The Blind Spots in Theory U: The Reconstruction of a (Change-) Management Fashion

Abstract

Following a long period where the concept of a learning organization was the most popular way to implement change projects, consultants have now begun to apply a programme known as Theory U. A description of Theory U from a sociological perspective reveals that it has the typical structure of a management fashion. Theory U resembles a management fashion in as much as it holds out the promise that an organizationall of society, or even simply one individualwill be better off than beforehand after it has run through the various phases of the change process.

Linking Institutional Voids with Blind Spots Through Counter-Knowledge in the Spanish National Healthcare System

“…In the research literature relating to blind spots, a substantial amount of theorising has been presented dealing with the ways to overcome them (Kühl, 2020;Meissner et al, 2017;Wiegand, 1999b;Zajac & Bazerman, 1991).…”

The Covid Shift: working women's punctuated equilibrium

“…It likewise asks organizational leaders to reexamine their expectations of employees, policies and processes, as well as new ways functioning as an organization as informed by the collaborative inquiry required by the “U” process. Figure 7 illustrates this reflective, action-oriented process, in an excerpted version of Theory U, as an intentional response to COVID-19's related organizational trauma and puncture wounds (For more details on Theory U: Heller, 2019; Kühl, 2020; Scharmer, 2018; Scharmer and Yukelson, 2015; and Vardaman, 2020). As noted in Figure 7, the shift to engage in the “U” journey occurs when employees might otherwise disengage or leave the organization.…”

Shared strategic reflection process by a higher education institution: A case study

“…However, there are some criticisms of this theory. Kuhl (2020) points out four blind spots of Theory U such as thinking that it is easy to achieve a simultaneous transformation of the interdependent systems that make up an organization, or assuming that the organizational decision-making processes are clear and lineal. Nevertheless, Kühl (2020, p. 319) states that “the benefit of Theory U is that its rhetoric is particularly change oriented and therefore inspires the courage to make transitions.…”

“…Kuhl (2020) points out four blind spots of Theory U such as thinking that it is easy to achieve a simultaneous transformation of the interdependent systems that make up an organization, or assuming that the organizational decision-making processes are clear and lineal. Nevertheless, Kühl (2020, p. 319) states that “the benefit of Theory U is that its rhetoric is particularly change oriented and therefore inspires the courage to make transitions. Organizations must to a very significant degree simply ignore the uncertainty that precedes every decision.” On the other hand, Heller (2019) criticizes that the model suffers from a lack of robustness in its philosophical foundations, but despite this he concludes that “Theory U has certainly the potential to be transformed into a rather useful approach to new ways of leadership and the challenges of change management” (Heller; 2019, p. 40).…”