商品簡介
Institutions of all sorts are facing profound change today, rising complexity at a speed and intensity we've never experienced before. So the nature of leadership must change as well. The old analytical approaches are not sufficiently flexible and creative. To be able to cope with this kind of change leaders need to be able to access the Source from which truly profound innovation flows.
Many people have experienced a connection with this Source, often when called upon to respond in times of crisis moments of extreme spontaneity and intuitive insight. Actions simply flow through them, seemingly without any sort of conscious intervention they don't think about what to do, they just know. But these experiences are haphazard ordinarily we don't know how to access the Source, and we even have a blind spot as to its very existence. Continuing the journey he began in Synchronicity, Jaworski tells the story of the development of the U Process, which enables people to overcome the blind spot and access the Source consistently, and his deep exploration of the “bottom of the U”, the part of the process where creative breakthroughs occur and where, as Jaworski puts it, there is a deep connection to Source. Jaworski's key discoveries form a four-part statement of principles on which the structure of the book is based.
Knowledge gained through access to the Source is, in the words of one cognitive scientist Jaworski met, “shockingly effective.” It has a transformative impact on every aspect of leadership. You gain the capacity to bring forth new realities, which is what the best leadership does. When connected to this source leaders gain radically new ways of operating. Using the combination of narrative and reflection that made Synchronicity so compelling, Jaworski has written a book that illuminates not only the fundamental nature of visionary leadership but also of relationships, consciousness, and ultimately reality itself.
作者簡介
Joseph Jaworski is a founder and the chairman of both Generon Consulting and the Global Institute for Responsible Leadership and is the founder of the American Leadership Forum, an NGO responsible for developing the practice of collaborative leadership. He led the Royal Dutch / Shell Group’s rewned team of scenario planners, served as senior fellow and board member for the MIT Center for Organizational Learning, and cofounded the Society for Organizational Learning.
