问道管理第六章读后感

问道管理第六章读后感
英文回答：
In the sixth chapter of "Leading Questions: A Dialogue on the Power of Reflective Inquiry in Coaching," Otto Scharmer and Katrin Kaufer explore the concept of "presencing" as a means of creating transformative change. Presencing is described as a state of being in which individuals connect deeply with their inner purpose and the world around them, enabling them to make choices that are aligned with their values and aspirations. The authors
argue that presencing is essential for effective leadership, as it allows leaders to navigate complex challenges and develop innovative solutions.
Scharmer and Kaufer present a four-stage model of presencing that includes:
1. Suspending: Letting go of preconceived notions and judgments to open up to new perspectives.
2. Connecting: Establishing a deep connection with oneself, others, and the world.
3. Sensing: Paying attention to the subtle signals and insights that emerge from within and around us.
4. Crystallizing: Transforming insights into action by making choices that are aligned with our values.
The authors emphasize the importance of practicing presencing regularly, as it strengthens our capacity for reflection and intuition. They suggest various techniques for cultivating presencing, such as mindfulness meditation, journaling, and dialogue.
By incorporating presencing into their leadership practices, leaders can cultivate a deeper sense of purpose, make wiser decisions, and create more sustainable and fulfilling organizations.
中文回答：
在《领导提问，教练中反思性探究的力量对话》第六章中，奥托·沙美和凯瑟琳·考弗探讨了“临在”作为创造变革手段的概念。

“临在”被描述为一种存在状态，个人与内心的目标和周围的世界
深度连接，能够做出符合自身价值观和愿望的选择。

作者认为，
“临在”对于有效的领导至关重要，因为它允许领导者驾驭复杂的
挑战并开发创新的解决方案。

沙美和考弗提出了一个包含四个阶段的临在模型：
1. 暂停，摒弃先入为主的观念和判断，以开放的心态接纳新的
视角。

2. 连接，与自己、他人和世界建立深层次的联系。

3. 感受，关注从内部和周围浮现出的细微信号和见解。

4. 结晶，将见解转化为行动，做出符合我们价值观的决定。

作者强调定期练习临在的重要性，因为它可以增强我们的反思
能力和直觉。

他们提出了培养临在的不同技巧，例如正念冥想、日
记和对话。

通过将临在纳入领导实践，领导者可以培养更深层次的目标感，做出更明智的决定，并创建更可持续、更有成就感的组织。