New sts ai final

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New sts ai final

  1. 1. Appreciative Inquiry 2.0 Bernard Mohr
  2. 2. Appreciative Inquiry 2.0 a) History - Action Research – the common thread in STSD, Total Quality (Lean, Six Sigma), Organization Development and Appreciative Inquiry a) AI 1.0 • Discovering the power of Inquiry, • Rediscovering the Power of Image and the Positive Scholarship Revolution • Towards relational transformation - Social Construction as a frame a) AI 2.0 – Elevating “Design” • 3 Stories – Moundsville Gypsum, Vision Council, Tufts • Appreciative Designing of the Future – what’s different?
  3. 3. The Positive Scholarship* “Revolution” Research Drives Awareness of Another Choice Point in How We Approach Designing 3 Image Appreciative Designing (Appreciative Inquiry) * 2003 Cameron, Dutton, Quinn “Positive Organizational Scholarship: Foundations Of A New Discipline”
  4. 4. Business Environment Adaptive Capacity = The current capacity of the organization to …anticipate, respond and if needed regroup frpm disruptive change in the market place… ..at a pace fast enough to provide competitive advantage. Mission And Strategy Organization Culture and Behavior Business & Human Results Appreciative Designing – Whats New ( A Whole System Organization Performance Picture) Start Here ! -- Is there a good match ? Org’n Boundaries, Roles, Authorities And Responsibilities Compensation, Reward And Incentive Systems People Systems (Selection, Development Promotion, Perf Mngt. And Justice) Planning, Renewal and Continuous Improvement Systems Measurement, Information & other Business Monitoring Systems Core Work Processes, Tools Physical Layout/space Patterns Of Organizational Dialogue About Identity, Values and Beliefs © Innovation Partners International, adapted from R Hanna by Bernard Mohr
  5. 5. Large Group Processes: Expanding “Who” Does The Designing (Paradigm Shift #1) 5 Representative small groups design both Technical and Social Systems (Representative Design Team model - 1960’s onward) Intact work groups make Improvements by designing both Technical and Social Systems (“Participative Design” 1970’s onward) Large Groups (50-500 +) engage people actually doing the work in designing both Technical and Social Systems (Conference Model, Fast Cycle STS,1980’s onward) Note: All three approaches are based on the assumption that the system only changes after redesign i.e.- the data gathering and diagnostic activities are seen as “neutral” acts
  6. 6. Large Group Processes And Appreciative Inquiry: Two Paradigm Shifts in Designing Organizations Representative small groups design both Technical and Social Systems (STS Design Team model - 1960’s onward) Intact work groups make Improvements by designing both Technical and Social Systems (“Participative Design” 1970’s onward) Large Groups (50-500 +) engage people actually doing the work in designing both Technical and Social Systems (Conference Model, Fast Cycle STS,1980’s onward) Large Groups engage people actually doing the work in designing “whole” organizations (both Technical and Social) from a strength based perspective
  7. 7. 7 Co-Creating Appreciative Organizations • A call for new ways of thinking about the nature of human collaboration within institutions (playing to strengths) • Enhancing wealth creation for all and elevating potential for world benefit • Engaging “everyone” to invent new “social architectures” which: 1. Unleash the energy of the dream 2. Serve as an organizational fabric within which work is accomplished 3. Enable people to experience dignity, meaning and community 4. Enable new and innovative combinations of individual tasks 5. Radical rethinking of work flows, technologies, measures and goals for monitoring performance 6. Governance and decision making processes which assure vibrant internal integration and simultaneous connection of the organization to environmental opportunities

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