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A co-equal partner in the observational part of the sensorium.
When I give a talk I realize that old people often don’t understand this dimension of perception. But even young people are often unable to do this, at first it takes time. You have to slow down. You see and you follow every detail in imagination. It is an exact sensorial imagination. You create the image of what you see in your mind and you do that as precisely as possible. For example, you look at a leaf and you create the shape of the leaf as precisely as possible in your mind. You are moving around the shape of the leaf in your mind and you follow every detail. You are producing that shape. The whole phenomenon works in the mind. The phenomenon becomes an image in your mind. Obviously you cannot do that in five minutes. You cannot do that with the computer. You have to be active with your mind.
There is a huge resistance in ourselves against that. We are too busy. If you want to do this you have to slow down.
HOW TO DO ESI
Then, this imagination becomes an organ of perception. You can develop it. I get the sense that when you do it you are moving in another space, an imaginal realm. It is a movement. And it seems more real than the outer world. I think it is more real because you are doing it. You are active. Goethe had an enormous ability in that regard. The same is true for Picasso. The way he painted. When you look at his pictures you see the metamorphoses.
The fact that you are active is important to understand why it is so real. You have to make a certain effort. I think that it is harder for people today because of TV. Watching TV is something passive. Listening to a radio was more active. You needed imagination.
This is in part why I teach literature. To help you re-inagine and thus re-create your world.
what theory u is about--emerging trends not existing descriptions.
Irony that as leaders we are focused on change but that researchers we are focused on managing.
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U-experiemnts
To give an example of how theory U has been put to practice in a "micro cosmos" I will mention a short seminar in January for our executive board (EB). We had structured the gathering according to the three main phases of: Observation - Retreat & reflect - Act in an instant.
The seminar itself was scheduled from noon-to-noon (24 hours) but in a sense stretched over many more days. Over a period prior to the seminar we "examined" (observation) different issues like competition scenario, financial performance, developments in global economy, but also shared observations from the EB-members' visits and meetings all over the organizations. Not to conclude anything but to gather and analyze information. This was shared as separate agenda items at EB meetings or came in other forms, like for instance an inspirational booklet called "What do you think?" that each member took home for Christmas.
Like this, filled with relevant "data" of different fabric the EB met for the 24 hour retreat & reflect at a quiet outside location. A few very specific expectations to "output" had been agreed prior to the seminar but other than that there was no agenda. So everybody knew that much was at stake but there was no chairman of the meeting and no facilitator. It was entirely up to what would emerge among the team - of EB stepping into the "source" and to connect.
At least to us this was an unusual approach. Usually we can not "afford" not having an agenda and a plan for how the time the top people with very tight schedules should be facilitated in order to get ex-actly the right discussions about the most principal parts of an issue creating the most clarity for those who are to implement. So not having any agenda or designated "chairman" was not something with many antecedents - to put it mildly.
But to my surprise - I must admit I had been a little skeptical about the whole thing - it was a super ex-perience. I know I should support things like this being a U-fan and all but… Spending so relatively much of top managem