that future, which is so desperately trying to emerge.
My suggestion: give the "U" approach a try, see what emerges, and run with it. You might be pleasantly surprised.