Positive Organization Development

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Workshop presented at the #2012waic conference - Ghent, Belgium

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Positive Organization Development

  1. 1. Ai and the emergence ofInnovation-Inspired Positive OrganizationDevelopmentDavid Cooperrider and Lindsey Godwin i  
  2. 2. Trends in OD Today Problem solving Organizational Diagnoses Root Causes of Failure Needs Analyses Threat Analyses
  3. 3. “At work, I have theopportunity to do what I do best every day.” <20%
  4. 4. We are seeing a NEW path…. Organizational InnovationOrganizational Intervention
  5. 5. Fields  Informing  iPod   A  Time  for  Re-­‐thinking  Human  Organiza<on     and  Change   Strengths- Positive DESIGN Biomimicry & Positive Social based Psychology Organizational Sustainable ConstructionismManagement Scholarship THINKING Value Creation Appreciative Inquiry and the New Model of Positive Change Next Generation Action Research
  6. 6. IPOD Formative Strands, Values, and Knowledge Base for a New Model of Change A Double Helix of: Appreciation & Inquiry “AI” and Three Early OD Values • Spirit of Inquiry • Collaborative Creation Model of Change • Positive Assumptions of Life 1.  Elevate-and-Extend 2.  Broaden-and-Build 3.  Establish-and EclipseInnovation & Design Thinking (theory of change) Appreciative… Biomimicry & Sustainable Value Creation …Inquiry & Positive Organizational Change Scholarship Positive Psychology Strengths-Based Relational Management Constructivism
  7. 7. Part 1: The Appreciative Mindset: The Elevation of Strengths 1.  The New OD2.  The Exponential Inquiry Effect3.  Making it Work: Bringing the Language of Strengths to Life
  8. 8. Part 2: The Multiplication Mindset: Creating Configurations of Strengths 4. The Omnipresence of Strengths5. The Establish & Eclipse Theory of Positive Change6. Facilitating the Open Strengths Organization7. IPod’s Double Contribution to Corporate Strategy8. Harnessing the Magic of Macro
  9. 9. Part 3: The North Star: Positive Institutions for the Spread of Strengths 9. Sustainable Value: Open- Innovation Approach to Sustainability 10. The Expanding Agenda forIPOD Values, Theories and Many Applications
  10. 10. The AI 4-D Model forStrengths-based Change Discovery “What gives life?” The best of what is. Appreciating Destiny Affirmative Dream “How to empower, “What might be?” learn, and improvise?” Sustaining Topic Envisioning Results/Impact Design “What should be – the ideal?” Co-constructing
  11. 11. What  is  Design?  “Designing  renders   visible  our  hopes   and  dreams,  it  is  the   first  signal  of  human   inten9ons.”  -­‐-­‐William  McDonough     13  
  12. 12. The  Future  of  AI…                                        as  DESIGN  ing  Points  of  Departure:    1.  Managing  as  Designing—What  Might  We   Learn  from  Architects,  Ar9sts,  Fashion   Designers,  IT  Designers,  Product  Designers,   etc.    2.  Advances  in  Apprecia9ve  Inquiry  with  IDEO —America’s  Top  Design  Firm                                                     14  
  13. 13. Let’s Look at World Class Designing in Action1.  Nightline’s  Design  Challenge  to  IDEO  2.  Ai  Summit  With  Cleveland                  -­‐-­‐700  people  designing  new  customer       prototypes     15  
  14. 14. IDEO  Under  the  Nightline  Spotlight:   How  Does  Innova<on  Happen?  
  15. 15. Learning From Designersv Design  is  about  Legacy  leadership.  v It  is  a  way  of  knowing…Designers  see  and  observe  everything  from   the  perspec9ve  of  possibility…even  failure,  mistakes,  waste.  The   world  is  not  a  “problem-­‐to-­‐be-­‐solved”  but  an  invita9on  to  create   with  all  the  “crea9ve  materials”  v Designing  is  en9rely  collabora6ve—  with  one  difference.  It  always   starts  with  designing  something  of  value  “externally”  for  the   customer,  or  the  world  v Con9nued-­‐à   17  
  16. 16. Learning  from  Designers  v Involves  both  liquid  and  crystal  states:  Crea9vity  unleashed   with  deadlines.  Rapid  prototypes  set  into  mo9on  and   refined  in  the  real  world.    v The  crea6vity  involved  —the  methods,  design  tools,  etc— when  used  religiously  and  strategically  (not  sporadically)   creates  the  las6ng  pa<erns  or  culture  of  innova6on  and   collabora9on  that  companies  today  are  aching  for.  v Its  HOT…innova9on  is  in.  Its  FUN.    v It’s  the  future  of  strengths-­‐based  Change          —designing  products,  customer  experiences,  organiza9ons     18  
  17. 17. •  World-wide search new ways forbusiness to live in mutual benefitwith the earth’s ecosystems andthe world’s societies•  Public trust of best businessinnovations for sustainable future•  Global dialogue about the role andthe future of business in society• The Club of Rome Challenge
  18. 18. Recent  Nobel  Prize  Laureates  in  Economics  (leO)  &  Peace  (right):     How  About  a  Nobel  for  Business?   20  
  19. 19. The  AI  4-­‐D  Model     Discovery “What gives life?” The best of what is. • Observations & Opportunities Destiny “How to empower, Our Design Opportunity Dreamlearn, and improvise?” Nobel Prize Images of the • Prototype Business Valued Future Iterations Design “How might we?” • Brainstormer • Rapid Prototyping
  20. 20. The Perfect Brainstormer“The best way to get a good idea is to generate lots of ideas” --Linus Pauling  v Defer  Judgment:    Don’t  Dismiss  Any  Ideas  v Encourage  Wild  Ideas  v Build  and  Jump:  No  “Buts”  Only  “Ands”  v Go  For  Quan9ty    v Be  Visual  v One  Contribu9on  At  A  Time     22  
  21. 21. Designing  Step  One:     Hold  A  “Brainstormer”  How might we.. Design a Business and Society Prize that grows to have as much or more stature, respect, and impact than that of a Nobel?v Who might it be named after? v How might we surface 1,000’s of nominations and “leads” from all over the world? v What’s the exciting and impactful symbolism, identity? Image? Look? v Kinds of public ceremony and worldwide honoring? v How might we maximize awareness and accelerate global learning, action, and new visions of business and society for the 21st century? v How might we best use the internet—and old and new media? v With Weatherhead’s Fowler Center as hub, what kind of alliance or set of partnerships might we consider to give this global impact? 23  
  22. 22. Rapid Prototyping “All Life is an Experiment. The More Experiments You Make the Better” –Ralph Waldo Emerson Principles of rapid prototyping: v Creates a tangible representation of your initiative idea: Remember the Anita Roddick story. v Make it visual: storyboard, diagram, model, role play, chart, a mashup, bodystorming, etc. v You can mock up anything: products, services, processes, spaces, customer experiences, partnerships, prizes etc. v Go fast, avoid paralysis – you can always revise v No frills: don’t sweat looks or details 24  
  23. 23.   Design  Part  Two   Rapid  Prototypes  (present  at  11:35  o’clock  —3-­‐4  minute  presentaon  of  prototypes)    A  visual  presenta9on  of  your  prototype:    v  Vision  or  drawing;  v  A  headline  news  story  in  New  York  Times  or  CNN;  v  A  “bodystorm”  or  skit  to  show  us.                Note:  Where  possible  please  weave  in  examples  or   exemplars  from  companies  today.     25  
  24. 24. The  Appreciable  World  is  So  Much  Larger  Than  Our   Normal,  Everyday  Appreciave  Knowing   Capacity…     If  we  did  all  the  things  we  are   capable  of  doing,  we  would   literally  astound  ourselves.                    -­‐-­‐Thomas  Edison  
  25. 25. Why  Teams  Beat  Individuals  v Variety  inspires  v Avalanche  of  energy  and  enthusiasm  v When  people  feel  special…they  will  perform   way  beyond  expecta9ons.  v Hot  teams  meet.  Hot  teams  meet.    v Diversity  emerges:  the  visionary;   troubleshooter;  iconoclast;  pulse  taker;   cradsmen;  technologist;  entrepreneur;  cross-­‐ pollinator   27  
  26. 26. Transformational Positivity… Three Observable Phases… 1.  Elevate-and-Extend 2.  Broaden-And-Build 3.  Establish-and-Eclipse Universal Capacity HighExtension of Relatedness When do negative patterns go away in Activation of human systems? Energy Establish and Carl Jung’s Eclipse observation. Pro-Fusion of Strengths “Broaden and Elevation and Build” Extension of Inquiry Activation of Inquiry into “What Gives Life?” Lo w Initiating “Appreciable World” Advancing
  27. 27. IPOD     Formave    Strands,  Values,  and  Knowledge  Base  for  a     New  Model  of  Change   A Double Helix of: Appreciation Inquiry “AI” and Three Early OD Values • Spirit of Inquiry • Collaborative Creation Model of Change • Positive Assumptions of Life 1.  Elevate-and-Extend 2.  Broaden-and-Build 3.  Establish-and EclipseInnovation Design Thinking (theory of change) Appreciative… Biomimicry Sustainable Value Creation …Inquiry Positive Organizational Change Scholarship Positive Psychology Strengths-Based Relational Management Constructivism

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