20100106 tom klein nlp & capitalism 3.0
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8/8/2019 20100106 Tom Klein NLP & Capitalism 3.0
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NLPandCapitalism3.0–AsyntheticapproachtoNLP’sdevelopmentalpotentialin
thecontextofcollectiveleadershipfromthefuture
ByTomKlein–www.tomklein.de
Introduction
AsEinsteinoncesaid,problemscreatedononelevelofcomplexitycannotbesolvedwiththetoolsandinsightsofthatsamelevel,butmustbeapproachedfromahigher
levelofcomplexitytofindandimplementthesolutions.Diltsoperatedaccordingtoa
similarlogicwhenhedevelopedhismodeloflogicallevels,establishingNLPasanapproachtolookingforsolutionsfromtheappropriatevantagepoint.
However,thecurrentlandscapeofproblemsconfrontinghumanitygoesfarbeyond
thosewhichconcernedtheNLPfounders,andsoaquestionwhichtheNLPcommunity
mightaskitselfishowcurrentchangepractitionerscanapplythephilosophy,insightsandtechnologiesofNLPtothecurrentcrises.
Whatdistinguishesthecurrentcrisesfromthosewehaveknowninthepastistheirglobalsocial,economicandenvironmentalcharacter.Thereisagaptodaybetween
whatindividualsknowandinpartpracticeandwhatwedocollectively,andthatgapputstheentireplanetatrisk.Therelevantquestionfortodayislesswhatindividuals
candotounderstandtheproblemlandscapethanwheretheinfrastructuresarethat
allowchangesinindividualconsciousnesstohaveaglobaleffectandmakecollectiveconsciousnesschangepossible.Whatweneedareinterventionsthattakethe
knowledgeaboutsolutionsthatispresentontheindividuallevelandmakeitrelevant
systemically.
NLPisbyitsveryconceptionasasetofshort-termtherapytechnologiesfocussedonovercomingpersonalconditioningtosupportindividualtransformation,andsois
limitedinwhatchangeitcaneffectonasystemiclevel.Thequestiontheniswherenew
insightsmightbeaddedandincludedsothatNLPcancontinuetomakerelevantcontributionstohumandevelopmentasneededinthecurrentglobalcontext.
InthispaperwewillusethemapofthecurrentsituationdevelopedbyOttoScharmertoanalysecapitalismanditsdevelopmentfromitsearlylaisser-faireinceptionthroughits
socialmarketeconomyformtowardswhathecallsCapitalism3.0asitisnowemerging.Havingmappedtheterritory,wewillthenlookatwhereNLPcanmakeitscontributions.
Withthisunderstandingofthecurrentproblemframe,itwillbecomeclearthatNLPcan
haveasignificantroletoplay,astheexistenceofthecapitalism3.0infrastructureswillcallforththeneedformassivechangeonthelevelofindividualbeliefs,values,
conditioningandbehaviourwhichisthehometurfofNLPcoachesandtrainers,if
peoplearetobeabletolivewellintheemergingsocialorder.IfchangeimpactssocietyasquicklyasScharmerindicates,wewillneedaveritablearmyofcoachesand
therapists—nottomentionbusinessleaders,politiciansandengineers--tohelppeoplecopewiththemassiveconsequencesforusall.
OttoScharmer,theLeadershipLabatMITinCambridge,andCapitalism3.0
Inthemidstofthefalloutfromthefinancialcrisisanawarenessseemstohave
developedamongmainstreamcommentatorsthatthepathweareoninallareasof
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political,socialandenvironmentallifeisnotsustainable.Tonameonlythemost
obviousexamples,marketandstakeholder-orientedeconomicsresultsinboomandbustcycleswhichhavereachedaglobalscaleofintensityandarethreateningthestabilityof
thefinancialandproductivesystems.Powerfulinterestsoffinancialoligarchsatthe
heartofthesystemintheUSAhavemobilizedtostaveoffhealthyregulation,andare
blockingmeasurestheIMFwouldnormallyrequireofacrisiseconomytoenablesustainablerecovery.1Economicgrowthobjectiveshaveledtoa140%utilizationrate
ofnaturalresources,withlimitsonenergy,landandwaterinsight.Coupledwithapopulationgrowthprojectedat9.5billionandatargettodoublegrowthby2050,this
willlift2billionpeopleintomiddleclassconsumptionpatterns.Describingthesetrends,MartinLees,SecretaryGeneraloftheClubofRomeconcludesthatunderany
conceivablescenario,currentconceptionsofeconomicdevelopmentareimpossibleto
realizeandtheattempttodosounsustainable.2Waterisinincreasinglyshortsupply,especiallyinthemostdenselypopulatedandpoorestareasoftheworld,andenergy
supplybasedoneasilyavailablecarbonfuelsiseitherat,orissoontoreach,itspeak.Theclimatecrisisisinfullswing,withatmosphericcarbonlevelsapproaching400ppb,
temperatureincreasesofatleast2°Cnolongertobeavoidedandwiththepolicies
discussedinCopenhagenasabasisgoingtowards4°C,andpoliticiansarehamstrungbyinterestgroupsandunabletodeveloptheglobalconsensusneededtotakecorrective
action.
AsfounderoftheLeadershipLabatMITinCambridgeandresearcheronsocial
innovation,OttoScharmerdescribesthecurrentcrisesasanexpressionofanevolutionarychangeinthedynamicsofourexistenceintheworldheraldedbythree
recentevents,i.e.thepeacefulfalloftheBerlinwall,thepeacefuldisintegrationof
ApartheidinSouthAfrica,andtheelectionofBarakObamatothePresidencyoftheUSA.
Theseeventsamounttotectonicshiftsinthepoliticalandsocialfoundationsofindustrialcivilization,andtheymarktheopeningof,andthetransitiontoanew
understandingoforderonaglobalscale.Whatobserversfailedtoperceivein1989-90whencommunismandApartheidfellwasthatthefoundationsofcapitalismaswehave
knownituntilnowwerealsoupset.WheretheAmericanadministrationofthetimebelievedtheseeventsheraldedthevictoryofold-stylecapitalismovercommunismand
pavedtheroadtosystemicdomination,itisnowclearthatold-stylecapitalismisgoing
downwithitsoppositenumber,thoughwehavebelatedlybeguntoexperiencethefact.
Thisshiftisrepresentedinourmediaasreportingonaseriesofinterconnectedcrises,
suchashealth,environment,financeandpovertyamongothersshowninchart1below.
ForScharmer,allsevenmajorcriseshedescribesareexpressionsofafailureinleadership.Butitisafailurenotinthecommonsenseofincompetentorinefficientexerciseofthemanagementcraft,butmuchmorea“spiritual”crisisofleadership,
whosemodelsoftheworldandgenerations-longconditioninginthehistoricalperiodof
industrialsociety,whethercapitalistorcommunist,havelosttheirrelevance.Whatis
1TheQuietCoup,SimonJohnson,TheAtlanticMonthly.
http://www.theatlantic.com/doc/200905/imf-advice
MartinLees,GeneralSecretaryoftheClubofRome,attheTroidosBankDialog,Teil3/9,
from03:10ofthevideoff:http://www.youtube.com/user/triodosbankde
2MartinLees,GeneralSecretaryoftheClubofRome,attheTroidosBankDialog,Teil5/9,from0:30ofthevideoff:http://www.youtube.com/user/triodosbankde
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spiritualabouttheleadershipcrisisisthatitconfrontsuswithaneedtoredefinewhatit
meanstobeapersonandwhatkindofsocietywewanttocreateinthefuture,andsodemandsfromusacollectiveactofcreationofnewmeaningtofostertheconsensusand
guidetheinitiativeswhichwillbepositionedeffectivelytorespondtothecurrent
challenges.
Scharmer’sprimaryinterestliesindiscoveringthesystemicrootcausesofthecrises.
Fortheattemptswithinthecurrentparadigmsofordertocounterthesymptomstypically“solve”problemsatonepointonlytohavethempopupmorevirulentlyat
anotherinthesystem.Thesystemicquestionis,howisitthatintelligentandlargelydecentleaders,managers,politicians,andsocialorganisationsmanagetoreproduce
consistentlywiththeircollectivebehaviourresultssodysfunctionalthattheythreaten
theveryviabilityofoursocietyandoursurvivalontheplanet?
Chart1:3
Aprimaryrootcausehemakesoutliesinthewayoureconomyischangingandhowwe
thinkabouteconomicrelationships.4Intheevolutionofeconomicthoughtandsystems
intheindustrialrevolution,economicrelationsdevelopedfirstintheformof
3
OttoScharmer,“SevenAcupuncturePointsforShiftingCapitalismtoCreateaRegenerativeEcosystemEconomy,”Draft2.1,revisedSept.2009:4OttoScharmer,KeynotespeechattheopeningoftheTriodosBankinFrankfurt,December2nd,2009:http://www.youtube.com/watch?v=oXUn8EyIILs
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shareholdercapitalism,whatScharmercallsCapitalism1.0,givingmarketsthefreedom
toregulateproductionandtradebythemselves,andmanagingorganisationsthroughhierarchicalcommandandcontrolinanawarenessrootedintheindividualego.Stage
two,orCapitalism2.0seekstoamelioratethebrutalconsequencesofversion1.0for
societythroughstateregulationandredistributionofwealth,implementedinflat
organisationsthroughparticipatorymanagementinanawarenessrootedinstakeholderinterests.
NowemergingiswhathecallsCapitalism3.0,withafocuson“intentionaleco-system
economy,”likelytobeorganisedinamyriadofcoalitions,networksandtribes,inwhichleadershipbecomesacollectiveactinanawarenessrootedintheentireeco-system.
WhereinCapitalism1.0,marketsstrivedtomasterdynamicortechnicalcomplexity,and
inCapitalism2.0governmentsseektomastersocialcomplexity,inCapitalism3.0thechallengeistomasterwhatScharmercalls“emergent”complexity,whichistheresultof
theinteractionoftheprevioustwochallenges.
Chart2:5
Dynamiccomplexitycanbemasteredthroughsystemiccauseandeffectanalysis,and
socialcomplexitycanbemappedthoroughapproacheslikenetworkanalysis,orbe
capturedandinfluencedthroughphenomenologicalapproacheslikesystemicconstellations.Butemergentcomplexitycanbemasteredonlycollectively.Scharmer
explainsthatindialoguesonthecurrentemergentproblemsheexperiencesfour“fields”
ofcommunication:1.Downloading;2.Debate;3.Dialogue;and4.“Presencing”.The
5OttoScharmer,TheoryU,
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latteroccurswhengroupsofinnovatorsmergeinacreativeprocessinvolving“letting
go”tothepresentsituation,andintheprocesstogetherconfronttheir“blindspot,”inwhichtheyhavebeenunabletoperceiveorsensetheemergentrealitytheybelongto
andarepartofgenerating.Thecombinationof“presence”tothecurrentrealityand
“sensing”itsqualityandrequirementsresultsina“lettingcome”ofinsight,whichisthe
basisofacollective“leadingfromthefuture”outofwhichgenuinesolutionsforemergentproblemscanbefound,prototyped,scaledandimplemented.
ThePresencingInstituteprovidesthecommunicationstechnologytodealwith
emergentcomplexitythroughwhatScharmercallsTheory-U.
Chart3:6
Thetransitionsfromoneconversationfieldtothenexteachrequirethatparticularfacultiesbecomeopen,whilethe“enemies”ofthenewareconquered.Movingfrom
“downloading”to“debate”requiresthatthemindbecomeopentodifferingperspectives.Theenemywhichpreventsthisopeningisthe“voiceofjudgment,”which
rejectsthe“other”aswrong.Movingfrom“debate”to“dialogue”involvesopeningthehearttobeingtouchedandmovedbythedeepencounterof“I”and“Thou,”touse
Buber’simage,ortoenterintothedialogueexperienceasitisdescribedbyDavidBohm
inthe“Dialogue”essays.Theenemywhichpreventsrelationshipatthislevelisthecynicismoftheinjuredheart,whichhaslosttheabilitytotrustandfeel.Movingfrom
“dialogue”to“presencing”occursthroughtheopenwill,whichletsgooftheego’s
6PresencingInstituteWebsite,UBrowser,forcreativecommonsaccesstoTheoryUandPresencingtechnology,http://www.presencing.com/
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illusionofcontrolandsobecomespresenttowhatis.Theenemyinthisstepisthevoice
offear,whicharisesaslettinggothreatensegoidentityandconfrontsthe“I”withsupposedannihilation.Totheextentthategodeterminationinpresencingissacrificed,
connectionto“source”isstrengthened,whichmakesaccesstoanswerstothe
fundamentalquestionsof,“WhoismySelf?”and“WhatismyWork?”possible.From
thisconnectiontosource,sustainableactionrootedinastrongperceptionofreality,andaclarityaboutmeaningandvaluescanemerge.
Whatthetransitiontoafocusonproblemsofemergentcomplexitymeansindaily
managementpracticeisdescribedbyScharmerinamapof12managementfunctions,asthesetransitionfromdynamicthroughsocialtoemergentcomplexity.
Chart4:7
Topickupononeofthedevelopmentallines,in“Communication”undertheconditionsofdynamiccomplexityinCapitalism1.0thefocusisonpublicrelations.Communication
isone-way,fromtheproducertothecustomer.Publicrelationsstrategystrivesto
createanasymmetryofinformationonthemarket,givinganadvantagetotheselleroverthebuyer.Itisawin-losegame,predicatedoninfluencetechniques,attemptingto
createmarketsforproductsthesellerwantstopushregardlessofthesocialorhumanneedfortheproductsandwithoutregardforsocial,humanorenvironmentalcosts.
Aswithalldevelopmentallines,pressureforchangecomesthroughthelimitstosuccessofthedevelopmentalstageandthethreattosurvivalitentails.When,forexample,
7OttoScharmer,TheoryU,p.62ff.
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socialcommunicationnetworksfragmentthemarketintostakeholdergroups,and
technologycounteractsinformationasymmetrythroughtransparency,thepublicrelationsmodelbeginstodestroytrustanddamagemarketrelationships.Theresponse
underCapitalism2.0bybusinesshasbeenanascentinterestincorporatesocial
responsibility,orCSR,inwhichsocialandenvironmentaltargetscomplementfinancial
objectivesinabalancedscorecard,andaccountingpracticesorienttoatriplebottomlinemeasurementofresults.MostindustriesintheOECDarebeginningtoimplement
CSRatleastnominally,forcedtodosobygovernmentregulationoradvocacyinterestsfromcivilsociety,ifnotthroughinsightandenlightenedself-interest.
However,forproblemsofemergentcomplexity,theCSRstrategyofcommunicationfalls
shortofbeingabletogenerateresultsbeyondthosedeterminedbystakeholderor
nationalinterestsonatrulyglobalscale.Whereproblemsareglobal,andeverycauseisholisticallyconnectedwitheveryeffect,everybarrierbetweenactorsbecomesa
liability,hinderingasitdoestheneededcollectiveinsightandagreementtocollective
action.ApromisingsolutionunderCapitalism3.0willemergethroughtri-sector
innovationinitiatives,inwhichbusiness,stateandcivilsocietyactorslikeNGO’scometogethertocollectivelyreflectonanddecideglobalscaleactionstotake.
Aseconddevelopmentalline,e.g.in“Leadership”mirrorsthesameevolutionary
process.UndertheconditionsofdynamiccomplexityinCapitalism1.0,managerssteerproductionthroughmanagementbyobjectives,orMBO.Strategictargetsare
determinedbyleadersandownersinahierarchicalpowerstructureofcommandand
control.Theonlyinterestsofanysignificancearethoseoftheshareholders,whoseobjectiveistomaximizethereturnontheirinvestment,andtheseinterestsaremirrored
inthefinancialobjectiveswhoseachievementissetasperformancegoalstotheemployees.Maximizationofprivateprofitislegallyandlegitimatelypursuedatthe
expenseofthehealthoftheemployees,oftheintegrityofthesocialandculturalcontext,andofthehealthoftheenvironment,withstrategyfocussedonthesocializationofcostsforprivategainwhereverpossible.
Thelimitstoleadershipstrategy1.0lieinthesocialandhumancosts.Workersprotectthemselvesagainsttherapaciousnessofownersthroughunions,andpoliticiansare
forcedbyvotersindemocraticsystemstoregulateandsupportworkerhealth,safety,retirementandothersocialconcerns.Undertheconditionsofsocialcomplexityin
Capitalism2.0,theunfetteredprofitmotiveistemperedbystakeholderinterests.
Leadershipasaresponsebecomesinclusiveandparticipatory.Complexflat-hierarchymatrixorganisationsimproveproductivitywhilerealizingcustomer,processand
learninganddevelopmentobjectivesinadditiontofinancialkeyperformanceindicators.Resultsareachievedthrougheffectivecommunicationsandconsensuscompetence,and
throughthemasteryofcustomer-orientedprocesses,andbusinessbeginstodevelopa
humanface.
Heretoo,level-twoleadershipfailsatdealingwithproblemsofemergentcomplexity
suchasglobalwarming,explodinghealthcarecosts,andfinancialirresponsibility,asitispreciselytheorientationtotheinterestsofindividualstakeholderswhichmakes
globalsolutionsimpossible.Capitalism3.0willbydefinitiongeneratelosersamongthosewhosurvivebyshuntingcoststosocietyandtheenvironment,astherelationship
ofprivateandpublicinterestsisreversedtoallowprivateprofitonlyforcontributionstothehealthofthepublicandenvironmentalspheres.Fornow,thegripofthelobbies,forexampleincarbonenergy,privatehealthcareandfinancialservicesonpolitical
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powerissogreatthataconsensuswhichunderminestheirinterestscannotbeachieved.
Leadershipsolutionswithaglobalreacharenascentandcanatthemomentonlybepostulated.Wehaveneithertherequiredpoliticalsystems,asufficientlyconsciousand
engagedcivilsociety,norafinancialregulatoryandincentivesschemeinplacethat
wouldprovidetheframeworkforeffectiveleadershipinCapitalism3.0.Twopillarsof
the3.0worldwhichScharmerisworkingtocreateare,first,anattitudeofco-creation,inwhichheroicleadershipisreplacedbythepresencingprocessofcollectivelyleading
fromthefuturethatwantstocome,andsecond,infrastructuremeasuresatthesevenacupuncturepointstoclosethegapbetweenwhatweknowandoftendoatan
individuallevelandwhathappensatthegloballevel.
NLPandConsciousnessTransformationinCapitalism3.0
Intherelationshipofreciprocalinfluencebetweeneconomicprocessesand
consciousness,thebottleneckinthecurrentdevelopmentallinewouldseemtolieatthe
momentonthesideoftheinfrastructures.Consciousnessamongindividualsinrunning
intolimitsonitsinfluenceonsocialandpoliticalsystems,asthedynamicsofexistinginfrastructuresmoreoftenthannotmaketheeffectofindividualinsightandactioncomeouttosomethinglessthanthesumofitsparts.Newrules,regulations,
communicationanddecisionmakingsystemswouldmassivelysupportthe
manifestationof3.0insightscollectively.Atthesametime,thesumtotalofashiftinindividualconsciousnessesandbehavioursintheireffect,e.g.throughconsumption
patternsontheoveralleconomycanfocusthewilltocreatetheinfrastructures
necessaryforcapitalism3.0.Whatrole,then,canNLP,asatechnologyofconsciousnessandbehaviouraldesign,playintherealizationofglobalcollectiveleadership?
ThehistoryofthedevelopmentofNLPwouldseemtoreflectthestagesofdevelopment
ofcapitalismasScharmerdescribesit.Atitsinception,BandlerandGrindermadetheperformanceclaimthatNLPwouldbeinstrumentalin“findingwaystohelppeoplehavebetter,fullerandricherlives.”8ThefoundersinfusedNLPwithaconstructivistsetof18
presuppositions,givingitanopen-endedDNAwhichwouldfosteritsevolutionary
developmentformanydecadestocome.
Earlyoninpractice,however,NLPespeciallyintheUSAandundertheauspicesofRichardBandlerbecameassociatedwithvalueswhichcouldbeseentobealignedwitha
Capitalist1.0developmentalstage.Fromaninitialinspirationthroughthehealingwork
oftherapistslikeVirginiaSatirandFritzPearls,BandlerandmanyofhisstudentsmovedNLPintotheroleofsupportingbusinesssuccessforpersonalpowerandprofit.The
promiseof“havingbetter,fullerandricherlives”wastakenliterallytomeangettingrich,andwasfulfilledinprogrammeslikethoseofTonyRobbins’forpersonalsuccessinlife,hard-ballsalestrainingcoursesfocussedoninfluencingcustomerstobuywhatthe
sellerwanted,andhyperbolicclaimstoshort-cutstotherapeutichealingwhichunderminedthediscipline’scredibilitywiththescientificcommunity.Itwouldseem
thattheinitialpracticalapplicationofNLPleftbehindscorchedearthintheUSA,sothat
littleinthewayofnewdevelopmentshascomefromthereforsometime.
InabreakwithBandler,JohnGrindercreatedthe“NewCode”asanattempttorectify
theperformativecontradictionheobservedinmanyofthefirstgenerationofNLPpractitioners.
8Wikipedia,from the book jacket of Bandler and Grinder (1975b)
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Inthelate70sInoticed(JG)asignificantnumberofNLPtrainedpractitionerswho
werestunninglyeffectiveindoingchangeworkwithclientsyetthesesame practitionershadchosennotto,orlackedthechoiceto,applythepatternsofNLP
successfullytothemselves.Ithereforesetoutwiththeintentionofdesigningasetof
patternsthatwouldbothcorrectthecodingflawsoftheClassiccode(roughlymy
collaborativeworkwithBandlerfrom1974through1978)thatcouldnotbeeffectivelypresentedunlessthepresenterwascongruentwithselfapplication.9
InterpretedthroughtheframeworkofScharmer’scapitalistdevelopmentalline,one
couldsaythatBandler’sNLP,thoughconstructivistinitsconception,developedanoutwardresults-orientationinpracticethatsoughttomasterdynamiccomplexityinthe
materialworldandregardedpersonalgrowthassomethingofinstrumentalinterestin
theserviceofoutwardgoals.Incontrast,Grinder’sattempttorefocusNLPonsubjectivecongruitywouldfitwiththeunderstandingofcapitalism2.0,withitsfocusonsocial
complexity.ItisnotsurprisingthatGrinder,togetherwithRobertDilts,becameadrivingforceinthedevelopmentofEuropeanNLP.Theresult,astheexampleofa
reviewofacourseataEuropeanNLPschoolbytheGuardianintheUKexplains,isaset
ofvaluesthroughwhichtrainersare“anxioustoproveyoucanbedecentandnon-overbearing-British,youmightcallit-andstilllearntheartsofhumaninteraction.‘You
cannotnotcommunicate,’asaposteronthewalldeclared.Andso,ourpersonablehosts
explained,youmightaswelllearntodoitwell."10NLPinits“green”incarnationundercapitalism2.0isprimarilyconcernednotwithinfluenceforpersonalgain,butwith
rapportforsocialbelonging,andwithdevelopingprofessionaldialoguecompetencetofosterthestakeholderconsensusrequiredforactionina2.0environment.
NeitherBandler’sAmericanNLPnorGrinder’sandDilt’sEuropeanadvancehaveledthe
developmentofconsciousnessintheirrespectiveeconomicandculturalcontexts,however.Rathertheyhavebeenlaggingenablersofexistingstagesinthe
developmentalline.Bandlerdidnotinventtheneo-liberalideology,butservedtomakepeoplemoreeffectiveinlivingoutitsvaluesintheirpersonalconsciousnessand
behaviour.Likewise,GrinderandDiltsmayhaveanaffinitytotheproblemsofsocialcomplexity,buttheirreformulationofNLPformatsandtheirapplicationofthemethods
toresolvingproblemsofsocialcomplexityservetoconfirmthe2.0developmentalstage
andhelppeoplebecomemorecompetentatlivingit,ratherthantoadvanceitsevolution.
IfNLPistoplayasupportiveroleinthecapitalism3.0world—nottomentioninthe
transitionfrom2.0to3.0—itwouldfirsthavetounderstandwhatthenext
developmentalstageisgoingtobe,andthendevelopboththeconsciousnessandtheformatstoenablethetransformation.
Wilber,Graves,DevelopmentalLinesandtheNextLevel
Manyofthemodelswhichcouldmapthepatharealreadypartofcurrentresearchand
dialogueinNLPcircles.Aspartofthegeneralmovementtounderstandandfosterchange,explanatorymodelsareappearingwhichtakeadevelopmentalorevolutionary
approach.Asprobablythestrongestexample,KenWilber’sAQAL-Modelattemptsto
9http://en.wikipedia.org/wiki/New_Code_of_NLP-cite_note-010http://www.guardian.co.uk/lifeandstyle/2007/jul/21/weekend.oliverburkeman
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bringtogether“allquadrants,all(developmental)lines,alllevels,stagesandstates”ina
theoryofeverythingpertainingtohumanevolution.11Summarizingtheanalysisofhumandevelopmentofabout100researchersandincludingtheirextrapolationsof
wherewemightgofromhere,Wilberhascreatedamapofdevelopmentcodedtothe
naturalcolourspectrumoflight,wheretheredendofthespectrumrepresentslower
frequency,lesscomplexstagesandthevioletendthehigherfrequency,morecomplexstagesofdevelopment.
Chart5:12
Accordingly,Capitalism1.0couldbeunderstoodintermsoftheAmbertoOrangelevelofdevelopment,rootedinamixtureofabsolutisticconceptsoftruthandorderand
animatedbyastrivingforpersonalfulfilmentinthematerialworld.Thevalues-orientationtendstowardsawillingnesstosatisfyegoneedstoday,evenattheexpense
ofothers.Thinkingisataconcreteorformaloperationallevel,self-identityis
conformisttoconscientious,whiletheculturalworldviewexistsinatensionbetweena
11see,e.g.KenWilber,IntegralSpirituality12KenWilber,IntegralSpirituality,p.
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projectionofpowerandmeaningontoamythicalGodandtheEnlightenment
rationalismoflogicalpositivismandscientificmethodandexperimentation.
Capitalism2.0isathomeinthemorecomplexGreenbandwidth.Herethinkinghas
developedtheabilitytotakemultipleperspectivesandseethetruthexpressedineach,
withoutfeelingtheneedtocollapsethedifferencesintoonepointofview.Differenceisexperiencedasenrichingandconstructive,wheremanymindsaremoreintelligentthan
one,andteamsofdifferentpeoplemoreeffectiveandrobustthanisolatedindividuals.Individualsexperiencethemselvesfirstasmembersofasociety,forwhichtheyare
willingtosacrificeimmediategratificationforgreaterbenefitsforboththemselvesandotherslater.Paradoxically,theworldviewisindividualisticratherthanconformist,
sinceconsciousnessatthislevelisabletosustainindividualityinthepluralityof
differentperspectives,andfindsitselfenrichedinitsidentitythroughitsawarenessofotherviewsbyseeingitselfthroughtheperspectiveoftheother.
BothAmber-OrangeandGreensharewhatWilbercallsafirst-tierqualityof
consciousnessbasedonthestrivingtosatisfydeficiencyneeds.Theexistentialquality
ofperceiveddeficiencycolourstheselevelswiththefearofloss,inthecaseof1.0ofnothavingenough,power,statusandmaterialthings,andin2.0ofnothavingenoughsocial
fulfilmentandbelonging.TheNLPwhichemergedfromBandler’sbusinessand
personaldevelopmentprogrammescouldbesaidtohaveburnedoutthroughtheego-realizationneedsofitsteachers,strivingforsuccessevenattheexpenseofothers,
tippingintopowergamesandattemptsatcontrolthroughthemanipulativeapplicationoftheformats,andultimatelyplayingwin-losegameswithpeoplewhowereperceived
ascompetitors,asshowninthelegalbattlesBandlerfoughttowincontroloverthe
nameasatrademarkandsecurethebusinessopportunitiesforhimselfattheexpenseof
hiscolleaguesandthemovementintheUSA.3.0issueswerefarremoved,theneedsoftheegotakingprecedenceoverallotherconcerns.
Theconsequencesofthestrivingtosatisfydeficiencyneedsin2.0atthelevelofGreen
aresociallymoresophisticated,butnolessdevastatingintheireffectontheabilitytosolve3.0problems.WhereAmber-Orangeovervaluestheego,Greenbecomesbogged
downinacomplexquagmireoffeelings,interests,interdependenciesandgroup-think
throughadevaluationoftheego.Since,forexample,everyinterestisdeemedtobevalidinitself,thelegitimacyofinterestsisnotweighedagainstcriteriaofalarger
viability,butisdeterminedthroughconsensusthattendstowardsthelowestcommondenominator.Advocacyofapointofviewasbetterthananothercontravenesthe
principleofequalityanditssensitivitytothemarginalizationofothersasthemost
sacredofgreenvalues,andtriggerssanctionsforanti-socialbehaviour.SinceGreenhasovercomeandleftbehindthenotionofonetruth,notestofthelegitimacyoftruth
claimsofvaryingperspectivesisundertakenatall,oftenregardlessoftheirillusionary,
neuroticorhiddenegotisticalqualities,orsimplyoftheirimpracticality.GreenNLPthrivesinanenvironmentofinfinitespaceforeveryfeelingandpointofview.Whileit
developstheabilitytolistenandunderstanddifferingpointsofviewandsohelpstoliftconsciousnessandbehaviouroutoftheconditioningtodominanceofAmber-Orange,
whatisoftenlostistheabilitytoperformrealitytestswhichmightexcludesomepoints
ofvieworsomefeelingsfromequalconsiderationforthebenefitofthelargerwhole.
Wilberdescribestheshiftfromfirst-tiertosecond-tierconsciousnessaqualitativelynewkindofchallengeinourdevelopment,asitmarksthetransitionoutofdeficiency
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consciousnessandintoself-actualizationneeds.Secondtierinformsandempowersour
capacitytoconsciouslyevolve,bothindividuallyandasaspecies.CommentingontheGravesvaluesdevelopmentalline,hesaysthat,
Withthecompletionofthegreenmeme,humanconsciousnessispoisedfora
quantumjumpinto"second-tierthinking."ClareGravesreferredtothisasa"momentousleap,"where"achasmofunbelievabledepthofmeaningiscrossed."In
essence,withsecond-tierconsciousness,onecanthinkbothverticallyandhorizontally,usingbothhierarchiesandheterarchies(bothrankingandlinking).
Onecantherefore,forthefirsttime,vividlygrasptheentirespectrumofinteriordevelopment,andthusseethateachlevel,eachmeme,eachwaveiscrucially
importantforthehealthoftheoverallSpiral.…Becausesecond-tierconsciousness
isfullyawareoftheinteriorstagesofdevelopment—evenifitcannotarticulatetheminatechnicalfashion—itstepsbackandgraspsthebigpicture,andthus
second-tierthinkingappreciatesthenecessaryrolethatallofthevariousmemes play.Second-tierawarenessthinksintermsoftheoverallspiralofexistence,and
notmerelyinthetermsofanyonelevel.13
Capitalism3.0canundoubtedlyfunctiononlyonasecond-tierlevelofconsciousness.If
itistoplayaproductiverole,howcanNLPitselfmakethe“momentousleap”toWilber’s
colourcodelevelofTeal,andwhatwouldasecond-tierNLPbeabletocontributetothesolutionstoemergingcomplexityproblems?
Second-tierNLP—aVision
AnexampleofwherethejourneyforsecondtierNLPmightgocanbetakenfromJoseph
Jaworski,whoisaleadingfigureinwhatScharmerdescribesastheemergingfourthfieldofpresencingandwhichlikelyoccursoutofasecond-tierconsciousnessinWilber’s
model.Inhisrun-uptofoundingtheAmericanLeadershipForum,JaworskimetwithDavidBohm,thephysicistand“Diaolgue”author,tofindorientationforhisquesttolift
leadershipinAmericatoanewlevelofcompetenceforthecomingchallenges.InaninterviewwithOttoScharmerin1999,JaworskidescribeshowBohmindicatedthat
whatheneededtodotosolvemanyoftheproblemsofleadershipwasto“removethe
blocksthatseparatethesepeople.Thenyoucanoperateasasingleintelligenceforthe
goodofthecommunityortheregion.”14 TheALFwhichhewentontofounddidmuchgroundbreakingworkintryingtounderstand“howtobringthesekindsofcollapsing
boundaryexperiencesabout,howtoproducethatexperience.Andnotjustindividually,butonagrouporcollectivelevel.”OneapproachJaworskichosewastobringtogether
25communityleadersfromallareasofcommunitylifewhowereatthetopoftheir
game,introducetheminanorientationworkshoptotheprinciplesofcollectiveleadership,andthengoforsevendayswiththemintothewildernessunderthe
guidanceoftheOutwardBoundorganizationtoproducetheexperienceofwhatitcould
meantocollapsebarriersbetweenthemandallowthemtoworkasonecollectiveunitinthewildernesssetting.Thehopewasthatthisexperiencewouldfunctionasfourth
fieldconditioningandaguidinglighttotheirleadershipinthecommunitywhentheyreturned.
13http://rationalspirituality.com/articles/Ken_Wilber_Spiral_Dynamics.htm14http://www.dialogonleadership.org/interviews/Jaworski-1999.shtml-five,andsubsequentquotes
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Feelingattheendofthe80’sthatitwastimetomoveon,JaworskiwasaskedtoheadupthecurrentiterationofthescenariogroupatRoyalDutchShell.UnderAriedeGeusthe
companyhadestablishedanadvancedplanningprocessbasedonthedevelopmentof
alternativescenariosofworldwidetrendsintothefuture.Jaworskitooktheopportunity
toapplyhisinsightsfromtheAFLperiodtothecorporateplanningsetting.Whathefoundwasthat,“Everythingwasveryrational.Theirwholescenarioplanningprocess
wasveryrational.Iultimatelywantedtogodeeperandgobeneaththesurface,tosensethefuturethatwantedtoemerge,whichpeopleatShelldidn’tunderstand.Andthiswas
likebeing…fromanotherplanet.”Ratherthansimplydownloadandupdatethevisionsofthefutureinrationalandanalyticinterviewsonbusinessissueswiththevarious
managersatthecompany,Jaworskioversteppedrationalboundariesindeeplistening
interviewsonaone-on-onebasisto“puttogetheranunbelievablepictureoftheinternalworldofShell.Ihadtheseboundaryblurringexperienceswithmanyofthem.”The
resultwasapairofprofoundscenarios,called“Barricades”and“NewFrontiers,”ofwhichthesecondwhichwasadoptedoversteppedtheboundariesofconventional
thinkingatthetime,helpedtomoveShellintoaforward-lookingculturechangeprocess,
andpreparedthecompanybetterthanitscompetitorsfortheshiftintoalternativeenergysourcesandamulti-polarpoliticallandscape.15
AftertheShellperiodandduringhisnextphaseinBostonwithPeterSengeattheMITOrganizationalLearningCenter,JaworskiwrotehisbookSynchronicitytogetherwith
BettySueFlowerstoformulatetheessenceofhisleadershipdevelopmentquest.Thequestionunderlyingthebookwas,
Howtoaccessourhighestsourceofcreativitysothatwecangivebirthto
somethingentirelynew.Toknowwhatitisthatwantstohappenintheworldandbringitforthintoreality.IhadhadalltheseexperiencesI’vebeendescribingtoyou,
butifyouseparatetheseintodifferentthings,intodifferentrealms,howwouldIbringitalltogether?IwantedtobringtheseexperiencesandwhatIhadlearned
fromDavidBohm,FranciscoVarela,RupertSheldrakeandotherstogetherinacoherentsetofprinciples.Ibelievethatthemostimportantrealmofleadershipis
theonethatwe’vebeendiscussing.It’sthiscapacitytocollectivelysensewhatitis
thatiswantingtobebroughtforthintheworld,andtobringitforthasitdesires.
Jaworski’spathwasoneofaction,confrontingoldsystemswithfourthfield,second-tier
principlesandopportunities.Whenaskedwhatmadethedifferenceinhisworkand
whatmadeitsuccessfulinovercomingoutdatedpatternsofleadership,hesaidthatinhisexperienceitwasnotsoimportantwhat aleaderdid,wherebyitwasclearthatheneededtobecompetentinhismanagerialcraft.Norwasitsoimportanthow hedid
whathedid,thoughanorientationtosocialcomplexityisasecondprerequisitefor
success.Essentialwas fromwheretheleaderacted.Fourthfieldcollectiveactionisgeneratedbyleadershipwhichstartsfromandactsoutofthefourthfieldfromthe
beginning.Itistheleadingfromthefuture,beingintheserviceof“whatiswantingtobebroughtforth,”andfindingotherswhosharethespaceofthefourthfieldtogetherwith
youwhichultimatelymakesthedifferenceinresultsachievedindealingwithcurrent
problems.
15JosephJaworski,Synchoronicity:TheInnerPathofLeadership,Part4.22,“NewFrontiers,”Berrett-KoehlerPublishers,1998.pp.160ff
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ThisinsightimpliesforNLPthatneithertheleveloftechnologyembodiedintheformats,northesocialcompetencedevelopedbyapplyingtheformatscongruentlywill
resultinanycontributiontothefourthfield,second-tierconsciousnessfromwhere
collectiveleadershipfromthefuturebecomespossible.Onthecontrary,afocuson
moreeffectiveOrangeormoreauthenticGreenensuresthattheleaptoTealwillremainforeverbeyondNLP’sreach.
Totakeitsnextevolutionarystep,NLPwillhavetorelaunchitsself-identityfroma
second-tierplatform.Thequestionof“fromwhere”actionistakenalsoinvolvesthequestionof“whatfor”actionistaken.UsingScharmer’sTheoryUasorientation,this
wouldmeanthatNLPwouldneedtoactfromanawarenessof“whatiswantingtocome
forthcollectively.”WhatthismeansindetailcanbeexplainedintermsofthevaluesdevelopmentallineinGraves,wheresecond-tieriscolor-codedtoyellow/turquois
(Wilber’sTeal)below.
Chart6:16
Second-tieroriginationrequiresthatthreemovementsbecompleted.First ,alllevelsup
toGreenhavebeenlivedthrough,understoodandintegrated.Second ,thelimitsoffirst-
16SteveSelf,AQALCollage,second-tierlevelsinWilber’sfourquadrants.Forthefullcollageseehttp://in.integralinstitute.org/avantgarde/self/1_06.shtml
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tiervalueshavebecomesoclearinexperienceandunderstandingthatnoalternative
remainsbuttogobeyondthem.Andthird ,theneedandwillingnesstogobeyondfirst-tiermodesismademanifestintheleaptosecond-tieraction.Whilethefirsttwo
movementsarepreconditions,thethirddemonstratesthatonehasarrived.Forthe
transformationofconsciousnesstosecond-tiercannotberealizedthroughthoughtor
feeling,butonlyphenomenologicallythoughtheexperienceofinitiationof,orparticipationincollectiveleadershipprocessesthathaveanactualeffectontheworld.
Atthesametime,secondtierisastateofbeingthatisbeyondaction.Itis
transformationalbyexample.Itsleadersachieveresultsnotbywhattheydo,butbythewaytheyare,suchthatotherslearntofollowbyexperiencingintheleadersomeone
whointhequalityofhispersondemonstrateswhatitmeanstoliveasanintegralor
holisticself.17InScharmer’sU-Process,thesearetheanswerstothequestions,“Whoismyself?”and“Whatismywork?”answerednotintellectually,emotionallyorsocially,
butinthetransformationaleffectofourbeing,andoftheresultsofactionsinitiated
fromthat(collective)beingstate.
Examplesoftheeffectivenessofactionemanatingfromasecond-tierstateofbeingaremyriadinhumanhistory.Wehaverecordedcasesoverthousandsofyearsofindividual
expressionsofpost-rational,transpersonalorilluminatesstates.18Whatisnewisthe
direneedforthesestatestobecomelevelsofmaturitythatarecollectivelyachievedonalargescale,andarestableenoughtobecometheplatformforsustainableglobal
economic,socialandconsciousnesschange.
ForNLPtomakethetransition,then,itwouldneedtoinitiateandbringtosuccessful
completionprojectsincollectiveleadershipfromthefuture,anditwouldneedtoleadbyexamplethroughthecharacterandqualityofitsservicetoglobalsurvivalandquality
17"Characterteachesaboveourwills.Menimaginethattheycommunicatetheirvirtue
orviceonlybyovertactions,anddonotseethatvirtueorviceemitabreathevery
moment."RalphWaldoEmerson
18E.g.Lao-tse,Taoteking
OnLeadership
Awiseleader,Ishardlynoticed.
Thelesswisearehonouredandcelebrated.Inferiorleadersarefearedandhated.
Incompetentleadersareridiculedandscorned.
Hewhoincompletetrustbelievesinthegood,
Leadspeopletofulfilment.
Awiseleadersweighshiswordsanddeeds
Withcare.Almostimperceptiblyheleadstoself-discovery.
Arehisworkscompletedandthegoalachieved,Allfeel:Wediditourselves.
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oflife.Todate,NLPhasnotbeenknownforitstransformationalworkonacollective
level.Whatwouldsuchaconceptthenlooklike?
InnovationFrames,Concepts,GoalsandMethodsforImplementingSecond-Tier
NLP
Toeffectglobalchangeistointroduceinnovationintotheinfrastructuresandconsciousnessofsystemsateverylevel.Innovationprocessesdescribethepractical
stepstoimplementchangeweknowweneedtomake.Wereitsimpletoinnovate,thenwewouldalreadyhaveanswerstomanyofourproblems.Thechallengeliesnotinthe
processesthemselves,whicharematureandsupportedbyexcellentsoftwaresolutions.
Ratheritisa“front-loading”issuewhichneedstobemastered,andwhichoperatesaccordingtotheprincipleof“garbagein,garbageout”towhichmostattemptsat
innovationsuccumb.
Forexample,thefinancialorientationtowardsshareholdervalueandshort-termprofit
maximizationatanawarenesslevelofcapitalism1.0,controlledbymeansoffinancialkeyperformanceindicators,hasaninherenttendencytofocusonprofitbasedon
productivitythroughcostreduction,andinitsriskmanagementtofocusonlimitingrisk
toincreasecontrolandpredictability.Asaresult,innovationtendsgoawayfrominventingtrulynewproductsandservicestowardslineextensionsinanexisting
portfolio,whichisoneofthelowestvalueinnovationlevelsandnowaytomaster
difficultproblems.Forinnovationonhigherlevels,short-termfinancialorientationandaneedformechanicalcontrolaretoxicintheireffectsonresults.19
Theinnovationprocesstakesthesubjectivequalitiesitisgivenasinput,suchas
presuppositions,styles,tendencies,philosophies,andvalues,andefficientlyproduces
productsandserviceswhichmirrorthisinput:Inthecaseofinnovation-averseapproachestobusiness,thegarbagethatcomesoutsimplymirrorsthesubjective
garbagethatwentin.Innovation,therefore,confrontsuslesswithobjectivechallenges
oflimitstotechnologythanwithsubjectivechallengestothewaywethinkandlive,toourperception,beliefsandvalues.TheGermantrendresearcherMatthiasHorxwrites
in“Wiewirlebenwerden,unsereZukunftbeginntjetzt”(tr.HowWeareGoingtoLive,OurFutureBeginsNow),abookontrendsandfuturescenarios,thatwhatwouldshocka
timetravellerfromahundredyearsagomostaboutthewaywelivetodayisnotourtechnology,suchashousing,personalandmasstransportation,energygenerationor
19Properlyunderstood,theshareholdervalueconceptdoesnotexcludestakeholder
interestsonaCapitalism2.0level,nordoesitreducestrategytoshort-termprofitgoals.Introducedasametrictoconstrainaself-serviceattitudeamongprofessionalmanagers
inthe1980’s,ithasinthemeantimebecomedivorcedfromitsoriginalintention,sothatearlierproponentslikeJackWelchnowsaythat,"Onthefaceofit,shareholdervalueis
thedumbestideaintheworld...Anyfoolcanjustdeliverintheshorttermbysqueezing,
squeezing,squeezing...Shareholdervalueisanoutcome,notastrategy.“BusinessWeekinterview,March16th,2009:
http://www.businessweek.com/bwdaily/dnflash/content/mar2009/db20090316_630496.htm
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communication,whichforthemostpartexistedinprincipleandinsimplerforms
alreadyinhistime,butthechangeinourbeliefs,valuesandbehaviours.Ourmorality,ourapproachtosexuality,authority,race,nationality,communication,relationships,
politicsandenvironmentwouldposeafargreaterchallengetohisabilitytounderstand
andliveinourworldthananythingphysicalhemighthavetodealwith.
Projectedintoourfuture,itisoursubjectivityandinter-subjectivitywhichalsosetsthe
greatestlimitstoourpotentialfordevelopment,anditisatthispointthatNLP,withitstechnologyandexperienceineffectingchangeinpeople,hasacontributiontomake.To
dosopractically,however,asecond-tierframeofmeaningandaninfrastructureframeworkisneededtogivetheAmber-OrangesuccessformatsandtheGreen
emotionalandsocialformatsaTealmeaningandeffectonthecollectivelevel.
Twointerlinkedprocessescouldbehelpfulinachievingthesechangegoals,oneprocess
toshowwhereexactlysubjectivetransformationworkisneededonacollectivelevel,
andtheotheraprocesstoimplementthechanges.Thefirstcouldbeprovidedbya
three-dimensionalinnovationmatrix,inwhichareasandlevelsofinnovationarelinkedtolevelsofsubjectiveandinter-subjectiveevolution,tomapoutwhereexactlytransformationworkneeded.Aninnovationmatrixofthiskindmapsteninnovation
typesagainstseveninnovationlevels.TheGravescolour-codingshowstheoverall
developmentallevelofthecultureoftheorganizationinthewayitunderstandsanddealswithchangeattheintersectionofinnovationtypesandlevels
Belowisanexampleofsuchathree-dimensionalinnovationmatrix.
Charts7and8:
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,hieved?
When you look back on the results of the last years, where do you believeat you stand today?
change level. Only one point per
line. Add Graves levels withbackground colours.
ovation
els /ovation
es
New to the
world
New to the
industry
New to the
company
Renovation
of existingcategories
Incremental
improve-ments
Just
repositioning
Cost
reduction
Explanation An idea
which iscompletelynew to the
world
An idea
which iscompletelynew to your
company
An idea
which is newto yourexisting
product line
The next
version of anexistingproduct line
Small
improvements, newfeatures,
correcting
mistakes
Reposition-
ing anexistingproduct
Cost
reductionwithoutsignificant
changes to
the product
sinessdel
How youdesign your
businessmodel
Gravescolours for
levels of development
->
works
d alliances
How
stakeholderssupport each
other
Texts
describingthe facts ->
ablingcess
How yousupport
valuecreation
processesand people
re process How youdesign your
coreprocesses
duct
formance
How you
design yourproducts
ducttem
How yourcreate and
developplatforms for
your productportfolio
ue addedcepts
How you addvalue
dimensionsto physical
products
annel What saleschannels you
use, offer orinvent
nd Whatcommunicati
ons channelsyou use,
offer orinvent
stomerperience
Whatemotional
relationshipyour
customersexperience
When you look at the requirements of the
rket, where do you believe you need to? (below)
How to do the analysis: Mark the change
level. Only one point per line. Add Graveslevels with background colours.
ovation
els /ovationes
New to the
world
New to the
industry
New to the
company
Renovation
of existingcategories
Incremental
improvements
Just
repositioning
Cost
reduction
siness
del
How you
design yourbusiness
model
works
d alliances
How
stakeholderssupport each
other
abling
cess
How you
supportvalue
creationprocesses
and people
re process How youdesign your
coreprocesses
ductformance
How youdesign your
products
ducttem How yourcreate and
developplatforms for
your productportfolio
ue addedcepts
How you addvalue
dimensionsto physical
products
annel What saleschannels you
use, offer orinvent
nd Whatcommunicati
ons channelsyou use,
offer orinvent
stomerperience
Whatemotional
relationshipyour
customersexperience
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TheInnovationMatrixFacilitationProcess:Groupsresponsibleforinnovation,
includingleaders,technicalexperts,projectmanagersandsalesandmarketing
managersmeettogaugetheinnovationleveloftheorganisationinthetentypesof
innovation,andthenreflectonthelevelatwhichtheorganisationalcultureunderstandsanddealswiththeneedforinnovationinthoseareasofaction.Oncethegroupshave
filledoutthe“actual”matrix,theintersectionpointsarediscussed,causesareanalysed,andconsequenceslookedat.Forexample,alargefamilycompanywhosebusiness
modelhasgonethroughnomorechangethantheoccasionalrepositioningfor40years,andwhosecultureishierarchical,managedbycommandandcontrolinanauthoritarian
self-understanding,whichisbureaucraticinitsoperationsandrisk-averseinits
controlling(Gravesblue/WilberAmber),willfinditdifficulttoseeandacceptthecomingendoftheproductlifecyclewhichmadeitamarketleader40yearspreviously.
Inthereflectiononcompanycultureandthelackofstronginnovationinrecentyears,
thestakeholdersmaycometounderstandhowparticularassumptionsabout
management,beliefsdevelopedthroughpastsuccess,andvaluesthathaveemergedascompanyculturemayposeathreattothecompany’sfurtherexistenceifthemarketmovesandthemanagers’perceptionignoresthefactsinfavourofconventionandhabit.
Thegroupsarethenaskedtolookatthemarket,thecompetition,technologicaldevelopments,andfuturetrendsandthenassesswheretheyneedtobeonthe
innovationscaletosurviveandprosper,andwhatkindofculturewouldbeneededto
supportthechangeandthenewlevelofcomplexityitinvolves.Intheprocessthegroupmightbecomeawarethatthecompanyneeds,forexample,totransformitselffrom
beingaproductproducertobecomingasolutionsandservicesorganization,focussednotonengineering-drivenimprovementstoexistingproducts,butdrivenratherbythe
marketandfocussedonsystemsintegrationandinterfacetechnologies.Thecultureneededtomaketheseinnovationssuccessfulmightbeprojectandprocess-oriented,flexibleandagileandsonon-hierarchicalbothinitsorganisationalstructureandinits
managementstyle(Gravesgreentoyellow/WilberGreentoTeal).A“tobe”visionoftheinnovationinthebusinessmodelismappedinthe“tobe”innovationmatrixandthen
formulatedasamission,values,visionandstrategy.
Thegroupsthenconfrontthedeltabetweenthe“tobe”and“actual”organisation.
Innovationgoalsareset,andinnovationinitiativesareformulatedwhichtakeinto
accountthecriticalsuccessfactorswhichthetransformationmustmaster.Achangevisionisformulatedandachangeprocessdesigned.
SoftFactsInterventionsonaPathnotonlytoCultureChange,buttoaLeapin
LevelstoSecondTier
Theoperationalchallengeofimplementingwhathasbeenenvisionedliesinconfrontingthesubjectiveconditioningofboththepeopleandtheirorganisationalculture.70%of
allmergersfaileithercompletelyorinlargepartbecausecultureincompatibility.70%
ofallIT-integrationprojectsfailtorealizetheobjectivesandsynergiesforwhichtheywereintendedbecauseofchallengestohabitualwaysofdoingthings.Most
organizationaltransformationprojects,suchasleanmanagement,processre-engineering,orrestructuringachieveshort-termresults,onlytoseetheculturefallback
intoprevioushabitswhentheinitiativesend.Changemanagementhelpsdramatically
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toenablebuy-inandsustainabilityforchange.However,totheextentthatchange
managementitselfoperateswithinthepresuppositionsofaparticularculturallevelofdevelopment,itcanonlyhelptoreproduceexistinghabitsdressedupinotherclothes.
WhereNLPcanmakeaprofoundcontributiontosecond-tieractionisindoingthe
transformationalworktohelppeopletakeaconstructivistapproachtoactionandeffectivelylearnnewattitudes,behavioursandhabits.Thevisionforproducts,services,
organizationandculturecanbearrivedatthrougha3Dinnovationmatrix.Operationalsuccesswilldependonopeningthemind,theheartandthewilltogetbeyondsubjective
limitationsandengagingthemassuccessfactors.
Keyelementsonthepathtopresencinginsecond-tierconsciousnessare:
1. Learningtosee–understandingandinterpretingartefacts2. Understandingbeliefdrivers–discoveringandchangingaxioms,
presuppositions,beliefs
3. Connectingtothepowerofvalues–recognizing,challenginganddevelopingvalues-basedstructuresinordertoovercomebarrierstoinnovation
4. Developingsharedpicturesofthefuture–developingscenariosthroughcollectivedialogueprocessesandtheirintegralapplication
5. Usingthepowerofdevolvedorganizations–understandinghowsocialinnovationworks,andbuildinginfrastructureswhichenabletribestochangethe
world
6. Developinginnovationstrategies–findingone’sinnovationDNA7. Leadingstrategicconversations–buildingtri-sectorcollectiveleadership
processestoimplementinnovationonaglobal-localscale
Actionarea1:Learningtosee–understandingandinterpretingartefacts
AnothersayingascribedtoEinsteinisthatfisharethelastcreaturestonoticewater.It
isnaturalforthebraintotakeitshabitualenvironmentforgranted.However,theworld
weliveinisnolongerprimarilynatural,butwasmadebypeopleintheprocessofourculturaldevelopment.Oneoftheprincipleeffectsofmovingfromlevel3tolevel4inthe
U-processistorecognizethatthepolicies,structures,processes,economics,andculturewefeelsubjecttoandoftenvictimizedbyarenothingbuttheresultofourown
collectivedoing.Themarket,forexample,isnotlikeaplantoramountain,whichare
factsofnaturethatformthecontextinwhichhumanityevolved,butratherlikeacarorbuilding,whicharethingsthatsomeonehasinvented.Yetweexperiencethemarket
underCapitalism1.0and2.0asanexternalforce,asafactoflife,asifouractionshadnothingtodowithitsexistence.Ithasbecomesodeeplyembeddedinourperceptualpresuppositionsandhabitsthatweencounteritasathingweexperience,notanactthat
weperform.Ithasbecomeanartefact—asopposedtoabiofact—whoseanthropologicalanalysiscangiveusinformationaboutthecultureofitscreatorsand
users.Theinterpretationofthemarketasasocialartefactlaysbarethehistorical
reasonsforitscreation,thebeliefsandvaluesuponwhichitsexistenceisbased,andtheinterestsandaimsitservestosatisfy.Learningtoseethefactsaroundusasartefacts
movesthemfromtherealmofthingstowhichwearesubjectintothatofactionsupon
whichwehaveinfluenceandsoempowersusineffectingchange.Wethusbringourselvesintoapositioninwhichwedaretoaskourselves,e.g.whetherthemarketwe
nowhaveistheoneweneedorwanttohaveinfuture,sothatwecangetdowntothebusinessofcreatinganalternativevisionandplanningitsimplementation.
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InathreadonScharmer’s“7AcupuncturePointstotransformCapitalism”paperonthe
needfortransformationinfrastructures,DavidHodgson,aCommunitymember,commentsthat
Insteadofcapitalism3.0Ihavebeenmovingtowardsavariantofthephrase‘the
sacred|spiritual|enlightened|livingeconomy’.
Ibelievewehavetomoveentirelypasttheparadigmofcapitalism,andshiftourconceptualcenterofgravityfromcapital,anabstraction,mind,tosomethingalive,
whole,andintegrated,sothatwecancomebacktolifeasJoannaMacymightsay.
Andtodefinethelivingeconomyasaplatformtosupportglobalcollectivewell
being.Grossinternationalhappinessasthemeasureofsuccess. 20
Avisionlikethiswouldbeaninnovationwhollynewtotheworld.Italsoupendsthe
mostdearlyheldpresuppositions,beliefsandvaluesofmostofthebusinesscommunity,andisamortalchallengetotheideologiesofamber-orangeandgreen.
Iwriteinresponse,
Weseemtolackthematurityforatruecollective.Forexample,inthepoliticaldebateoverhealthcarereformintheUSatthemoment,theterm"socialism"serves
totriggerfeartodiscreditgovernmentactionfocusedoncollectivewell-being--
whichtomyshockalotofpeopleseempassionately(hysterically?)tobebuyinginto!Whatisthetraumabeingactivatedhere?Imagesofthecollectiveinpopular
mediaaremostlypathologicallynegative,aswiththe"Borg"insciencefictionTV,
orinbusinessaswiththebattleagainstopensource(bySunatonepointifIremembercorrectly),ashostiletoinventivenessandvitalityseentobebasedon
motivationthroughintellectualpropertyrights.
Wehave(hopefully)movedbeyondthepainfullyforcedcollectivesofthepast
(empire,feudalism,communism,fascism)thatIcouldimaginebeingsourcesofthenegativecollectiveinsocialmemory.Butweseemtolackvisionsofself-fulfilling
collectivesofthefuture.Nevertheless,wedonothaveachoicebetweenindividual
freedomandcollectiveaction.Bychoosingindividualfreedomfromthecollectivecontext,wegenerateadysfunctionalcollective,whichunderminesindividual
freedom.Thechoiceisnotbetweengovernmentornogovernment,butbetween goodandbadgovernment(goodgovernmentbydefinitionbeinglimitedtowhatit
candowell--butdoingwhatitcandowellwithfullintelligenceandcommitment).
Oneofthethingsgoodgovernmentcoulddowouldbetoensurealevelplayingfield
forthemechanismofthemarketthroughintelligentregulationfocusedperhapson
anunderstandingof“holisticcollectivewell-being”contributedbycivilsociety.Themarketisjustamechanism.Butwedonothaveaproperlyfunctioningmechanism
inthemarketatthemoment,becausespecialinterestshavetiltedtheplayingfieldmassivelyintheirfavourwiththeirstrategyofprivatizingprofitswhilesocializing
costs.Couldwenotreconceiveofthemarketasasocialtechnology?Markets
mediatebetweenbothindividualandsocialinterests(asOttodescribesbrieflyinhismentionofProsper.comasanalternativetotheintermediaryroleofclassicalbanks
infacilitatingcredit).Atthemomenttheyareinthethralloftheoligarchs,butthey
20http://www.blog.ottoscharmer.com/?p=123#comments,comment2
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couldjustaswellbeliberatedtoperformtheirsocialfunctionconstructively.Social
infrastructurescouldcutoutthemiddle-men,sothatthemarket—andsocapitalism?—coulddoitsjobforeveryone.
Asteponthewaymaylieinhealingtheunconsciouslypathologicalrelationship
manyhavetothecollective(awayfromthepastofenforcedsocialcohesiontowardsexperiencesofademocraticgenerativecommunity).Maybeweneedtofocusmore
oncreatingimagesofthefulfilmentoftheselfincollectiveaction(I’mthinkingof presencingtheatreinthemediahere).Couldcapitalismperhapsbeliberatedby
art…? 21
Tothecommentontheamber-orangeconservativeAmericanresponsetotheneedfor
collectiveaction,onecouldaddthattheliberalleftAmericanresponseandtheEuropeanreflextodotheoppositeandmassivelyexpandtheroleofthestateineconomiclifeis,
becauseofitscostandineffectiveness,justasunsustainable.WhereAmber-Orange
tendstowardsreligiousandmarketfundamentalism,Greentendstowardsstate
fundamentalism.
WhatcontributioncanNLPmaketohelphealthepathologicalrelationshiptothe
collective—bothitsabsoluterejectionanditsabsoluteembrace?Withasecond-tier
awarenessasitsplatform,afullspectrumofformatswhichcanhavetherequiredeffectareimmediatelyavailable.Tonamejustafew:
- metamodelexplorationsofthepresuppositions,beliefs,valuesandconditioningbehindhystericalfearofcollectivesandinfantiletrustincollectives
- submodalityinterventionstoquestionandchangerepresentationsofcollectives- re-imprintstohealtraumaticactualexperienceswithdestructivecollectives
- reframinginterventionstomakeconstructivemeaningsforcollectivesaccessibleandavailable
- systemicinterventionstomakeconsciousandresolveentanglementswiththe
experienceofdestructivecollectivesfromthefamilyorsystembackground
- fastphobiastodisempowerthevisualanchorsforimaginedfears
ForScharmer,“Theshiftfromdownloadingtoseeingissimple—althoughnotalwayspainless.Threedistinctprinciplescanhelpustomovefromdownloadingtoactually
seeing.Theyare:(1)clarifyquestionandintent,(2)moveintothecontextsthatmatter,
and(3)suspendjudgmentandconnecttowonder.”22NLPcanprovidethecraftsmanshipinthebackgroundtoimplementtheprinciples.
Actionarea2:Understandingbeliefdrivers–discoveringandchangingaxioms,
presuppositions,beliefs
Havingsurfacedaxioms,presuppositionsandbeliefbehindtheartefactsofexistence,thechallengeisthentochangethosewhichareunproductive,createtheconditionsunder
whichviablealternativescangrowanddevelop,andhelpinthecollectiveleadership
processestoundoblocksonthislevelonanongoingbasis.
21sameasabove,comment1322OttoScharmer,TheoryU,SocietyforOrganisationalLearning,Cambridge,Massachusetts,2007,p.131
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Fromaconstructivistunderstanding,beliefsaregeneralizationsfromexperienceabout
oneselfortheworld.Withlongerhabituation,thebeliefsmakeclaimstovaliditya priori,independentlyofexperienceandwilloftenmaintainthemselvesinthefaceof
consciousawarenessofcontraveningfacts(“Iknowitsnottrue,butIstillbelieveit.”)
UndesirablebeliefscanbechangedwithclassicalformatsliketheWalkingBeliefChange
ofMcDonaldandDilts23orwithsubmodalitiesformats,andforcompetentNLPpractitionersandself-coachesthesearesimpleexercises.
Thechallengeforsecond-tierinitiativesistoenablechangeonthelevelofgroupsor
systemsintheirculture.ForScharmer,aneffectiveapproachingroupstochangingbeliefsistoengagein“dialogue,”withtheintentionofopeningtheheartandbreaking
downboundaries.DavidBohmdescribesthechallengeasfollows:
Nowwhydoweneeddialogue?Peoplehavedifficultycommunicatingeveninsmall
groups.Butinagroupofthirtyorfortyormore,manymayfinditveryhardto
communicateunlessthereisasetpurpose,orunlesssomebodyisleadingit.Whyis
that?Foronething,everybodyhasdifferentassumptionsandopinions.Theyarebasicassumptions—notmerelysuperficialassumptions—suchasassumptionsaboutthemeaningoflife;aboutyourownself-interest,yourcountry’sinterest,or
yourreligiousinterest;aboutwhatyoureallythinkisimportant.
Andtheseassumptionsaredefendedwhentheyarechallenged.Peoplefrequently
can’tresistdefendingthem,andtheytendtodefendthemwithanemotional
charge.…Thepointisthatdialoguehastogointoallthepressuresthatarebehindourassumptions.Itgoesintotheprocessofthoughtbehindtheassumptions,not
justtheassumptionsthemselves. 24
NLPhasvastexperienceingoingintotheprocessofthoughtbehindassumptions.Forexample,abusinessmanwhocomestocoachingforself-sabotagingfailureshehascausedinanotherwiseflourishingbusinessmightdiscoverthatthebeliefthat“acamel
wouldsoonergothroughtheeyeofaneedlethanarichmanintoheaven,”isbehindthe
failures.Unconsciously,thebeliefdetermineshisbehaviourtosuchanextentthathedoessomethingtocreateproblemsinhisbusinesswheneverheisatriskofachieving
greatsuccesses.Askedwhetherheconsciouslysubscribestofundamentalistreligiousbeliefs,hesays“clearlynot,”andthereasonhehascomeintocoachingistoresolvethe
conflictheisexperiencingwithhimself.Uponexamination,thebeliefisfoundtoreside
inayoungerpartofhispsyche.Analysisofitsoriginshelpshimtounderstandthethinkingprocessofthechildheoncewas,whichledtotheformulationofthebelief.
Throughtheintervention“GrowingaPart”thechild’sthinkingprocessusupdatedtoadultconsciousnessandthedysfunctionalbeliefisreplacedbyconsciousadultthinking.Theconflictisresolvedinthattheintentionofthechildisseparatedfromchildish
conclusionsandisconnectedtotheresourcesoftheadultperson,whofulfilstheintentionthoughviablebehavioursinhiscurrentreality.
GoethecapturesthefundamentalexperienceofouridentitywhenhisFaustexclaims:“ZweiSeelen,ach,wohneninmeinerBrust!”(Alas,twosoulbeatwithinmybreast).
Humanbeingsareintheirindividualityconstitutionallynotonewiththemselvesortheir
environment,inthiscaseasaconsequenceofpartspsychologyandtheautonomyof
23http://www.nlpu.com/Patterns/pattern3.htm24DavidBohm,Dialogue,RoutledgeClassics,2004,pp.8-9
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psychologicalpartsandtheirexperiences,beliefsandconclusions.Underthese
conditions,apersonisunabletoevolvewithhisenvironmentandrespondrealisticallytoitschallenges.
ForBohm,therootcauseofconflictsbetweenbeliefsandrealityliesinthe
fragmentationofthought.Hedescribeshowonthefirstlevel,
Fragmentationisoneofthedifficultiesofthought,butthereisadeeperroot,whichisthatthoughtisveryactive,buttheprocessofthoughtthinksthatitisdoing
nothing—thatitisjusttellingyouthewaythingsare.Almosteverythingaroundushasbeendeterminedbythought….Thewholeecologicalproblemisduetothought,
becausewehavethoughtthattheworldisthereforustoexploit,thatitisinfinite,
andsonomatterwhatwedid,thepollutionwouldallgetdissolvedaway.…The pointis:thoughtproducesresults,butthoughtsaysitdidn’tdoit.…Usually,when
youhaveaproblem,yousay,‘Imustthinkaboutittosolveit.’ButwhatI’mtrying
tosayisthatthoughtistheproblem. 25
NLPhasthetechnologytodealwiththeproblemofthoughtinmanyways.ButBohmgoesontosaythat,“Infact,mostofitcomesfromacollectivebackground.”WhileNLP
haswaysofperceivinganddealingwithcollectivesourcesofindividualbelief,itlacks
thetechnologyforunderstandingandchangingbeliefonacollectivelevel.NoNLPformatwouldliftanationcollectivelyoutoffundamentalistaxiomsofitscollective
thinking.Yetwearefacedwithnothinglessthanachallengeonaworldscaleifwewant
toeffectchangeinanyofthesevenacupuncturepointsinScharmer’smap.
Scharmermakessome“diagnosticobservationsaboutthecurrentstateofthecollectivebodyofconversationthathappensinorganizationsandinstitutionsdaytoday,moment
tomoment,”whichmirrorsthedynamicsofindividualidentityandthought:
1. Theindividualintentionofmostparticipantsinmostorganizationsistooperate
fromthespaceofcreativeemergence,notfromthedarkspaceofpathology.
2. Yetthecollectivelyenactedoutcomeisthatmanyconversationsinmanyormostorganizationstakeplaceinthepathologicalspaceofanti-emergence,notthespace
ofcreativeemergence3. Hence,wecollectivelydowhatnobodywants:weoperateinthetoxicatmosphere
ofpathologicalpatternsofconversation.
4. Suchaconversationalspaceistoxicorlimitingintworespects:itpreventsindividualparticipantsfromaccessingtheirdeeperlevelsofbeingand
consciousness,anditpreventscollectiveinstitutionsfromco-evolvingwiththeirenvironmentsbyaccessingthedeeperstreamsofcollectiveemergence. 26
AcolleagueofScharmer’s,UrsulaVersteegenhasdevelopedthetechnologyofthe“dialogueinterview”toenablegroupstomovefromthedestructiveanti-spaceof
pathologicalbeliefandconversationtothecreativeUspaceofconversationalreality
creation.27Sheusesadialogueprocesstoidentifyemergingthemesinlarge-scalechangeprocesses:
25
DavidBohm,pp.10-1226OttoScharmer,TheoryU,pp.287-8827TheformatisavailableunderthecollectivecommonsagreementthroughtheU-Browserat:http://www.presencing.com/tools/index.shtml
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PRINCIPLES
Createtransparency andtrustaboutthepurposeandtheprocessoftheinterview.
Practicedeeplistening(figure).
Suspendyour“VoiceofJudgment”:lookatthesituationthroughtheeyesoftheinterviewee,don’tjudge.
Accessyouignorance:Astheconversationunfolds,payattentiontoandtrustthe
questionsthatoccurtoyou.
Accessyourappreciativelistening:Thoroughlyappreciateandenjoythestorythatyouhearunfolding.Putyourselfinyourinterviewee’sshoes.
Accessyourgenerativelistening:Trytofocusonthebestfuturepossibilityfor yourintervieweeandthesituationathand.
Gowiththeflow :Don’tinterrupt.Askquestionsspontaneously.Alwaysfeelfreetodeviatefromyourquestionnaireifimportantquestionsoccurtoyou.
Leveragethepowerofpresenceandsilence:Oneofthemosteffective“interventions”asanintervieweristobefullypresentwiththeinterviewee—and
nottointerruptabriefmomentofsilence.
Interviewerscomeforthelargestpartfromwithinthesystemwhichistobecollectively
seenandunderstood.Thefourthfieldmerginginthegroupwhichcantakeplaceinthe
processcomesfromasecond-tierabilityandattentiontosensethecollectivepatternsbehindthestatementsintheinterviews.InwhatVersteegencomparestoa“jam
session,”theinterviewersmeetwiththetranscriptsoftheirinterviewsandbeginreadingindividualsentencesoutloud.“Theinstrumentsarethepeopleyou
encountered—yourinterviewees;thesheetsofmusicarethetranscriptsinfrontofyou;
andthepieceofmusicthatyourarecreatingisthesocialartofseeingandsensingtheemergingsystem,theonethatyoutriedtoelicitinthethoughtandwordsofyour
interviewees.”Aseachinterviewerreadsoutloud,hespeaksasifstrikinganoteinacollectivejazzimprovisation.Intothepause,anotherreadsasentenceinresponse.As
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thepiecedevelops,apicturebeginstoemerge.“Theygetintoarhythm,andlearnto
listentothemusicthatspeaksfromwhatremainsunsaidbetweenthequotes—theemptyspaceinbetween(deepdive).…theybegintotuneintosomeoftheemerging
patterns,picturesandpolarities…theybegintoshifttheplaceoflisteningtoward
listeningfromthewhole,thecommongroundfromwhichalloftheinstances,stories
andquotesarose.”28
NLPisnotneededforsuchcollectiveprocesses—atleastinthepartofcollectivedialogue.It’scontributionwilllikelylieinworkingwithwhatthecollectiveleadership
processtriggersintheindividualparticipants.If,forexample,theexperienceamemberofthegrouphashadwithapathologicalcollectiveistriggeredbythedeepdiveofthe
group,theensuingpersonalpsychologicaldramawillblockhisabilitytoevolvewithand
contributetothegroupprocess.Insomecasesthedeepdialoguestatewillsufficenotonlytosurface,butalsotocleartheblock,asdeeplisteninghasahealingqualityallits
own.Atthesametime,presencinggroupsarefromtheirintentionnottherapygroups,
andthemembersgenerallynottrainedtherapists.Whatistriggeredbyasecond-tier
experiencemaybehealedwithNLP’sfirst-tiertechnologiesappliedinasecond-tierstateofawareness.29
ActionArea3:Connectingtothepowerofvalues–recognizing,challengingand
developingvalues-basedstructuresinordertoovercomebarrierstoinnovation
Thefocusofthinkingandactionintheworldcouldbesaidtobemovingfromaleft-
brainedtoaright-brainedfunctionalemphasis.30Thelastcenturysawanunparalleledstringofsuccessesintechnologyandculturethroughscientificandanalyticmethods.
Withthegoodresultsfromthefocusonfactsandfigureshascomeabeliefthatleft-brainedapproachestothechallengesoftheworldarenotonlyadequate,butaretheonlypossibleoption.Asourexperienceconfrontsusmassivelywiththefactstothe
contrary,andouranalysesincreasinglyshowthatitisournaïvebeliefintheefficacyof
enlightenmentthinkingwhichhasgottenusintothecurrentmessinthefirstplace,leadersaresearchingincreasinglyforalternativesthatwillhelpustodescribe,
28OttoScharmer,TheoryU,p.29229Inmyownshortexperiencewithapresencinggroup,Isenseatendencyamongdeep
listenerstoconfuseTealcollectiveprocesseswiththeGreenprocessofsocialand
emotionalunderstandingthroughsharingingroups.AsGeorgePór,asocialentrepreneuremergingfromalonghistoryofspiritualpracticewhotookpartconfesses,
“Inthespiritoffulldisclosure,IalsoadmitthatIamarecovering‘beinginthehereandnow’addict.Ofcourse,there'snothingwrongwithstayinginthebottomoftheUforas
longasneeded.Myconcernisaboutwhenitbecomesanaddictionandpreventsusfrom
movingupontherightlegoftheU.Thatpreventionstartsfrequently,byexcludingtheprototypingdimensionoftheUfromthedesignoftheeventandreplacingitwith
"somethingwillemerge"thatafriendofmytermedas‘theopiumoftheculturalcreatives.’”30DanielPink,AWholeNewMind,foranentertainingandinsightfuldescriptionofthe
shiftintheproductionofaddedvaluefromlogical,sequential,specifiable“left-brained”activitiesthroughoutsourcingandautomationtocreativeactivitiesbasedonpattern
recognition,subjectiveevaluation,relationshipsandcreativitygenerallyassociatedwiththeoperationofthe“rightbrain.”
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understandandinfluencethesuccessfactorsforchangewithwhichtherightbrainisat
home.
Fromthevalue-basedmanagementassociatedwiththeshareholdervalueideology,
thereisanincreasinginterestbeingshowninmanagementthoroughvaluesinthe
broadersenseofthingswhichareimportanttousbeyondthefinancialbottomline.
TheGravesmodelisusefulinthisregardinhelpingvariousstakeholderstodescribewhatisimportanttothemacrosstheentirepycho-social-political-economiclandscape
oftheirorganizationsandtheirfieldsofengagement.Withtheappropriateinfrastructure,Graves’developmentallinecanbeusedtovisualizethedeltasbetween
whatisimportanttoemployees,managersandcustomers,amongothers.Inaddition,it
canbeusedtoanalysethedevelopmentaltrendsandshowwhattheenvironmentinwhichanorganisationworksdemands.Acrossallthedifferences,areasofactioncanbe
identifiedtoclosethegapsandcreatealignment,sothatvaluesconflictsnolonger
paralyseessentialinitiatives,butinsteadsupportanddrivethemaseffectivelyas
possibletowardstheachievementofresults.
Varioustoolsprovidequestionnairesandthevisualizationofanalysestosimplifythe
processofidentifyingproblemsandareasofaction.ChristopherCowan,withDonBeck
oneofGraves’formerassistantsandthefoundersofSpiralDynamics,hastogetherwithNatashaTodoroviccreatedseveralanalysistoolsinthisdirection.31
AtOrgProf3.0aquestionnairehasbeenprogrammedtoenablesystemanalysisthroughtheprismofGraves’valuesmodel.Thevaluesofstakeholdersareelicitedthroughan
onlinequestionnaire,theirexperienceofthecurrentsituationororganisationiscaptured,andtheirrecommendationsforhowthevaluesapproachshouldbedifferentis
described.Visualizedinvariousgraphs,deltascanbemadeoutandquestionsaskedininterviewsoropen-space,worldcaféorappreciativeinquiryworkshopswithacollectivepresencingintentionastowhatvalueswouldbeuseful,arewantedandwould
leadtosuccess.Changeinitiativesaredescribedtorealizethevaluesvisionandactions
agreeduponforimplementation.32
Chart9:
31AssessmentofWorldViews,ChangeStateIndicator,andAssessmentofThinkingand
Coping:http://www.spiraldynamics.org/resources_assessments.htm32Contact:[email protected]
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Forleaderswhoareaccustomedtomanagingwiththekeyperformanceindicatorsina
balancedscorecard,orevenmoresimplywithfinancialgoalsandobjectives,avalues-basedmanagementapproachcanseem“unreal.”Yetfromasecond-tierperspective,
whatisrealandunrealisoftenturnedonitshead.AsJackWelchputitintherecentBusinessWeekinterview,“...youwouldnevertellyouremployees,‘Shareholdervalueis
ourstrategy.’That'snotastrategyyoucantouch.That'snotastrategythathelpsyou
knowwhattodowhenyoucometoworkeveryday.Itdoesn'tenergizeormotivateanyone.Sobasicallymypointis,increasingthevalueofyourcompanyinboththeshort
andlongtermisanoutcomeoftheimplementationofsuccessfulstrategies.I'vealways
feltthatway,andI'vealwayssaidIfeltthatway.”Putinmoresecond-tierterms,whatcountsiswhatissubjectivelyandinter-subjectivelyimportanttopeople.Thatwestill
forthemostpartactasiftheeconomicsystemwereafactofnatureandnotanartefactofhumanityisareflectionofBohm’sproblemofthinking,notofthefacts.Avalues
approachtomanagementcanhelpustobecomeawareofwhatisimportanttous,andof
whatalsoneedstobecomeimportanttous,andcanprovideuswithamuchmorerealisticunderstandingofthenextstepsinourdevelopment.
Inthechangeprocessstemmingfromtheanalysisofthedeltasinthecollectiveleadershipprocess,itismanagingtomakethetransitionfromoneleveltothenext
whichistheprimarychallenge.NLPcansupporttheprocessthroughclassicalinterventionslikereframing,orformatstoresolvevaluesconflicts,andsoenable
individualstomasterthepersonalaspectsofthecollectivetransformation.
ActionAreas4-7:RealizingSecond-TierOrganisations,ProcessesandCultures
ThebottomoftheUisforScharmerthegoalofsubjectivesideoftheprocess,andthebeginningoftheinnovationswestrivetofindandimplement.Havingconfrontedour
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“blindspot,”andfoundanswerstothequestionsofwhoweareandwhatourworkis,
thejobofcrystallizing,prototypingandscalinginitiativesfallsintothetoolsetsoftriedandtestedinnovationprocesses.Successinthefront-loadingpartoftheinnovation
process,theleftsideoftheU,isnotfinishedinonego.Ratheritislikeallorganic
learninganiterativeaffair,towhichwereturnagainandagain,inspiredordrivenbythe
experienceswehaveinourimplementationefforts.
Tobrieflysummarizetheinnovationtoolsfortheright-handsideoftheU:
4.Developingsharedpicturesofthefuture–developingscenariosthrough
collectivedialogueprocessesandtheirintegralapplication
Manytriedandtestedmethodshelporganizationstoformulatetheirsharedunderstandingintoacoherentvisionasanexpressionoftheirsharedpicturesofthe
future.OneofthemostadvancedexamplesisgivenbytheShellscenarioprocess.Some
belongtothetoolsetsofstrategyconsultantsandaresupportedbypowerfulIT
architectures.Onasimplerlevel,leaderscanemployfacilitationformatssupportedbyfacilitationchartsforstraightforwardcollectivedialoguesonvision.GroveConsulting,forexample,provides5differentvisionformats,fromtheMoviesVisionthoughCover
StoryVision,MandalaVision,JourneyVisiontoBigWavesVision.Alltheformats
provideavisualconstellationpointbasedonaright-brainedmetaphortoenablethecollectivevisioningprocessinthecrystallizationphase.
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5.Usingthepowerofdevolvedorganizations–understandinghowsocial
innovationworks,andbuildinginfrastructureswhichenabletribestochangethe
world
Theissueofinfrastructuresisprobablythemostcriticalanddifficultofthestepsofthe
right-handU,andScharmer’spaperisanexcellentreferenceforunderstandingwhatisinvolved.
Atthesametime,itispartofthesecond-tiertaskinthissteptounderstandhow
radicallynewtherealityoforganizationhasbecomeinthecontextofcomputers,telecommunicationandtheinternet,andtolearnhowtooperatewiththesocial
networks,tribesanddevolvedorganizationsthathavecomewithit.GoogleSearch,
MySpace,FaceBook,LinkedIn,Xing,Obama.com,Wikipedia,OpenSourcesoftwaredevelopment,Twitter,andsoon,provideexamplesofhowinnovationemerges
chaoticallyfromunguidedsocialinteraction.Fromthe“green”rebellioninIranto
spontaneouspartiesorganizedbya“tribal”leaderenabledthroughTwitterasdescribed
bySethGodin,organizationhasslippedfromthecontrolofstrategistswhowouldseektouseittotheirownends.Everysuccessfulmomentofcontrolisunderminedbythereactionofdevolvednetworkstothenextattempt.Whichmessageswillgoviraland
capturetheimaginationsofmillionsacrossallbordersandculturescannotbepredicted,
despiteeverincreasingattemptstoexerciseinfluence.Thebasicmessage,however,isthatcontrolinthefirst-tiersensehasbeenultimatelylost.Andthequestionforsecond-
tierinitiativesistodiscoverwhatistimely,whatisrelevant,whatinspiresandis
attractivetodrawthetalentandengagementandthemassesonalevelbeyondcontroltomakeachangehappen.
6.Developinginnovationstrategies–findingone’sinnovationDNA
Oncecommonunderstandinghasbeenachieved,andacommonvisionhasbeendescribed,thetoolsofinnovationmanagementcometobearonproductdevelopment.
ITcompaniesprovideinnovationprocesses,frombusinessintelligencetoproduct
lifecyclemanagement.Organizationalstrategiesarederivedfrommarketorprocessrequirements.
7.Leadingstrategicconversations–buildingtri-sectorcollectiveleadership
processestoimplementinnovationonaglobal-localscale
Thisisthestepinwhichcompetenceandcommitmentshowoverthelong-term.Having
usedthenetworkandhavingbeenfoundbythetribe,thequestioniswhatcanoneachieveandonwhatscale?Thisistheunexploredland,thoughsomerolemodelslikeGore,ObamaorAveryLovinsdoexist.
Conclusion
OntherightsideoftheU,NLPhasnoparticularphilosophicalortechnological
leadershipqualities.Asoneofthefirstconstructivistapproachestopersonaldevelopment,however,itcanbeconsideredtobeaphilosophicalgrandfathertothe
movementswhichhaveemergedonasocialscale.Whetheritwilleverreinventitselfto
thepointofbecomingaconstellationpointforsecond-tierpolitical,business,socialandenvironmentalactivismremainstobeseen.Inanycase,itcanplayanimportant