A Nova Revolução Industrial

A Nova Revolução Industrial

As pessoas falam muito sobre “a” Revolução Industrial. Aquela que aconteceu na Inglaterra, no século XVIII, sabe?

Pois é.

Depois dessa revolução, considerada a 1ª, vieram outras e hoje já tem gente falando sobre a 4ª Revolução Industrial.

Resolvemos compartilhar com vocês um artigo muito interessante do site Foreign Affairs que fala sobre o tema.

O que o texto, do Klaus Schwab, defende é que vivemos (mais) um momento de profunda transformação TECNOLÓGICA que vai transformar a maneira que vivemos, trabalhamos e nos relacionamos uns com os outros.

Um aspecto interessante é que, segundo Klaus, a resposta a essa revolução tecnológica precisa envolver diferentes atores globais, dos setores público e privado, da sociedade acadêmica e civil.

Ficou curioso? O texto na íntegra está aqui embaixo.

Boa leitura =)

 *Obs: Texto em inglês


The Fourth Industrial Revolution

What It Means and How to Respond

By Klaus Schwab

We stand on the brink of a technological revolution that will fundamentally alter the way we live, work, and relate to one another. In its scale, scope, and complexity, the transformation will be unlike anything humankind has experienced before. We do not yet know just how it will unfold, but one thing is clear: the response to it must be integrated and comprehensive, involving all stakeholders of the global polity, from the public and private sectors to academia and civil society.

The First Industrial Revolution used water and steam power to mechanize production. The Second used electric power to create mass production. The Third used electronics and information technology to automate production. Now a Fourth Industrial Revolution is building on the Third, the digital revolution that has been occurring since the middle of the last century. It is characterized by a fusion of technologies that is blurring the lines between the physical, digital, and biological spheres.

There are three reasons why today’s transformations represent not merely a prolongation of the Third Industrial Revolution but rather the arrival of a Fourth and distinct one: velocity, scope, and systems impact. The speed of current breakthroughs has no historical precedent. When compared with previous industrial revolutions, the Fourth is evolving at an exponential rather than a linear pace. Moreover, it is disrupting almost every industry in every country. And the breadth and depth of these changes herald the transformation of entire systems of production, management, and governance.

The possibilities of billions of people connected by mobile devices, with unprecedented processing power, storage capacity, and access to knowledge, are unlimited. And these possibilities will be multiplied by emerging technology breakthroughs in fields such as artificial intelligence, robotics, the Internet of Things, autonomous vehicles, 3-D printing, nanotechnology, biotechnology, materials science, energy storage, and quantum computing.

Already, artificial intelligence is all around us, from self-driving cars and drones to virtual assistants and software that translate or invest. Impressive progress has been made in AI in recent years, driven by exponential increases in computing power and by the availability of vast amounts of data, from software used to discover new drugs to algorithms used to predict our cultural interests. Digital fabrication technologies, meanwhile, are interacting with the biological world on a daily basis. Engineers, designers, and architects are combining computational design, additive manufacturing, materials engineering, and synthetic biology to pioneer a symbiosis between microorganisms, our bodies, the products we consume, and even the buildings we inhabit.



Like the revolutions that preceded it, the Fourth Industrial Revolution has the potential to raise global income levels and improve the quality of life for populations around the world. To date, those who have gained the most from it have been consumers able to afford and access the digital world; technology has made possible new products and services that increase the efficiency and pleasure of our personal lives. Ordering a cab, booking a flight, buying a product, making a payment, listening to music, watching a film, or playing a game—any of these can now be done remotely.

In the future, technological innovation will also lead to a supply-side miracle, with long-term gains in efficiency and productivity. Transportation and communication costs will drop, logistics and global supply chains will become more effective, and the cost of trade will diminish, all of which will open new markets and drive economic growth.

At the same time, as the economists Erik Brynjolfsson and Andrew McAfee have pointed out, the revolution could yield greater inequality, particularly in its potential to disrupt labor markets. As automation substitutes for labor across the entire economy, the net displacement of workers by machines might exacerbate the gap between returns to capital and returns to labor. On the other hand, it is also possible that the displacement of workers by technology will, in aggregate, result in a net increase in safe and rewarding jobs.

We cannot foresee at this point which scenario is likely to emerge, and history suggests that the outcome is likely to be some combination of the two. However, I am convinced of one thing—that in the future, talent, more than capital, will represent the critical factor of production. This will give rise to a job market increasingly segregated into “low-skill/low-pay” and “high-skill/high-pay” segments, which in turn will lead to an increase in social tensions.

In addition to being a key economic concern, inequality represents the greatest societal concern associated with the Fourth Industrial Revolution. The largest beneficiaries of innovation tend to be the providers of intellectual and physical capital—the innovators, shareholders, and investors—which explains the rising gap in wealth between those dependent on capital versus labor. Technology is therefore one of the main reasons why incomes have stagnated, or even decreased, for a majority of the population in high-income countries: the demand for highly skilled workers has increased while the demand for workers with less education and lower skills has decreased. The result is a job market with a strong demand at the high and low ends, but a hollowing out of the middle.

Given the Fourth Industrial Revolution’s rapid pace of change and broad impacts, legislators and regulators are being challenged to an unprecedented degree and for the most part are proving unable to cope.

This helps explain why so many workers are disillusioned and fearful that their own real incomes and those of their children will continue to stagnate. It also helps explain why middle classes around the world are increasingly experiencing a pervasive sense of dissatisfaction and unfairness. A winner-takes-all economy that offers only limited access to the middle class is a recipe for democratic malaise and dereliction.

Discontent can also be fueled by the pervasiveness of digital technologies and the dynamics of information sharing typified by social media. More than 30 percent of the global population now uses social media platforms to connect, learn, and share information. In an ideal world, these interactions would provide an opportunity for cross-cultural understanding and cohesion. However, they can also create and propagate unrealistic expectations as to what constitutes success for an individual or a group, as well as offer opportunities for extreme ideas and ideologies to spread.



An underlying theme in my conversations with global CEOs and senior business executives is that the acceleration of innovation and the velocity of disruption are hard to comprehend or anticipate and that these drivers constitute a source of constant surprise, even for the best connected and most well informed. Indeed, across all industries, there is clear evidence that the technologies that underpin the Fourth Industrial Revolution are having a major impact on businesses.

On the supply side, many industries are seeing the introduction of new technologies that create entirely new ways of serving existing needs and significantly disrupt existing industry value chains. Disruption is also flowing from agile, innovative competitors who, thanks to access to global digital platforms for research, development, marketing, sales, and distribution, can oust well-established incumbents faster than ever by improving the quality, speed, or price at which value is delivered.

Major shifts on the demand side are also occurring, as growing transparency, consumer engagement, and new patterns of consumer behavior (increasingly built upon access to mobile networks and data) force companies to adapt the way they design, market, and deliver products and services.

A key trend is the development of technology-enabled platforms that combine both demand and supply to disrupt existing industry structures, such as those we see within the “sharing” or “on demand” economy. These technology platforms, rendered easy to use by the smartphone, convene people, assets, and data—thus creating entirely new ways of consuming goods and services in the process. In addition, they lower the barriers for businesses and individuals to create wealth, altering the personal and professional environments of workers. These new platform businesses are rapidly multiplying into many new services, ranging from laundry to shopping, from chores to parking, from massages to travel.

A robotic arm by Mitsubishi Electric assembles a toy car at the System Control Fair SCF 2015 in Tokyo, Japan December 2, 2015.

A robotic arm by Mitsubishi Electric assembles a toy car at the System Control Fair SCF 2015 in Tokyo, Japan December 2, 2015.

On the whole, there are four main effects that the Fourth Industrial Revolution has on business—on customer expectations, on product enhancement, on collaborative innovation, and on organizational forms. Whether consumers or businesses, customers are increasingly at the epicenter of the economy, which is all about improving how customers are served. Physical products and services, moreover, can now be enhanced with digital capabilities that increase their value. New technologies make assets more durable and resilient, while data and analytics are transforming how they are maintained. A world of customer experiences, data-based services, and asset performance through analytics, meanwhile, requires new forms of collaboration, particularly given the speed at which innovation and disruption are taking place. And the emergence of global platforms and other new business models, finally, means that talent, culture, and organizational forms will have to be rethought.

Overall, the inexorable shift from simple digitization (the Third Industrial Revolution) to innovation based on combinations of technologies (the Fourth Industrial Revolution) is forcing companies to reexamine the way they do business. The bottom line, however, is the same: business leaders and senior executives need to understand their changing environment, challenge the assumptions of their operating teams, and relentlessly and continuously innovate.


As the physical, digital, and biological worlds continue to converge, new technologies and platforms will increasingly enable citizens to engage with governments, voice their opinions, coordinate their efforts, and even circumvent the supervision of public authorities. Simultaneously, governments will gain new technological powers to increase their control over populations, based on pervasive surveillance systems and the ability to control digital infrastructure. On the whole, however, governments will increasingly face pressure to change their current approach to public engagement and policymaking, as their central role of conducting policy diminishes owing to new sources of competition and the redistribution and decentralization of power that new technologies make possible.

Ultimately, the ability of government systems and public authorities to adapt will determine their survival. If they prove capable of embracing a world of disruptive change, subjecting their structures to the levels of transparency and efficiency that will enable them to maintain their competitive edge, they will endure. If they cannot evolve, they will face increasing trouble.

This will be particularly true in the realm of regulation. Current systems of public policy and decision-making evolved alongside the Second Industrial Revolution, when decision-makers had time to study a specific issue and develop the necessary response or appropriate regulatory framework. The whole process was designed to be linear and mechanistic, following a strict “top down” approach.

But such an approach is no longer feasible. Given the Fourth Industrial Revolution’s rapid pace of change and broad impacts, legislators and regulators are being challenged to an unprecedented degree and for the most part are proving unable to cope.


HUBO, a multifunctional walking humanoid robot performs a demonstration of its capacities next to its developer Oh Jun-Ho, Professor at the Korea Advanced Institute of Science and Technology (KAIST) during the annual meeting of the World Economic Forum (W

HUBO, a multifunctional walking humanoid robot performs a demonstration of its capacities next to its developer Oh Jun-Ho, Professor at the Korea Advanced Institute of Science and Technology (KAIST) during the annual meeting of the World Economic Forum (WEF) in Davos, Switzerland January 20, 2016.

How, then, can they preserve the interest of the consumers and the public at large while continuing to support innovation and technological development? By embracing “agile” governance, just as the private sector has increasingly adopted agile responses to software development and business operations more generally. This means regulators must continuously adapt to a new, fast-changing environment, reinventing themselves so they can truly understand what it is they are regulating. To do so, governments and regulatory agencies will need to collaborate closely with business and civil society.

The Fourth Industrial Revolution will also profoundly impact the nature of national and international security, affecting both the probability and the nature of conflict. The history of warfare and international security is the history of technological innovation, and today is no exception. Modern conflicts involving states are increasingly “hybrid” in nature, combining traditional battlefield techniques with elements previously associated with nonstate actors. The distinction between war and peace, combatant and noncombatant, and even violence and nonviolence (think cyberwarfare) is becoming uncomfortably blurry.

As this process takes place and new technologies such as autonomous or biological weapons become easier to use, individuals and small groups will increasingly join states in being capable of causing mass harm. This new vulnerability will lead to new fears. But at the same time, advances in technology will create the potential to reduce the scale or impact of violence, through the development of new modes of protection, for example, or greater precision in targeting.


The Fourth Industrial Revolution, finally, will change not only what we do but also who we are. It will affect our identity and all the issues associated with it: our sense of privacy, our notions of ownership, our consumption patterns, the time we devote to work and leisure, and how we develop our careers, cultivate our skills, meet people, and nurture relationships. It is already changing our health and leading to a “quantified” self, and sooner than we think it may lead to human augmentation. The list is endless because it is bound only by our imagination.

I am a great enthusiast and early adopter of technology, but sometimes I wonder whether the inexorable integration of technology in our lives could diminish some of our quintessential human capacities, such as compassion and cooperation. Our relationship with our smartphones is a case in point. Constant connection may deprive us of one of life’s most important assets: the time to pause, reflect, and engage in meaningful conversation.

One of the greatest individual challenges posed by new information technologies is privacy. We instinctively understand why it is so essential, yet the tracking and sharing of information about us is a crucial part of the new connectivity. Debates about fundamental issues such as the impact on our inner lives of the loss of control over our data will only intensify in the years ahead. Similarly, the revolutions occurring in biotechnology and AI, which are redefining what it means to be human by pushing back the current thresholds of life span, health, cognition, and capabilities, will compel us to redefine our moral and ethical boundaries.



Neither technology nor the disruption that comes with it is an exogenous force over which humans have no control. All of us are responsible for guiding its evolution, in the decisions we make on a daily basis as citizens, consumers, and investors. We should thus grasp the opportunity and power we have to shape the Fourth Industrial Revolution and direct it toward a future that reflects our common objectives and values.

To do this, however, we must develop a comprehensive and globally shared view of how technology is affecting our lives and reshaping our economic, social, cultural, and human environments. There has never been a time of greater promise, or one of greater potential peril. Today’s decision-makers, however, are too often trapped in traditional, linear thinking, or too absorbed by the multiple crises demanding their attention, to think strategically about the forces of disruption and innovation shaping our future.

In the end, it all comes down to people and values. We need to shape a future that works for all of us by putting people first and empowering them. In its most pessimistic, dehumanized form, the Fourth Industrial Revolution may indeed have the potential to “robotize” humanity and thus to deprive us of our heart and soul. But as a complement to the best parts of human nature—creativity, empathy, stewardship—it can also lift humanity into a new collective and moral consciousness based on a shared sense of destiny. It is incumbent on us all to make sure the latter prevails.

Foto: Aldo Barquin | Creative Commons

Por que o Teatro da Presença Social (TPS) é Importante? | Próximo Curso em Março

Por que o Teatro da Presença Social (TPS) é Importante? | Próximo Curso em Março

Desenvolvido pelo Presencing Institute (MIT/ EUA) e alicerçado em princípios da Teoria U, o TPS é uma arte social inovadora.

Dentro dos processos de inovação, consideramos o TPS uma ferramenta preciosa, que utiliza técnicas corporais e o conceito de campo social para trazer insights sobre como a mudança deve acontecer, de maneira intuitiva, rápida e eficaz.

Nós sabemos que todo processo que envolve mudança ou transformação profunda em sistemas lida com uma série de complexidades. Algumas das questões com que nos deparamos são: Qual é o centro do problema? Por onde a mudança deve começar? Como encontrar caminhos que levem em consideração os principais públicos envolvidos? Como não estar cego aos fatores sociais e ambientais que muitas vezes são colocados de lado? Como incluir vozes diversas ou divergentes deste sistema?

Nesse sentido, o TPS tem sido utilizado para acelerar e qualificar processos de inovação, trazendo novas dimensões – além da cognitiva – fundamentais para encontrar soluções mais resilientes.

O TPS também pode ser integrado à diferentes processos e metodologias, ajudando pessoas ou equipes a superar obstáculos e evoluir em seus processos.

Na nossa opinião, alguns dos principais benefícios da ferramenta são:

i) trazer consciência e remover as travas pessoais ou coletivas que impedem a mudança de acontecer;
ii) desenvolver a atenção plena e a conexão com o corpo no momento presente;
iii) abrir mão do controle para deixar o futuro emergir;
iv ) trabalhar o conceito de “corpo social” (social body) como solo fértil para a inovação.

Apesar de soar um pouco “etéreo” para muitos, os insights construídos pelos grupos tendem a ser muito tangíveis, sendo facilmente traduzidos em ações, objetivos ou metas estratégicas.

Por isso recomendamos o curso do TPS para todos os facilitadores, inovadores sociais, consultores, empreendedores ou líderes que compreendem o valor do olhar sistêmico, das múltiplas inteligências e da inclusão de diferentes públicos na construção de estratégias de mudança.

Você pode encontrar informações sobre o próximo curso, que vai acontecer em março, ao final deste artigo.

Mas antes, dá uma olhada nos depoimentos de quem já experimentou o processo do TPS!

‘TPS é uma forma de me conectar com a sabedoria do meu corpo e do universo. Sua prática me ajuda a estar presente e perceber de forma sistêmica padrões e caminhos de mudança.’

Patricia Sogayar, empreendedora social


‘O TPS é uma abordagem para trabalhar com pessoas e grupos que estão enfrentando desafios complexos e querem mudar alguma coisa. Nesse caso o TPS ajuda de várias formas, não somente pode mostrar o que está abaixo da superfície, mas também conecta as pessoas e o grupo com a essência deles. E assim, trabalhando com o próprio corpo e o corpo social do grupo, consciências e mudanças podem ser incorporadas.

TPS pode ser útil para todo mundo que trabalha com grupos e pessoas e quer oferecer uma perspectiva somática para o que esta acontecendo. E depois ver as soluções para isso.

Falado em uma frase, eu normalmente falo sobre o TPS como uma prática que ajuda as pessoas a expressar coisas com o corpo (e o corpo social), o que o raciocínio humano não pode expressar.’

Steffen Muenzner, sócio da Virtus


‘Me sinto chamado pela prática do Teatro da Presença Social por encontrar nela a oportunidade de viver, através do corpo, aquilo de importante que se passa seja pela minha mente ou seja pelo meu coração.’

Vinícius Miranda, trabalha com educação e inovação social

Vale a pena experimentar!

Daniel Contrucci | Sócio Aoka Labs

*Informações sobre o próximo curso de TPS, dias 11 e 12 de março de 2016, no flyer e no evento do facebook: https://www.facebook.com/events/

Fotos: Presencing Institute

Em 2016 tem mais!

Em 2016 tem mais!

2015 chega ao fim e vamos entrar em férias =)

Esperamos muito que você tenha gostado das matérias que postamos no Blog da Aoka Labs ao longo deste ano.

Ano que vem voltaremos com as postagens, a partir de fevereiro!

Boas Festas a todos!

 Equipe Comunicação Aoka Labs

Foto: Karen Blaha | Creative Commons

Como as Indústrias Podem Agir para Mudar o Mundo – Agora!

Como as Indústrias Podem Agir para Mudar o Mundo – Agora!

A Shared Value Initiative publicou um artigo inspirador sobre oportunidades de negócios para as indústrias que querem crescer e, ao mesmo tempo, mudar o mundo.

Quem escreveu o texto foi “apenas” a Leith Greenslade, Vice Presidente da MDG, Health Alliance. Nele, Leith lista 10 oportunidades para as indústrias que desejam agir e se adaptar as novas diretrizes globais para os negócios, amparadas pelo pilar do Valor Compartilhado.

Boa Leitura!

*texto em inglês


10 Immediate Ways Private Industry Can Tackle the New Global Goals

By: Leith Greenslade | Vice-Chair at MDG Health Alliance

How companies can take action to change the world—right now. (Image Credit: Global Goals / Getty Images)

Just a few months ago, world leaders meeting at the UN in New York signed up to something extraordinary and unprecedented—17 ambitious goals ranging from ending extreme poverty to combatting climate change that apply equally to every country.

The ambition and universality of the new Global Goals for Sustainable Development mean that every country now has to work harder to achieve some, if not most, of the goals over the next 15 years. And because of our interconnected world, countries will have to work much more closely together to protect gains made from the triple threats of declining growth, emerging conflict and political instability that can engulf entire regions.

This new development environment where ambition, universality and cooperation reign, offers unprecedented opportunities for companies who pursue shared value strategies. There is a growing recognition that with most countries pursuing development through the expansion of markets, the private sector has become the major force for economic growth and job creation almost everywhere and strategies that harness business growth to drive development agendas are going to have the greatest impact.

Many companies, from CVS and Intel to GSK and Anglo American, are already assessing their business strategies against the global goals to see how they can establish new markets and reach new customers in a way that propels country achievement of the goals. Ultimately, it is the companies, and indeed the industries, that are able to build job-rich markets in ways that track one or more of the new goals that will leave the deepest footprint on the new world we now envisage.

But where to start?

For companies and industries just beginning to think about the global goals, here are 10 top picks for industry-specific agendas that could rapidly advance the achievement of the goals. If you work in a company that is an industry-leader in any of the sectors highlighted below, you are well placed to be part of the SDG transformation story over the next 15 years.

#1: The financial sector is well positioned to drive progress on three of the most critical goals—Goals 1 (poverty), 8 (jobs), and 10 (inequality)—simply by aggressively advocating for trade liberalization, by investing in pro-jobs companies and sectors, and by expanding access to health and social insurance. The financial sector has stood on the sidelines of development under the Millennium Development Goals and needs to take a seat at the head of the sustainable development table.

#2: The food, beverage, and agriculture sectors should take advantage of the untapped opportunities to advance Goals 2 (nutrition) and 12 (sustainable consumption) by producing nutritious, fortified foods and beverages and marketing them in ways that change the food behaviors of populations everywhere. As the recent Global Nutrition Report found, every country in the world is now struggling with some form of malnutrition and over time, the economic and social costs of undernutrition and obesity will threaten economic growth and human development. In many countries, they are already are.

#3. The extractives industry has the potential to transform population health (Goal 3) in many of the countries struggling with the highest burdens of early death and disability, by investing in health care infrastructure—including roads, water, and energy systems—alongside but not limited to, their areas of operation. Many of the populations with the highest child mortality rates are those with a wealth of natural resources, especially in sub-Saharan Africa, where the economic gains from resource wealth have not translated into population health improvements. The industry has a direct interest in investing in the health of children as  the average life of a mine is 80 years—today’s children are tomorrow’s employees.

#4: The information technology sector could drive achievement of Goal 4 (education) by developing specialized products and delivery methods to eradicate illiteracy, especially among adult women. 700 million adults in the world are illiterate, 2/3 of them women, and literacy is the basic building block of a productive workforce and strong consumer base. With so many new tools to reach and teach people directly in their homes and places of work, this sector could completely disrupt dysfunctional education systems and open up access to populations previously denied.

#5: Pharmaceutical and consumer goods companies should embrace one of the highest impact, most under leveraged investments in global development—contraception—and  deliver on Goal 5 (gender equity). By dramatically expanding access to modern contraceptives, fertility rates decline, child survival increases, women’s education, and labor force performance improves and the demographic dividend is often triggered. It is very important that companies work on both the demand and supply sides of the contraception challenge. It is not enough to produce a variety of quality, affordable contraceptive devices. Generations of women and girls need to be educated to understand their value and use.

#6: The infrastructure and utilities industry should focus on both Goals 6 (water and sanitation) and 9 (innovation) by finding new ways to provide clean water and sanitation where governments have failed.  Lessons from history teach that basic public health infrastructure is the foundation for development, especially in societies experiencing rapid urbanization. With a tidal wave of urban growth around the corner in many parts of the world, especially in Africa and South Asia, companies investing in clean cities can make a major contribution to the global goals.

#7: The energy sector should target Goals 7 (energy) and 11 (cities) and invest now in meeting the energy needs of the underserved mega-cities of the future like Delhi, Mumbai, Dhaka, Karachi, Cairo, Lagos, Mexico City, and Kinshasa—each forecast to have populations above 20 million by 2030. Companies with new clean energy technologies that can leapfrog the mistakes of the past and the bad energy behavior of many developed country cities and forge new paths in low and middle-income countries will be among the stars of the new development era.

#8: The transport industry should lead on Goals 13, 14, and 15, all of which relate toclimate change, by developing alternative forms of energy-efficient transportation. Transportation was neglected in the Millennium Development Goal era but with such an interconnected world and such high and growing demand for mobility both within and between countries, the time is ripe for new transportation solutions that do not threaten the planet.

#9: The telecommunications industry should start moving on Goal 16 (corruption and bribery) by expanding access to mobile phones as tools for exposing corruption and holding authorities accountable. This should not surprise those who have followed the extraordinary rise in the use of phone technology and social media platforms like Facebook and Twitter to expose human rights abuses and corruption and to support social movements that challenge brutal regimes.  Of course, these tools can also be used by forces on the other side.  The industry should weigh in to keep the balance in favor of democracy, freedom and human rights.

#10:  And finally, all industries can make a positive impact on Goal 17 (partnership) by championing shared value as the highest impact engagement model for collective impact, and something all stakeholders need to pay close attention to. Shared value is not just a corporate agenda.  It is a high-impact development strategy. There is still a long way to go to educate governments, the UN and the NGO community about shared value. Ideology and mistrust are still barriers to constructive dialogue and action. It is only through demonstrating impact that suspicion will be put to rest. We need bold leaders from all sectors to step forward to strike transformative partnerships and ruthlessly measure impact.

A final thought.  Although all countries will benefit from shared value development strategies, some will benefit more than others. These are the populations most off track to reach the global goals—the people of central and west Africa, the people of northern India, Pakistan and Afghanistan, and the conflict-ridden middle east are in desperate need of progress. It is in these regions that shared value investments can contribute the most and the private sector should not shy away from charting an aggressive shared value agenda in these critical populations.

Fotos: Global Goals | Getty Images | Grégoty Tonon – Creative Commons


Qual é a Maior Vantagem de uma Empresa ter um Líder Sistêmico?

Qual é a Maior Vantagem de uma Empresa ter um Líder Sistêmico?

Alta performance? Mais engajamento? Mais lucro? Melhor tomada de decisão?
Preferimos dizer que é a chance de transformar a própria empresa, a sociedade e o planeta.

Hoje as empresas lidam com problemas complexos. Problemas muitas vezes sem respostas. Uma nova lógica de relação vem a tona: do individual para o coletivo. Da cadeia de suprimento para a cadeia de valor. Do comando e controle para a influência. Precisamos saber a hora de liderar e de ser liderado. Trabalhar de forma orgânica e dinâmica.

Por isso que a Aoka Labs trabalha com uma abordagem sistêmica com foco nas pessoas, mostrando na prática o valor agregado da colaboração, valor compartilhado e do trabalho com propósito.

Temos duas frente de trabalho complementares: LEARN (aprender) e DO (fazer, realizar), ambas amparadas por tecnologias sociais como a Teoria U (MIT/EUA) e o Design Thinking (IDEO) como framework de trabalho.

A frente LEARN tem como objetivo aperfeiçoar as pessoas através de treinamentos para desenvolver habilidades necessárias ao líder do futuro (escuta apurada, empatia, colaboração, visão sistêmica, etc.).

DO, por sua vez, responde à demanda por novos produtos e serviços e cria soluções inovadoras através de protótipos cocriados com atores-chave.

Ou seja, por um lado existem as capacidades e habilidades necessárias que o líder precisar ter para se aperfeiçoar e estar atualizado profissionalmente, fornecidas pelo LEARN.

Pelo outro, temos os desafios de mercado que mudam a cada momento e trazem o desejo por novos produtos e serviços. DO aparece como uma resposta às questões modernas e oferece protótipos cocriados de forma personalizada.

De um lado LEARN, do outro DO, e no meio as Pessoas.

É preciso olhar sistemicamente para a evolução dos profissionais e para as transformações constantes do mercado, que estão profundamente entrelaçadas.

Por isso, as frentes LEARN e DO são complementares e acontecem concomitantemente, acompanhando a evolução do sistema. Elas são a nossa melhor aposta por soluções inovadoras e conectadas ao todo.

Desenvolvendo e ampliando os conhecimentos dos tomadores de decisões das grandes empresas, e criando novas ideias, produtos e serviços de valor compartilhado é a forma que encontramos de mudar o mundo para melhor. Sem dúvida essa é a maior vantagem para um empresa ter um líder sistêmico.

Ude Lottfi | Sócio Diretor Aoka Labs

Michelle Adan Everson | Comunicação Aoka Labs

Foto: Chase Elliott Clark -  Creative Commons

HOFFICE no Brasil

HOFFICE no Brasil

Provavelmente você já ouviu falar em “home office”, certo?
Mas e em Hoffice?

Em linhas gerais, o Hoffice é um movimento que junta pessoas que trabalham para organizações diferentes, em um mesmo ambiente.

Ficou curioso para entender mais?

Leia abaixo a matéria do Adoro Home Office que explica o conceito em mais detalhes e mostra alguns grupos de Hoffice espalhados pelo Brasil.

Michelle Everson | Equipe Aoka Labs



Por Juliana Franzon

Grupo Hoffice São Paulo foi pioneiro na América Latina (Foto: Hoffice SP)

Por mais contraditório que pareça, tem dias em que tudo o que se quer no home office é companhia. Seja para trocar ideias, pedir uma opinião em um projeto ou jogar conversa fora entre um e-mail e outro. Se você já passou por isso é bem provável que, mesmo sem saber, seja simpatizante do Hoffice, movimento que vem ganhando força no Brasil.

O Hoffice tem tudo a ver com o conceito de economia colaborativa e pode ser definido como a reunião de profissionais de diferentes empresas e áreas em um mesmo lugar, sem intenção de lucro, com o objetivo de compartilhar o espaço e trocar ideias e experiências.

É como se você resolvesse abrir a sua casa por um dia para que seus amigos e outros profissionais trabalhassem nela, uma espécie de coworking gratuito, um dia de home office só que na casa de outra pessoa ou em um lugar público.

O modelo é bem forte em países como Dinamarca, Suécia e Finlândia, e já conquistou vários adeptos por aqui. Segundo informações do grupo Hoffice São Paulo, o movimento completou em outubro oito meses no Brasil, com mais de 900 membros e 20 encontros realizados.


Como participar
O movimento se organiza através de grupos criados no Facebook. Interessados em viver a experiência Hoffice podem procurar na rede social pelos grupos que já foram criados em várias cidades brasileiras. Basta digitar a palavra “Hoffice” + “nome da cidade”.

Plataforma hoffice.nu facilita a localização de Hoffices

Plataforma hoffice.nu facilita a localização de Hoffices

Outra opção é buscar no hoffice.nu, site que mantém um mapa das comunidades ativas em todo o mundo e também dá dicas (clique aqui e procure abaixo do mapa) para quem pretende formar grupos e eventos Hoffice.

Listamos abaixo os grupos que realizam encontros no Brasil, e outros recém-criados que ainda estão se organizando.


Hoffice São Paulo

Encontro dos hofficers na Casa Viva, em São Paulo. (Foto: Hoffice São Paulo)
Encontro dos hofficers na Casa Viva, em São Paulo. (Foto: Hoffice São Paulo)

Formado em fevereiro deste ano, o Hoffice São Paulo foi o primeiro grupo hoffice criado na América Latina, segundo registros da hoffice.nu, e nasceu por iniciativa do publicitário Max Nolan Shen, principal incentivador do movimento no Brasil.

Entre a criação do grupo e o primeiro encontro, que aconteceu na casa do Max, foram cerca de dois meses. Logo o movimento foi ganhando o apoio de outros membros, como a assessora de imprensa Helena Castello Branco, que abrem suas casas para os eventos e também procuram divulgar e fortalecer a cultura do Hoffice.

Helena acredita que alguns fatores fazem a diferença para que os encontros saiam do papel. “Estamos fazendo um esforço no grupo para construir relações entre as pessoas, que é o mais importante. Também depende muito da forma como o convite é feito e de propor um dia atraente de trabalho”, analisa. “Procuramos não centralizar informações ou poder. Tanto que o grupo tem vários administradores. Isso ajuda a crescer e fazer do movimento algo colaborativo, não é para ser uma estrutura hierárquica onde só se distribui tarefas”.

2º encontro de hofficers em São Paulo (Foto: Grupo Hoffice SP)

2º encontro de hofficers em São Paulo (Foto: Grupo Hoffice SP)

Adepta do home office há mais de sete anos, Helena já participou de Hoffices com uma pessoa e também com grupos maiores. As dinâmicas, explica ela, são diferentes. Enquanto que os encontros com menos pessoas podem, eventualmente, ser monótonos, quando tem muitos participantes é um pouco mais difícil para trabalhar.

O último evento Hoffice do grupo aconteceu na Casa Viva, por onde passaram mais de vinte pessoas. A ideia é que o próximo aconteça no Hiperespaço e conte com um número ainda maior de participantes.


Hoffice Rio de Janeiro

O Hoffice Rio de Janeiro nasceu em fevereiro deste ano e reúne 112 membros. O primeiro evento só aconteceu no início de outubro, quando a design thinker Cleyde Engelke organizou um encontro em Copacabana, com a ideia de frutificar relações e parcerias. A realizadora do evento comenta no grupo sobre a cultura do medo, no sentido do temor em abrir a casa para desconhecidos, mas diz que opta por seguir no princípio da confiança e da cooperação.

O próximo encontro ainda não tem data marcada, mas existe a ideia de realizar um grande brainstorm para elencar necessidades, expectativas e caminhos de soluções.


Hoffice Porto Alegre I

O primeiro grupo em Porto Alegre foi criado em fevereiro deste ano por André Flores, que se inspirou em um artigo que leu na internet. “Tínhamos uma casa como escritório, por isso achamos que poderíamos organizar encontros, mas nunca saiu do papel. Acho que é uma ideia muito legal, mas com pouca aderência no Brasil. Não sei se as pessoas são tão desprendidas assim para compartilharem um home office com os outros, mas espero que em breve consigamos”. O grupo hoje conta com 38 membros.


Hoffice Granja

Localizado na cidade de Cotia, região metropolitana de São Paulo, o grupo foi criado em março e reúne 48 pessoas. Já ouve uma tentativa de encontro em abril, mas que acabou não acontecendo. Os integrantes seguem divulgando a cultura do Hoffice.


Hoffice Porto Alegre II

No final de outubro a pesquisadora, Gabriela Teló Bertolazi, criou o segundo grupo de Hoffice em Porto Alegre, que já conta com 32 membros. A inspiração veio do contato com Max Shen, do Hoffice São Paulo. “Eu já era uma entusiasta do movimento, mesmo à distância. Quando descobri o Hoffice me senti abraçada, pois uma das maiores dificuldades de se trabalhar em casa, a solidão, poderia ser resolvida de forma maravilhosa”.

Como o grupo é recente, Gabriela ainda está começando a organizar a ideia de um encontro. “A maior dificuldade que eu sinto é a de que as pessoas não estejam acostumadas com o exercício de compartilhar. Nada que não possa ser resolvido com uma conversa que explica exatamente os ideais do movimento”, finaliza.


Hoffices Belo Horizonte, Salvador e São Leopoldo

Em Belo Horizonte o grupo também foi criado no final de outubro, e conta com 67 pessoas. Em Salvador o primeiro encontro aconteceu na semana passada e foi divulgado no Hoffice São Paulo, vale conferir mais detalhes por lá. São Leopoldo, cidade próxima de Porto Alegre, conta com um grupo Hoffice formado por 12 membros.


* A ideia é manter uma relação atualizada de grupos de Hoffice, portanto se você faz parte de algum grupo no Brasil que não entrou na lista, e quer vê-lo por aqui, é só entrar em contato pelo contato@adorohomeoffice.com.br.


Fotos: Hoffice São Paulo | Marco Antonio Torres – Creative Commons


O Poder da Transformação dos Divergentes Positivos

O Poder da Transformação dos Divergentes Positivos

Semana passada a Aoka Labs organizou o Primeiro Encontro de Divergentes Positivos e queremos contar pra vocês como foi.

Mas antes de falarmos sobre o Encontro, vale a pena perguntar:

Você sabe o que é um Divergente Positivo?

O conceito de Divergente Positivo surgiu da observação de que em qualquer comunidade existem pessoas que adotam estratégias e comportamentos bastante incomuns, mas bem-sucedidos, que lhes permitem encontrar soluções melhores para um problema do que seus pares (mesmo com informações similares e enfrentando desafios iguais ou maiores). Estes indivíduos são referidos como Divergentes Positivos.

Dentro da realidade da nossa geração, esse Divergente é alguém que:

i) tem uma percepção clara de seu papel social, ii) tem capacidade de liderar e mobilizar outros indivíduos e iii) tem o “drive” para fazer mudanças acontecerem dentro e/ou fora de sua organização.

O Divergente Positivo é aquele líder que consegue enxergar uma oportunidade de mudança, ou uma direção a se seguir, dentro de um modelo ultrapassado. Ele é o indivíduo que procura unir em suas decisões habilidades e ferramentas de liderança com conhecimentos e ações de sustentabilidade, sempre tentando se guiar pela coisa certa a ser feita.

Além disso, o Divergente Positivo também precisa estar munido de outros atributos, como: cooperação, resiliência, momentos de reflexão, relacionamentos de qualidade, foco na responsabilidade conjunta e na melhor solução possível para todos os afetados por suas ações, direta ou indiretamente.

Tá fácil? =)

O mais incrível é saber que mesmo com todas as características e pré-requisitos necessários para constituir esse “super líder”, existem muitos divergentes positivos por aí e temos sorte de conhecer alguns deles.


Agora voltando ao Encontro que a Aoka Labs organizou:

A ideia de fazer um encontro com Divergentes Positivos veio do fato de que, por meio dos nossos projetos, cada vez mais conhecemos esse tipo de pessoa e percebemos, entre elas, algumas necessidades em comum, como a vontade de trazer e de participar de mudanças dentro de suas organizações.

Quando decidimos fazer um encontro para juntar todos esses líderes, a recepção à ideia foi a melhor possível!

Muita gente se interessou e percebemos que a vontade de fortalecer essa rede positiva não era só da Aoka Labs, mas de muitos outros atores que vem pensando nas oportunidades de ação que existem dentro do ecossistema das empresas, sobretudo por meio de seus líderes, e que precisam ser ativadas.

Diante de tudo isso, organizamos o primeiro encontro, que foi fechado para convidados para garantir diversidade e também confidencialidade.

O objetivo para essa primeira edição era o de promover um diálogo generativo para trocar experiências e conectar os participantes a Divergentes Positivos de outras organizações, fortalecendo uma “rede do bem”.

Tivemos duas pessoas muito especiais para nós compartilhando sua experiência durante o encontro e levando a qualidade da nossa conversa lá para o alto: a Denise Hills (Diretora de Sustentabilidade do Itaú) e o Nélio Bilate (ex CEO Global da Nissan – Renault e expert em Desenvolvimento Humano e Treinamento de Líderes).

Ao todo estavam presentes 31 líderes de empresas de São Paulo.


Quer ver um pouco do que rolou?

Dá uma olhada nos materiais que surgiram durante a facilitação gráfica (feita pelo nosso parceiro Design de Conversas).


Estamos caminhando com os próximos passos desse projeto, que são o de colher com os participantes os insumos e aprendizados do primeiro encontro e direcionarmos, juntos, as próximas atividades rumo ao nosso objetivo:

Compreender ao máximo as oportunidades de ação no ecossistema empresarial, para ajudar a implementar projetos mais sustentáveis e mudanças nas organizações, que vão afetar de forma positiva nossas lideranças, país e planeta.

Queremos continuar a fomentar e fortalecer a rede de Divergentes Positivos no Brasil e criar ferramentas para “hackear o sistema” positivamente. Tudo isso, sem perder de vista os desafios do mercado e as oportunidades para trazer mudanças para dentro das organizações de forma estruturada e consistente.

Ou seja, queremos trazer, ao mesmo tempo, bons resultados para os negócios e para o planeta, minimizando o impacto socioambiental e, preferencialmente, regenerando o sistema.

Nós acreditamos muito no potencial das empresas para causar e promover mudanças positivas e achamos que um dos caminhos para isso é fortalecer e empoderar os tão queridos e necessários Divergentes Positivos.

Agora é ver no que vai dar, mas já sabemos que será incrível!


Michelle Everson | Comunicação Aoka Labs

Referências: Positive Deviance Initiative
Fotos: PDPics – Creative Commons | Design de Conversas


Power to the People!

Power to the People!

Semana passada estivemos no MIT, lá em Boston (EUA), para participar do Prototype Camp do Presencing Institute (Otto Scharmer /Teoria U). Para quem não sabe, a Teoria U é uma tecnologia social para inovação e transformação profundas em sistemas complexos.

Para mim, pessoalmente, o encontro foi uma das mais poderosas experiências de colaboração e ativação de redes de pessoas que estão agindo para mudar o mundo.

A rede de changemakers que fez o “U.Lab – Transforming Business, Society and Self” (lançado em Janeiro de 2015) já conta com aproximadamente 50.000 pessoas de mais de 180 países pelo mundo! Todas elas estão repensando seu papel na sociedade e refletindo, entre outras coisas, sobre qual o legado que queremos deixar para nossos filhos e para as futuras gerações.

Para quem já conhece um pouco sobre Teoria U e acha que sabe o que está rolando, esqueça!

Como o próprio Otto descreveu, o fenômeno atual do U.Lab está causando uma inversão.

Pessoas que estavam até então às margens da transformação social, protagonizada em sua maioria por grandes instituições ao redor do mundo, estão agora cada vez mais empoderadas.

Novas ferramentas e tecnologias estão possibilitando que quase qualquer pessoa possa colocar a mão-na-massa para mudar o mundo, unindo coração, razão e ação.

São grandes ou pequenos gestos que, quando conectados em rede, podem ter um poder inimaginável de transformar o mundo para melhor.

Estamos desenvolvendo o protótipo de um Ecossistema de Inovação Social que tem tudo a ver com isso; e algumas das nossas perguntas norteadoras são:
Como ligar os pontos, desenvolvendo formas inteligentes de conectar pessoas e formar um grande ecossistema de inovação social?
Como unir empresas, governos e sociedade civil para juntos buscarmos soluções para os problemas mais intratáveis da nossa sociedade?

Acreditamos que a resposta está em unir talentos e mobilizar recursos em torno de causas, utilizando tecnologias sociais que potencializam a inteligência coletiva.

Nesse contexto, a Teoria U passa a ter uma função social totalmente nova: o de empoderar as pessoas, para que juntos possamos começar a coletivamente criar o futuro que todos queremos!


Daniel Contrucci | Sócio Aoka Labs


Last week we were at MIT, in Boston (USA), joining the Presenting Institute’s Prototype Camp (Otto Scharmer, Theory U). For those who don’t know, Theory U is a social technology for innovation and deep transformation of complex systems.

To me, the event was one of the most powerful collaboration-based experience and also a big network activation of people who are acting to change the world.

The network of changemakers who have joined the “U.Lab – Transforming Business, Society and Self” (launched in January 2015) has about 50.000 people of over 180 countries around the world! All of them are rethinking their role in society, reflecting about the legacy we want to leave behind to our children and the future generations.

For those who know about Theory U and think that they already know what’s going on, forget it!

As Otto has described himself, the phenomenon of U.Lab is causing an inversion.

People who were at the margins of social transformation, so far led by institutions around the world, are now more and more empowered.

New tools and technologies that are emerging are allowing almost anyone to get their hands dirty to start changing the world, uniting head, heart and hands.

We are talking about big or small gestures that when connected can have a huge impact and make the world a better place.

We are working on a prototype related to all of that: It is the Social Innovation Ecosystem Prototype; and some of that questions that we want to answer are:
How can we connect the dots and develop intelligent ways of connecting people to create a big social innovation ecosystem?
How to gather business, government and civil society to search together for solutions to the world’s most untreatable problems?

We believe the answer has to do with unite talents and mobilize resources around common causes, using social technologies that can catalyze the collective intelligence.

In this context, Theory U starts to have a new social role: To empower people so that together we can start to collectively create the future that we all want!


 Daniel Contrucci | Aoka Labs

 Fotos:  Daderot - Creative Commons | Daniel Contrucci

Inovação Social no Caminho da  Inovação Tecnológica

Inovação Social no Caminho da Inovação Tecnológica

Por volta dos anos 1960, 15 anos após a Segunda Guerra Mundial, grandes empresas haviam se constituído e estavam em busca de crescimento financeiro e da liderança em seus mercados. O mundo vinha se tornando cada vez mais complexo. Múltiplos produtos, canais de distribuição, controles de estoque e produção, a necessidade de compreender mercados e lidar com um número exponencialmente crescente de informação estava cada vez mais latente.

Esse cenário trouxe oportunidades. Diversas empresas de Tecnologia da Informação começaram a nascer. A intenção era criar soluções que pudessem ajudar algumas empresas a se tornarem mais eficientes e se destacarem em seus mercados.

A Inovação Tecnológica entrou em um ciclo virtuoso. Um novo setor econômico surgiu. Nele foram anos de investimento financeiro e de pessoas dedicadas para desenvolver soluções e modelos de negócio aplicáveis e financeiramente viáveis. Centenas de empresas nasciam e pereciam, num modelo dinâmico impulsionado por pequenos empreendedores, sonhadores e visionários.

Na época, não era possível ver que o que estava surgindo influenciaria de forma tão disruptiva o modelo de negócio de cada setor da economia, de cada empresa, e impactaria de forma tão profunda a vida de cada um de nós.

O mundo nunca mais seria o mesmo.


E qual a relação disso com a Inovação Social?

Novamente surge uma necessidade latente. A complexidade da nossa sociedade continua a acelerar de forma exponencial (impulsionada, inclusive, pelo setor de TI). Mais do que aprender a lidar com dados, é preciso aprender a se relacionar com pessoas.

“Mais do que aprender a lidar com dados, é preciso aprender a se relacionar com pessoas”.

Engajar através de um propósito real e positivo, responsabilizar-se por suas externalidades, ser mais transparente, distribuir de forma mais equilibrada o valor gerado. Tornar as relações e conexões entre stakeholders mais colaborativas, ter visão sistêmica, saber quando liderar e ser liderado. Conviver com o caos, com o fluxo das mudanças e com tempos cada vez mais curtos.

Essa necessidade abre espaço para o surgimento de um novo setor. Centenas de empreendedores, sonhadores e visionários, começam a atuar nesse campo. Soluções estão sendo desenvolvidas, modelos de negócio testados e provados, investidores sendo atraídos, universidades desenvolvendo metodologias. Um novo ecossistema está sendo formado e negócios viáveis, que aliam econômico-social-ambiental, sendo criados.

Sonho que o setor de Inovação Social, com seus Negócios Sociais e Tecnologias Sociais, seguirá os passos do setor de Informação. Sonho que esse novo setor influenciará de forma disruptiva o modelo de negócio de cada setor da economia e de cada empresa, impactando de forma profunda a vida de cada um de nós.

O mundo nunca mais será o mesmo.

 Filipe Jerônimo | Sócio Aoka Labs

Foto:  Pexels - Creative Commons

Dreamcatchers: Um caso de aplicação da Teoria U na Índia

Dreamcatchers: Um caso de aplicação da Teoria U na Índia

Já ouviu aquela famosa máxima de Gandhi “Seja a mudança que você quer ver no mundo”?
Pois é! Hoje em dia fala-se bastante sobre a importância da condição do indivíduo no processo de mudança social.
A verdade é que as questões contemporâneas são muito complexas e é fundamental que transformações em ambos os níveis, individual e social, venham juntas para trazer os avanços que queremos e precisamos.

Adam Yukelson, do Presencing Institute, escreveu um ótimo texto que aborda essa questão. Yukelson descreve e reflete sobre a experiência da aplicação da Teoria U na fundação Dreamcatchers, na Índia, que trabalha com crianças e adolescentes que passaram por importantes rupturas em suas vidas (perdas, violência, abuso, desabrigo).

No processo com esses jovens, os adultos da Dreamcatchers tiveram que aprender a desenvolver empatia e níveis de escuta e de presença para desenvolver um trabalho mais efetivo. Em um movimento que a princípio era intuitivo, a organização encontrou na Teoria U um embasamento teórico para suas práticas, que articula a relação entre as transformações do indivíduo e da sociedade.

Quer saber mais sobre esse “case” e conhecer melhor o trabalho da Dreamcatchers?

Leia abaixo o texto na íntegra (em inglês) ou acesse o site do Presencing Institute.


The U Process: A Lived Experience

It is common today to hear someone say: if you want to change someone or something else, first you must change yourself. To such an assertion, we could justifiably ask: why bother?

After all, the world is full of problems for which solutions were needed yesterday. Environmental destruction is evident on a scale unprecedented in human history. Huge numbers of people are suffering from burnout and depression while countless others remain poor, hungry, and locked out any meaningful path toward wealth creation.

Shouldn’t we just get on with the work?

As a community of Theory U practitioners interested in how social change happens, we find the relationship between personal and societal transformation intriguing. We believe that such a relationship exists; that personal change precedes any meaningful change we might lead for others; and that today, one without the other is not sufficient.

Theory U gives us a philosophical underpinning for this belief. And yet, we live in a world where quick fixes are king. The process of taking oneself on a journey to let go of the old and become a vehicle through which the future can emerge takes time, and never truly finishes. We are unlikely to convince anyone through theory or intellectual arguments alone. What we need are living examples.

Through my work at the Presencing Institute, I spent some time traveling to find out: what are we learning about the transition to a society that supports wellbeing for more people, for the planet, and for the deeper sources of wellbeing within ourselves? How are people leading the transition? What are they learning along the way? What difference does it make whether or not our efforts to lead social transformation also lead us on a journey of personal transformation?

During a recent trip to India I sat down with someone I have known for many years, and whose life and work offer insight into some of these questions.


From Intuition to Theory U


Sonali Ojha is the founder of Dreamcatchers, a Mumbai-based organization that works with young people who have experienced a rupture in their life story. Often times, young people who encounter Dreamcatchers’ work have previously experienced loss, violence, pain, or abuse. Sometimes they have grown up alone on the streets or in shelters. Invariably, they find themselves in search of meaning, belonging, and continuity in their lives. These are children as young as 6 to 8, onward through young people in their mid-20s.

More recently, Dreamcatchers has worked with children in communities that have experienced generations of disenfranchisement of some form. That might be through poverty or because of social caste.

My conversation with Sonali touched on what the U process has meant to her and Dreamcatchers, and also, the importance of authentic presence for adults who work with young people.

The Dreamcatchers work was born from listening to runaway kids on the streets, trying to understand what their emotional world was, and what they were really seeking from the adult world. “That journey of listening and finding a way to meet their needs was essentially an intuitive process,” Sonali said. “It turned out to be exactly like the U process. But we didn’t know or understand that we were following any nature of process.”

Dreamcatchers was formed in 2000. Because the work emerged from an intuitive process, “our greatest challenge was how to articulate what we were doing,” Sonali said. “We did not come from any particular field. We were sitting at a nebulous space of natural human wisdom.”

The language for the Dreamcatchers work came when Sonali learned about the U Process.

“We encountered the U as a life journey”

The U process itself was born of the insight that people who had led profound change processes – whether personal or organizational – typically followed a common journey that could be mapped into phases which formed the shape of a U. One contribution of Theory U was to put a language and visual map to an experience that many people knew intuitively, but had not articulated in a comprehensive way.

Today, as more people learn of Theory U, for some it remains an articulation of their lived experience. For others, it may be the first invitation they have encountered to embark on a journey into a deeper way of knowing. And still for others, it is a process to learn and apply.

“We didn’t encounter the U as a theory,” Sonali said. “We encountered the U as a life journey…One day, I found the Presence book. It spoke to the journey that had given birth to Dreamcatchers,” Sonali said.

“When I read Presence, I encountered an individual [Otto] who had written out the journey I had walked for nine years of my life. Therefore, my starting point to Theory U was a recognition of myself,” she said. “It was not so much the tools or theory; it was that another human being was speaking to the very truths that had been my life.”


An institution as dynamic as its environment

A few years later, Sonali attended a three-day Presencing workshop. What she took away from it was “a step-by-step process for building an institution that was fundamentally an empty open space. An organization with fundamentally generative energy at its core.” She said:

What I saw in the U was that through a process of self-discovery, one could come to a place where sensing the future and creating it was the critical element of the work. I asked myself, ‘if I had to build an institution for young people, energetically where would it be pegged?’ And the bottom of the U was what made sense.”

I asked Sonali to explain what she meant. She said:

We wanted to build an organization that could create responses for young people by existing continually in that place of ‘let it come, let it go.’ That would allow us to build responses that were appropriate to any moment. It would also allow us not to get attached to the programs or responses we were creating.

This was critical because young people are an ever-changing group of people. The bottom of the U makes sense for the work with young people primarily because…‘what is the future that is in need of you to be born?’ is not an intellectual question or a soul quest for a young person. It is a living reality in which young people find themselves.

An organization that is an “empty open space” that is not “attached to the programs it is creating” has the potential to be as dynamic and changing as the environment it is built to operate in. It is rare for an organization to pull this off. But it is also, increasingly, what today’s world needs.

Sonali was not building Dreamcatchers to be an example of an innovative organization. Quite simply, she saw no other way to meaningfully serve the young people who were showing up to Dreamcatchers’ work. Sonali realized that Dreamcatchers would have to build a culture of asking difficult and deep questions.

“What the U gave us,” she said, “was both a language and a visual piece to articulate both who and what we are. It gave us a way of understanding what our organization was about.”



What does it really mean to build an organizational culture and programs from the bottom of the U?

At Dreamcatchers, it means a commitment and surrender to contemplative practice. It means having a physical office environment and a variety of practices that cultivate stillness and silence in the workplace. Sonali says that all Dreamcatchers programs emerge from silence. Said another way, that means finding a way to let go of what may have worked in the past and collectively attend to what is wanting to emerge now.

“Each time we design a program we follow the U process,” Sonali said. She added:

Essentially, we look at any question we are encountering, and our response to it, by notbuilding an encounter that emerges from the immediate place. Instead we spend time contemplating what we’re encountering, and we ask: how do we respond to it in a way that is not a response to the current reality, but rather to the gap between the current reality and the emerging future.

“That,” she said “is where all our solutions come from.”



Here we return again to the relationship between personal transformation and change leadership. When Sonali talks about embodiment, she means the ability to maintain an authentic presence, born from experience.

“Embodiment,” Sonali said:

Means people who carry our work are first required to go through the process and understand it. They should understand its meaning and implication for themselves. They should understand what’s happening to them as result of it. That way, when they go and transfer it they are able to at least understand the possible implications of the work for the child.”

“A lot of people ask us why we can’t just get on with the job and get it done?” Sonali said. “But,” she continued:

At the end of the day, we are trying to help children understand that the very questions that vex them are really the sources of their creativity. If we look at our lives as the most powerful act of creation, then it is these very questions that have the energy to give us goals and ideals, and so forth.

An eight or ten year old kid is only going to believe you if he sees authenticity in your stance. And if you’re a bit of a swindler, he’s going to see that. And he’s going to be saying – ha! – ‘You’re saying that but you’re not living it. So why are you asking me to do it?’

We are asking children to believe in the very questions that are currently their terror – and to believe that those questions could actually hold the possibility for transformation. Therefore, we need to find adults who, at least for that period of an hour and a half or so, a young person can look at and say – ‘I can trust you this much. Therefore I will move forward.’

Sonali then summarized Dreamcatchers’ philosophy, which has direct implications for anyone in any field of social change work:

We invite you to no journey that we are not willing to take on ourselves.
We invite you to no pain we are not willing to feel ourselves.
We invite you to no possibility within yourself that we have not tried, somehow, to realize within ourselves.

With kids, it’s extremely challenging to invite them to a dream when you have never touched a dream within yourself. A child will very naturally turn around and ask you: did you have a dream? And if your answer to that is ‘I did but I only dreamt it, I never did anything about it,’ then he’s going to ask you: then why are you asking me to do all this effort?

When Sonali said this, it struck me as relevant for anyone involved in social change. If we tell others to change – be they young people or adults, businesses or governments, or anyone else – might some part of them ask: what about you? What kind of transformative journey have you taken? And if you haven’t taken one, why are you asking us to make the effort?


Evolving as the U evolves

Today, Dreamcatchers is asking: what is the next version of ourselves? They are moving from being an organization that has built a body of work to one that seeks a more systemic impact in India. This will require moving into a collaborative space with other organizations that work with young people.

“In a sense,” Sonali reflected, “we’re growing as the U is growing. We met the U as a personal change journey; we understood its ramifications for an organization. We understood its applications for program design. Now we’re understanding it as we’re growing into collaborative work – and asking what does doing all this work collaboratively mean?”


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Fotos: fdecomite - Creative Commons | Ryan – Creative Commons