Cooperrider And Barret Ai Monterray 2007


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  • As we move from discovery to dream, the goal is to build upon our strengths, values, highpoint experiences from our positive core as we envision our preferred future.
  • We start with stakeholders, who are the individuals and groups who have something at stake in how the company operates: their jobs, health, community, and the products and services they consume. You can also think of stakeholders as anyone who can help or hurt a company Economic stakeholders are part of the company’s value chain: they are the stakeholders managers usually think about. INVESTOR GROUPS & BANKERS Societal stakeholders are not part of the direct value chain: Government NGOs The media Local communities Traditionally ADVERSERIAL relationship Societal stakeholders have become much more important recently in determining issues such as governance, human health, quality of life, and environmental impacts.
  • Rapid growth of NGOs since 1970, when Greenpeace and Friends of the Earth began their activities. Fro ma few thousand to nearly 60,000 today. Many of these NGOs are making the linkage to the unintended consequences. Forcing companies to identify negative impacts, holding these companies accountable for damages, and helping them find positive solutions. Move from broad scope to sector and cause-specific Move from “anti” to market-shaping When the Wildlife Habitat Council was formed in 1988, the founders conceived a new and innovative concept of bringing together - conservation and business. This was the first cooperative effort between the environmental community and industry.  WHC helps large landowners, particularly corporations , manage their unused lands in an ecologically sensitive manner for the benefit of wildlife.
  • Here you can see in the US the growth in the number of environmental laws from 1870 to today. The rapid growth also started in 1970. Even though Federal government not doing much, the States are suing the EPA and utilities regulated by the federal government to get stricter regulations passed Mine Safety and Health At a Glance U.S. Department of Labor Mine Safety and Health Administration Safety and health in America’s mining industry made significant strides during the 20th century and over the last 25 years in particular. In 1978, the first year the Mine Safety and Health Administration (MSHA) operated under the new Mine Safety and Health Act of 1977, 242 miners died in mining accidents. Last year, in 2003, a record-low 56 fatalities were reported.
  • Sustainability is a relatively recent term coming from new environmental and social problems worldwide … evolution to a more business-type perspective
  • Introduce myself. Good Morning – and Welcome to This Breakfast at our Case Western Dively Center. For those of you that I have not had the opportunity to meet, my name is Jenniffer Deckard and I have been with Fairmount Minerals for 11 years and have been the CFO of the company for the majority of those years. While Fairmount has always prided ourselves in being responsible corporate citizens, we have recently embarked on a company-wide campaign to raise awareness of our commitment to Sustainable Development and to incorporate Sustainable Development practices into our mission, our business practices and into our everyday lives.
  • As we move from discovery to dream, the goal is to build upon our strengths, values, highpoint experiences from our positive core as we envision our preferred future.
  • How did we get here? History of org in one slide Biggest picture of human life together - a process of development punctuated by great moments of transition Each era had its signature form of org: sm grps, hier, bureau We date the birth of the Info Age at the last 6 months of 1945 August drop of the Atomic bomb on Hiroshima UN Charter signed a few months later in SF In December, ENIAC, first digital computer, was born In the middle of that period, in October, 1945, the OSS was disbanded, after only 3 legendary years. Two years later, Congress occasioned the birth of the CIA and the intelligence community You are truly a network organization of the Information Age However, the older forms are still key parts of the mix... Let’s focus on the “+” between the org forms, and also illustrate using a common example of an industrial era profession--firefighting. [NFPCA] [tell FD story through actions….]
  • So let’s talk a little about the term community. We believe that communities are only communities if they come together over a period of time – A single one-hour web conference, for example, wouldn’t be considered a community-based activity unless it was the broader context of a longer learning effort. And communities don’t have be strictly tied together by technology per se. Communities are typically tied together by a common purpose, norms, etc. What are examples of communities? They may meet together physically and then supplement their face-to-face activities online. What are examples of communities? Online or off? What makes them work? Common purpose, norms, values, roles
  • This example used from the summit. If 671 could share this information on the Network the results would be incredible if everyone applied it to their work operations. Sharing best practices for overall company success assists the company in meeting goals.
  • Cooperrider And Barret Ai Monterray 2007

    1. 1. “ AI” Appreciative Inquiry A Positive Revolution in Change With Frank Barrett & David Cooperrider
    2. 2. Time to Re-think Human Organization and Change <ul><li>Global Context of Change </li></ul><ul><li>Guiding Images of the Future </li></ul><ul><li>End of Apartheid </li></ul><ul><li>Power of Conversation </li></ul><ul><li>No Limits to Cooperation—value nets, complimentary partnerships, combining competition and cooperation </li></ul><ul><li>A Positive Revolution in Change Research </li></ul><ul><li>Positive Psychology Movement </li></ul><ul><li>“ Whole System” Excellence—agility, speed, accelerated learning, execution and follow through; reality of SCALE </li></ul><ul><li>Sustainable Design: Sustainability as the 21 st Century Business Opportunity? </li></ul>
    3. 3. New Horizons in Appreciative Inquiry Business as an Agent of World Benefit AI at the UN <ul><li>“ Let us choose to unite the power of markets with the strengths of universal ideals…let us choose to reconcile the creative forces of private entrepreneurship with the needs of the disadvantaged and the requirements of future generations” </li></ul><ul><li>UN Secretary General </li></ul><ul><li>Kofi Annan </li></ul>
    4. 4. Peter Drucker…an interview we did with him on his book “The Next Society” <ul><li>“ The task of leadership is to create an alignment of strengths, making our weaknesses irrelevant”. </li></ul>
    5. 5. Could it Be…Catalyzing Change Might Be All About Strengths? <ul><li>Why would strength connected to strength…create change? </li></ul><ul><li>Its often been said that strengths perform, but how about the idea that strengths do more than perform, they transform? </li></ul><ul><li>What would it mean to create an entire change theory around strengths? </li></ul>
    6. 6. Two Ideas <ul><li>1. Strength-Based Change </li></ul><ul><li>& </li></ul><ul><li>2. Engagement of the Whole </li></ul><ul><li>Everyone’s Part of the </li></ul><ul><li>Inner Circle of Strategy </li></ul>
    7. 9. Opening Inquiry <ul><li>Questions for Discovery - individual reflection first </li></ul><ul><li>Conversation (pairs) </li></ul>
    8. 10. Introduction A little about you… and sense of purpose in your life and work: <ul><li>One of the core tasks for all of us as human beings is to discover our sense of life purpose and then to live it, to the best of our ability: </li></ul><ul><li>A. Please share a story about a moment or period of time where clarity in life’s purpose began to emerge for you; it might have been a special experience, a teacher, a relationship, a powerful project, a life challenge, etc? </li></ul><ul><li>B. Your future horizons or growing “edge”…images of yourself in the future? What do you sense you are supposed to do in the future? </li></ul>
    9. 11. <ul><li>A “highpoint experience” in organizational life? </li></ul><ul><li>Share the story: the most memorable parts of the initiative, including challenges and innovations. </li></ul><ul><li>Reflect on: “root causes of success” </li></ul><ul><li>You…what were you're 3 best qualities, or experienced strengths? </li></ul>
    10. 12. 2. When do people feel most passionate? Signature strengths? <ul><li>A. Your observations and experiences — </li></ul><ul><li>When do people feel most passionate and connected at your organization? Can you share an example: “a hot team”, great innovation, entrepreneurial spirit? </li></ul><ul><li>B. Your Organization’s Signature Strengths (continuity question): assuming your corporation will change in the future, what are those best qualities– distinctive capacities, signature strengths, assets, etc -- that you would want to keep or build upon, even as the system moves into a new and changing future? </li></ul><ul><li>An example of those strengths in action? </li></ul>
    11. 13. #3. Images of the Future (Your Organization in 2012) <ul><li>We wake up…it is 2012…what do you see that is new, different, changed, better? </li></ul><ul><li>I will be most proud of my company in 2012 when…? </li></ul>
    12. 14. Starting AI Interview (dialogue in pairs) <ul><li>A-->B (20 min) </li></ul><ul><li>B-->A (20 min ) </li></ul><ul><li>Spirit of discovery </li></ul><ul><li>Take brief notes </li></ul><ul><li>At the end.. summary & thanks </li></ul><ul><li>Return @11:00 </li></ul>
    13. 15. Pioneering Research Across Many Fields… An Emerging Vocabulary of “Positive Change”
    14. 16. William James’ interest: moments of extraordinary positive experience—and how these too can be cultivated to ignite “explosive” change: <ul><li>Emotional occasions, especially violent ones, are extremely potent in precipitating mental rearrangements. The sudden and explosive ways in which jealousy, guilt, fear, remorse, or anger can seize upon one are known to everybody. Hope, happiness, security, resolve, emotions characteristic of conversion, however, can be equally explosive. And emotions that come in this explosive way seldom leave things as they found them (James, 1902, p. 163-164 ). </li></ul>
    15. 17. William James <ul><li>James went on to say that what we truly need is much more understanding about the kind of change that happens when things are “hot and alive within us, and where everything has to re-crystallize about it” (James, 1902, p. 162). </li></ul>
    16. 18. Science of Human Strengths <ul><li>Six categories of character strengths or virtues </li></ul><ul><ul><li>Wisdom & Knowledge – creativity, curiosity, perspective </li></ul></ul><ul><ul><li>Courage – persistence, bravery, integrity </li></ul></ul><ul><ul><li>Humanity – love, kindness , emotional intelligence </li></ul></ul><ul><ul><li>Justice – Citizenship, responsibility , fairness, leadership </li></ul></ul><ul><ul><li>Temperance – forgiveness , humility-modesty , self-control </li></ul></ul><ul><ul><li>Transcendence – appreciation, purpose hope, humor, spirituality </li></ul></ul>Source: Peterson & Seligman (2004)
    17. 19. <ul><li>Science of Human Strengths </li></ul><ul><li>What Good Are Positive Emotions? </li></ul><ul><li>Broaden-and-Build Theory </li></ul><ul><li>The Emotion of Elevation </li></ul><ul><li>Upward Spiral as Change Model </li></ul><ul><li>High Quality Connections </li></ul><ul><li>Words Create Worlds </li></ul><ul><li>Inner Dialogue Research </li></ul><ul><li>Media Studies/ Social Construction </li></ul><ul><li>Affirmative Capacity and Leadership </li></ul><ul><li>Implications for Organizations? </li></ul><ul><li>Positive Image-  </li></ul><ul><li>Positive Action </li></ul><ul><li>Positive Health Studies </li></ul><ul><li>Pygmalion in Education </li></ul><ul><li>Rise and Fall of Cultures </li></ul>
    18. 20. Positive Emotions Broaden Thought-Action Repertoires <ul><li>Joy…………………………, innovate </li></ul><ul><li>Interest……………………..expansive, explore </li></ul><ul><li>Contentment……………...savor, integrate </li></ul><ul><li>Love…………………………..connect, relate </li></ul>
    19. 21. Empirical Support for “Broaden and Build” Theory of Change <ul><li>Three “Revolutionary” Contributions: </li></ul><ul><li>Broaden Attention and Thinking (Fredrickson & Branigan, 2002; Waugh & Fredrickson, in prep) </li></ul><ul><li>Undo Lingering Negative Emotional Arousal (Fredrickson & Levenson, 1998; Fredrickson, Mancuso, Branigan & Tugade, 2000) </li></ul><ul><li>Fuel Resilient Coping, Like Immune System </li></ul><ul><li>(Fredrickson, Tugade, Waugh & Larkin, 2002; Tugade & Fredrickson, 2002) </li></ul>
    20. 22. Empirical Support <ul><li>Over time, Positive Emotions: </li></ul><ul><li>Prevent depression </li></ul><ul><li>(Fredrickson, Tugade, Waugh, & Larkin, 2002) </li></ul><ul><li>Build optimism, and resilience, and elevated relationships of benefit (Fredrickson, Tugade, Waugh, & Larkin, 2002; Haight 2003) </li></ul><ul><li>Trigger Upward Spirals to Increase Well-being (Fredrickson & Joiner, 2002; Tugade & Fredrickson, 2002) </li></ul>
    21. 23. Losada’s Research Business Teams <ul><li>HIGH PERFORMING </li></ul><ul><li>+ 6:1 ratio of positive– (strength-based and opportunity) focused dialogue to negative (deficiency focus) dialogue. </li></ul><ul><li>+2:1 ratio of inquiry (learning focused questions) versus advocacy (closed positions) type conversation. </li></ul><ul><li>LOW PERFOMING </li></ul><ul><li>1:3 ratio: one positive statement in the team for every three deficiency focused statements. </li></ul><ul><li>1:20 ratio: one inquiry (open-learning type questions) for every twenty remarks based on advocacy. </li></ul>
    22. 24. Quick conversation… <ul><li>What areas—Pygmalion, inner dialogue, “what good are positive emotions”, rise and fall of cultures, affirmative capability—are most interesting to you? </li></ul><ul><li>Other research? An experience for your life? </li></ul>
    23. 26. Form Groups 2+2+2+2=8…return <ul><li>Introduce your partners vis-à-vis your interviews—share highlights…. </li></ul><ul><li>Everyone listen for patterns/insights in three areas: </li></ul><ul><li>High Point Stories : And Analysis Root Causes of Success ? </li></ul><ul><li>Continuity themes : Things Best, To Keep , Signature Strengths </li></ul><ul><li>Images of the Future : Key Visions </li></ul>
    25. 28. PATTERNS/THEMES return FUTURE: 2012 CONTINUITY HIGH POINTS Share patterns—PLUS one of the illustrative high point stories
    26. 29. Lets Get Into It Now… Principles of “AI” <ul><li>Constructionist Principle </li></ul><ul><li>Principle of Simultaneity </li></ul><ul><li>Open Book “Poetic Principle” </li></ul><ul><li>Anticipatory Principle </li></ul><ul><li>Positive Principle </li></ul>
    27. 30. What Does All This Mean for Our Work With Organizational Change? <ul><li>What Good Are Positive Emotions? </li></ul><ul><li>Broaden-and-Build Theory </li></ul><ul><li>The Emotion of Elevation </li></ul><ul><li>Upward Spiral as Change Model </li></ul><ul><li>Words Create Worlds </li></ul><ul><li>Inner Dialogue Research </li></ul><ul><li>Media Studies/ Social Construction </li></ul><ul><li>Affirmative Capacity and Leadership </li></ul><ul><li>Implications for Organizations? </li></ul><ul><li>Positive Image-  </li></ul><ul><li>Positive Action </li></ul><ul><li>Positive Health Studies </li></ul><ul><li>Pygmalion in Education </li></ul><ul><li>Rise and Fall of Cultures </li></ul>
    28. 31. For Us It Began to Raise New Awareness the Deficit Theory of Change… Pervasive. <ul><li>Identify problem </li></ul><ul><li>Conduct root cause analysis </li></ul><ul><li>Brainstorm solutions and analyze </li></ul><ul><li>Develop action plans/intervention </li></ul><ul><li>Most schools, companies, families and organizations function on an unwritten rule… </li></ul><ul><li>“ Let’s fix what’s wrong and let the strengths take care of themselves” </li></ul><ul><li>--Gallop Poll </li></ul>Metaphor: Organizations are problems to be solved
    29. 32. Overuse of Deficit-Based Management Unintended Consequences & the Point of Diminishing Returns <ul><li>Fragmentation </li></ul><ul><li>Few New Images of Possibility </li></ul><ul><li>Exhaustion </li></ul><ul><li>“ The Experts Must Know”…Dependence and Hierarchy </li></ul><ul><li>Spirals in Deficit Vocabularies </li></ul><ul><li>Closed Door Meetings </li></ul><ul><li>Disempowering Climate </li></ul><ul><li>Anti-innovation </li></ul><ul><li>Most schools, companies, families and organizations function on an unwritten rule…“ Let’s fix what’s wrong and let the strengths take care of themselves ” </li></ul><ul><li>--Gallop Poll </li></ul><ul><li>“ The signal accomplishment of the industrial age was the notion of continuous improvement. It remains the secular religion of most managers… has reached the point of diminishing returns in incremental improvement programs.” – Gary Hamel, Leading The Revolution </li></ul>
    30. 33. PROBLEM ANALYTIC CHANGE VS. APPRECIATIVE INQUIRY “ Felt Need” Identify problem Conduct root cause analysis Analyze Possible Solutions Develop action plan (Treatment) Basic assumption: “ problem-to-be solved” Problem solving (deficit based change) Dialogue and design (What should be) Create (What will be) Basic assumption: “mystery” organization is a web of strengths linked to infinite capacity, infinite imagination… alive Appreciative inquiry (strength based innovation) “ Valuing the best of what is” Appreciate Imagine (What might be) Basic beliefs What we focus on becomes our reality Reality is created in the moment, and there are multiple realities In every ongoing team/group/ organisation . . . Some-thing(s) work People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known) The mode and language of inquiry effects the org. being observed
    31. 34. Appreciative Inquiry is a Shift <ul><li>“ No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.” </li></ul><ul><li>“ There are only two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle.” </li></ul><ul><li>– Albert Einstein </li></ul>
    32. 35. Moving From Strength to Strength What Would We Call It? <ul><li>What about the kind of change that is not just about moving from a -2 back to a “0”? </li></ul><ul><li>What about the kind of change that moves from a +2 to a + 20? </li></ul><ul><li>How? </li></ul>
    33. 36. Ap-pre’ci-ate, v., <ul><li>1. Valuing … </li></ul><ul><ul><li>The act of recognizing the best in people and the world around us; </li></ul></ul><ul><ul><li>Affirming past and present strengths, successes, and potentials; </li></ul></ul><ul><ul><li>To perceive those things that give life (health, vitality, and excellence) to living systems. </li></ul></ul><ul><li>2. To increase in value, e.g. the economy has appreciated in value. </li></ul><ul><ul><li>Synonyms: valuing, prizing, esteeming, and honoring. </li></ul></ul>
    34. 37. In-quire’ (kwir), v., <ul><li>1. The act of exploration and discovery. </li></ul><ul><li>2. To ask questions; to be open to seeing new potentials and possibilities. </li></ul><ul><ul><li>Synonyms: discovery, search, study and systematic exploration. </li></ul></ul>
    35. 38. What would you call it? (all these things taken together) <ul><li>Achievements </li></ul><ul><li>Strategic opportunities </li></ul><ul><li>Technical assets </li></ul><ul><li>Innovations </li></ul><ul><li>Elevated thoughts </li></ul><ul><li>Best practices </li></ul><ul><li>Positive emotions </li></ul><ul><li>Financial assets </li></ul><ul><li>Value created </li></ul><ul><li>Economic and social investments </li></ul><ul><li>Tacit Wisdom </li></ul><ul><li>Core competency </li></ul><ul><li>Visions of possibility </li></ul><ul><li>Reputation and brand </li></ul><ul><li>Vital traditions </li></ul><ul><li>Positive macrotrends </li></ul><ul><li>Social capital </li></ul><ul><li>Strengths: business ecosystem e.g. strengths suppliers, partners, customers </li></ul>
    36. 39. The “Positive Core” AI systematically and collaboratively creates a knowledge link between the entire enterprise and the life-generating core of past, present, and future capacities and opportunities…… this ignites change!
    37. 40. Topic Choice: A Fateful Act <ul><li>Organizations move in the direction of what they study. </li></ul><ul><li>Questions we ask determine what we find. . . </li></ul><ul><li>Process choice point: Who does topic choice: executive team; core team; or “whole system?” </li></ul>
    38. 41. Best Way to Build High Engagement and Enthusiasm? <ul><li>Do an organization survey of low morale ? </li></ul><ul><li>Magnify and learn from moment of highest engagement & enthusiasm? </li></ul>
    39. 42. Do we really ??? want to do one more study of… <ul><li>Low morale </li></ul><ul><li>High turnover </li></ul><ul><li>Excessive baggage loss </li></ul><ul><li>Lack of follow-through and execution </li></ul><ul><li>Customer complaints </li></ul><ul><li>resistance; what are things getting in the way? </li></ul><ul><li>or… “entrepreneurial commitment” factors </li></ul><ul><li>or…”magnetic work environment” </li></ul><ul><li>or….? </li></ul><ul><li>or… “instinctive execution” </li></ul><ul><li>or…”revolutionary customer responsiveness” </li></ul><ul><li>or.. “Unstoppable confidence </li></ul>
    40. 43. Topic Re-framing Can Lead to Exciting Breakthrough Results <ul><li>Is environmental regulation or “social responsibility” a burden or a business opportunity for breakthrough profit and new value? </li></ul><ul><li>Is the topic how to reduce harm? </li></ul><ul><li>Or how to unleash “eco-imagination” & “high purpose profit?”—Fairmount Minerals Case Clipping </li></ul>
    41. 44. Topic Choice <ul><li>Human systems move in the direction of what they most frequently and persistently ask questions about. </li></ul><ul><li>What you study, GROWS </li></ul>
    42. 45. The AI 4-D Model Discovery “ What gives life?” The best of what is. Appreciating Dream “ What might be?” Envisioning Results/Impact Design “ What should be – the ideal?” Co-constructing Destiny “ How to empower, learn, and improvise?” Sustaining Affirmative Topic
    43. 46. Today <ul><li>Topic Choice and the Art of the Question </li></ul><ul><li>The “AI” Summit Method & Variety of Applications </li></ul><ul><li>Case stories & results </li></ul><ul><li>Yellow Roadway, United Nations (with BP, Vodofone, Novartis, Nokia, Goldman Sachs, Ericcson), Nutrimental Foods, etc. </li></ul>
    44. 47. Most “AI” Type Organizational Studies Have 3-5 Topics <ul><li>Principle of Simultaneity </li></ul><ul><li>Art of Framing and Re-framing </li></ul><ul><li>More seminal than technological—human systems “grow” in the direction of our topics </li></ul><ul><li>“ seeing the mighty oak in the acorn” </li></ul><ul><li>--Tojo Thachenkery </li></ul>
    45. 48. Topic Choice: Examples Magnetic Work Environments Revolutionary Customer Responsiveness Liberating Collaboration Mergers as “A Symphony of Strengths” Outstanding Arrival Experiences Instinctive Execution Game Changing Innovation Optimizing Margins Pervasive Leadership “ Lightning Fast Consensus” “ High Purpose Profit Opportunities”
    46. 49. Groups return at__10:00 am_ Craft 2-3 Transformational Topics <ul><li>Draw upon earlier work: high points, continuity question, images of the future </li></ul><ul><li>Create 2-3 Topics— topics that could move and transform organizations toward the visions and ideals we hold. </li></ul><ul><li>Good Topics are: bold, desired, spark learning, have energizing words, sometimes bring opposites together, strategic value for the business, generative potential. </li></ul>
    47. 50. Genius is Creating the Question <ul><li>“ What would the universe look like if I were riding on the end of a light beam at the speed of light?” </li></ul><ul><li>– Albert Einstein </li></ul>
    48. 51. The Art of the Question in Leadership and Change <ul><li>What’s the biggest problem here? </li></ul><ul><li>Why did I have to be born in such a troubled family? </li></ul><ul><li>Why do you blow it so often? </li></ul><ul><li>Why do we still have those problems? </li></ul><ul><li>What are the issues that keep you up at night? </li></ul><ul><li>What possibilities exist that we have not yet considered? </li></ul><ul><li>What’s the smallest change that could make the biggest impact? </li></ul><ul><li>What solutions would have us both win? </li></ul>
    49. 52. The Encyclopedia of Positive Questions <ul><li>A Craft That Can Change Everything </li></ul><ul><li>Consider the Shifts… </li></ul>
    50. 53. What New Questions? From a Study Customer Dissatisfaction and Complaints
    51. 54. <ul><li>Preface: </li></ul><ul><li>In the physical world, all matter is held together by the pull between opposite electric charges. Likewise, successful companies are magnetic-- people connect in new and innovative ways; suppliers and customers are pulled together and become seamless edge-to-edge organizations. Communities of interest form and are pulled together by shared values. Knowledge networks form as catalysts for innovation and creativity. </li></ul>Magnetic Connections
    52. 55. Magnetic Connections (continued) <ul><li>A. Think of a time when you felt “magnetically” connected to your client, your colleagues, and your community … connected in a way that the force was so strong that it could not be broken. What was that experience? What did it feel like? </li></ul><ul><li>B. As you look into the future, describe how you see us connected to our customers and our colleagues — in ways that are so strong that we are seen as inseparable business partners. </li></ul>
    53. 56. Allstate Insurance <ul><li>Revolutionary Partnerships </li></ul><ul><li>The mark of a revolutionary partnership is doing things radically different together. Not only different, but quicker, with a common focus, leveraging each other’s diverse strength. Also, establishing new ways of doing business that are based on trust, mutual respect and a shared vision. </li></ul><ul><li>Think of a time when you were part of a revolutionary partnership, a time in your life – at work, or in your personal or community life, when you not only met the other person(s) half way, but met and exceeded needs on both sides. Describe the situation in detail. </li></ul><ul><ul><li>What made it feel radically different? </li></ul></ul><ul><ul><li>Who was involved? </li></ul></ul><ul><ul><li>How did you interact differently? </li></ul></ul><ul><ul><li>What were the outcomes and benefits you experienced? </li></ul></ul>
    54. 57. The Surprise of Friendship! <ul><li>One could say a key task in life is to discover and define our life purpose, and then accomplish it to the best of our ability .       </li></ul><ul><li>Can you share a story of a moment, or the period of time, where clarity about life purpose emerged for you. For example, a moment where your calling happened, where there was an important awakening or teaching, where there was a special experience or event, or where you received some guiding vision? </li></ul>
    55. 58. We Live in the Worlds Our Questions Create <ul><li>Be patient … and try to love the questions themselves. Live the questions now. Perhaps you will then gradually, without noticing it, live along some distant day into the answer. </li></ul><ul><li>– Rainer Maria Rilke </li></ul>
    56. 59. Engagement and Positive Energy <ul><li>Preface </li></ul><ul><li>Organizations work best when they are vibrant, alive and fun. You know, when the &quot;joint is jumping!&quot; You can sense that the spirit of the organization is vital and healthy and that people feel pride in their work. Everyone builds on each other's successes, a positive can do attitude is infectious and the glow of success is shared. What's more, this positive energy is appreciated and celebrated so it deepens and lasts. </li></ul>
    57. 60. Engagement & Energy <ul><li>A. Tell me about a time when you experienced positive energy that was infectious. What was the situation? What created the positive energy? How did it feel to be a part of it? What did you learn? </li></ul><ul><li>B. If positive energy were the flame of the organization, how would you spark it? How would you fuel it to keep it burning bright? </li></ul>
    58. 61. Ways of Asking Questions <ul><li>“ High Point” questions </li></ul><ul><li>“ Images of Desired Futures” questions </li></ul><ul><li>We have all, at some time or another, been part of a really great team…I’d like you to reflect on a “high point”….? </li></ul><ul><li>Lets assume tonight, after our session, you go into a great sleep..? </li></ul>
    59. 62. Questions (continued) <ul><li>“ Continuity” questions </li></ul><ul><li>“ Root Cause of Success” questions </li></ul><ul><li>As we think about the future we know there will be many changes…but what are those things we want to keep, even as we change? </li></ul><ul><li>How do you explain the positive results you achieved? </li></ul>
    60. 63. Questions (continued) <ul><li>“ Instead” questions </li></ul><ul><li>“ How” questions </li></ul><ul><li>“ On track” questions </li></ul><ul><li>When this is no longer a concern, what will you be doing instead? </li></ul><ul><li>How will you know when you reach your goal? </li></ul><ul><li>What could you do that would be a first step making it happen? </li></ul>
    61. 64. <ul><li>There is no such thing as a Neutral question! </li></ul>
    62. 65. Groups Crafting the Question return 2:15 <ul><li>Choose one of your Topics  the Ai question (s): 3 PARTS </li></ul><ul><ul><li>I. Positive Preface—it is a topic intro. </li></ul></ul><ul><ul><li>A question to evoke a story from persons history </li></ul></ul><ul><ul><li>A question to evoke/help give voice to their best images of future </li></ul></ul><ul><ul><li>return... </li></ul></ul>
    63. 66. Discovery “ What gives life?” (The best of what is) Appreciating Dream “ What might be?” (What is the world calling for) Envisioning Results Design “ What should be--the ideal?” Co-constructing Destiny “ How to empower, learn, and adjust/improvise?” Sustaining Appreciative Inquiry “ 4-D” Cycle Affirmative Topic Choice
    64. 67. The AI Organization Summit Method Increasing positive capacity through large group methods
    65. 68. 4 Common Approaches to Change <ul><li>Top Down Strategies </li></ul><ul><li>Bottom Up Strategies </li></ul><ul><li>Representative Cross-Section Strategies </li></ul><ul><li>Pilot Strategies </li></ul><ul><li>Back Room </li></ul>
    66. 69. Typical Results <ul><li>Less Informed and Ultimately Less Effective Change Efforts </li></ul><ul><li>A Few Try to Convince Many That Change is Needed </li></ul><ul><li>Partial Responsibility Mindset </li></ul><ul><li>Change Occurs Sequentially </li></ul><ul><li>Change is Perceived as a Disruption of “Real Work” </li></ul>
    67. 70. Typical Results (cont) <ul><li>Pace of Change is Too Slow </li></ul><ul><li>Substantial Change in Part or Modest Change in an Entire Organization </li></ul><ul><li>Breakdown at Implementation </li></ul>
    68. 71. Dream & Design The AI “Organization Summit”: <ul><li>“ Whole System” in the Room </li></ul><ul><li>Task is Clear... </li></ul><ul><li>Future Focus & Continuity Search </li></ul><ul><li>Self-Management and Dialogue </li></ul><ul><li>Narrative Rich & Inter-generational </li></ul><ul><li>From Common Ground to Inspired Action </li></ul><ul><li>3-Day event/100 to 1000 Participants </li></ul><ul><li>Uncommon Action/Follow Through </li></ul>
    69. 72. Nutrimental Foods From Internal Empowerment to Societal Change Leadership <ul><li>Rodrigo Loures </li></ul><ul><li>Commitment to Human Development and Empowerment </li></ul><ul><li>600 % Increase in Profitablity </li></ul><ul><li>75 % Decrease in Absenteeism </li></ul><ul><li>Appointment to President Lula’s Economic and Social Council </li></ul><ul><li>2003 B.A.W.B. Conference on Sustainability Indicators—1200 People at the Conferences </li></ul><ul><li>World Business Academy Award </li></ul><ul><li>Top 100 Companies in Brazil </li></ul><ul><li>Leadership with peace-building </li></ul><ul><li>Key Puzzle: Is there a directionality to BAWB (e.g. Urie Bronfrenbrenner’s ecology of human development? </li></ul>
    70. 73. Everyone is fully engaged in the success of Roadway and committed to the success of each other
    71. 74. Why Does Experience of Wholeness… <ul><li>Bring out the best in human beings? </li></ul><ul><li>Propel innovation? </li></ul><ul><li>New life? </li></ul><ul><li>Eclipse old patterns? </li></ul><ul><li>So easy? </li></ul>
    72. 75. Roadway Express : 65 Ai Summits: Energized, Unified <ul><li>Recently Featured in Fast Company and Forbes. </li></ul><ul><li>Stock Prices rise--$14 to $41 per share </li></ul><ul><li>From 300 to Zero Grievances, e.g. Akron Terminal </li></ul><ul><li>Powerful Product Innovations, e.g. Manhattan Project </li></ul><ul><li>New Culture of Leadership </li></ul><ul><li>Powerful Learning Partnerships: Alcoa, Boeing, Cisco, Harley-Davidson, US Navy. </li></ul><ul><li>Roadway Has Done 65 Appreciative Inquiry Summits </li></ul><ul><li>10,000 People Engaged </li></ul>
    73. 76. Why Engagement of the Client System ? The Business Case <ul><li>Approaches to competitive advantage: </li></ul><ul><ul><li>Low price – less than 60 days </li></ul></ul><ul><ul><li>Operational/technical expertise – less than 3 years </li></ul></ul><ul><ul><li>Fully engaged employees (people think and act like owners) – </li></ul></ul><ul><ul><li>more than 7 years </li></ul></ul>
    74. 77. Corporate Merger of Strength with Appreciative Inquiry Scenes From a $8 Billion Dollar Merger Integration Summit
    75. 78. Gallop Study: 1.7 Million Employees <ul><li>“ I have the opportunity to do what I do best” </li></ul><ul><li>What percentage of people do you think - 1.7 million people from 101 companies - strongly agreed that they are empowered to do what they do best in their work and company? </li></ul><ul><li>The wealth of unrealized capacity in enormous - people are dying to be tapped on the shoulder and asked for more engagement in the strategic issues of the day - like the Navy example. </li></ul>
    76. 79. <ul><li>Discovery </li></ul><ul><li>Opportunity & Call </li></ul><ul><li>Positive Core </li></ul><ul><li>History </li></ul><ul><li>Dream </li></ul><ul><li>Purpose </li></ul><ul><li>Vision </li></ul><ul><li>Design </li></ul><ul><li>Principles & Propositions </li></ul><ul><li>Ideal Organizational Designs </li></ul><ul><li>Destiny </li></ul><ul><li>Self-initiated Actions </li></ul><ul><li>Collective Programs </li></ul><ul><li>Innovation Structures </li></ul>AI “4-D” Cycle Igniting Leadership at All Levels: Navy Summit
    77. 80. Appreciative Inquiry Summit Method at the UN Global Compact With 500 CEOs and Civil Society Leaders
    78. 81. Results: Vision of 100,000 Companies by 2015 <ul><li>20 major financial companies pledged to begin integrating social, environmental and governance issues into investment analysis and decision-making-- representing $6 trillion in assets </li></ul><ul><li>10 stock exchanges pledged that they will embark on a Global Compact awareness-raising campaign with their listed companies. </li></ul><ul><li>Aspen Institute’s TIP—millions of young managers </li></ul><ul><li>Integration of principles: operations, strategies, cultures, supply chains, products and services; </li></ul><ul><li>43 local networks—grow deeply woven local roots </li></ul><ul><li>Corporate social responsibility is going to grow and grow and grow! </li></ul>
    79. 82. Examples Emerging Stories “ Every Social And Global Issue Is a Business Opportunity” –Peter Drucker Example: Business as a Force for Peace in Rwanda “ Within Our Sphere of Influence” Novartis Story Wealth As “Well Being” Example: Nutrimental Foods Brazil and Roadway Trucking “ Doing Good Out There Builds Good Business In Here ” Example: Green Mountain Coffee
    80. 83. October 23-25 th 2007 Global Forum
    81. 84. The Appreciable World Much Larger Than Our Everyday Appreciative Knowing Capacity… <ul><li>&quot;If we did all the things we are capable of doing, we would literally astound ourselves.&quot; </li></ul><ul><li>--Thomas Edison </li></ul>
    82. 85. Elevating of Inquiry into The Appreciable World Advancing Extension of Relatedness & Universal Capacity High Initiating Lo w Ai Theory of Positive Organizational Change: Elevate and Extend  Broaden and Build  Establish and Eclipse E levation and Extension of Inquiry Pro-Fusion of Strength Activation of Energy
    83. 86. Knowledge Resources Appreciative Inquiry Cases and Tools <ul><li>AI Commons </li></ul><ul><li>Business as Agent of World Benefit </li></ul><ul><li> </li></ul><ul><li>The First Masters Degree in Positive Organization Development </li></ul><ul><li> </li></ul><ul><li>AI Certificate Program in Positive Business and Society Change </li></ul><ul><li> </li></ul><ul><li> </li></ul>
    84. 87. Pro-fusion 2. Gratitude 3. Lingering 4. Ritualizing etc Connecting and concentrating the power of the positive core--potentizing Amplifying Through Savoring Creating a yogic link between the entire human system And the potentized positive core 1. Memory
    85. 88. Why is this moving so quickly? Stakeholders are now a powerful force in business
    86. 89. Growth of Non-Governmental Organizations (NGOs)—and instant world wide web information Source: UIA Yearbooks and SVP research
    87. 90. Environmental regulations Source: US EPA Number of Laws Number of Laws
    88. 91. “ Meeting the needs of the present without compromising the ability of future generations to meet their own needs” Brundtland Commission, 1987 “A business approach to creating long-term shareholder value by embracing opportunities and risks deriving from economic , environmental , and social developments” The Dow Jones Sustainability Group Index, Definition of sustainability
    89. 92. Committed to Sustainable Development Case’s Partnerships Locally Fairmount Minerals
    90. 93. University Connected as Partner Fairmount Continues to Prosper
    91. 94. “ By any measure earth is at the tipping point” --Time Magazine, April 2006 <ul><li>Our discussion with His Holiness the Dalai Lama </li></ul><ul><li>The Noble Purpose of Business—Mckinsey and BP </li></ul><ul><li>Young people ahead of us </li></ul><ul><li>CEOs ahead of us </li></ul><ul><li>New Courses “Leadership and the Global Agenda”…the excitement </li></ul><ul><li>This is The Business School Opportunity of the 21 st Century </li></ul>
    92. 95. The AI Summit Can Be Adapted in Many Ways <ul><li>Web casts and video conferencing </li></ul><ul><li>Small “rapid design” summits—like kaiezen events for small wins, project launches, alliance formation. </li></ul><ul><li>Key Success Factors: It is Easy When-- </li></ul><ul><li>Right Task </li></ul><ul><li>Right People —multiple stakeholders </li></ul><ul><li>Right Questions — AI continuity search and future search. </li></ul><ul><li>Right match — with the organizational, and community culture </li></ul>
    93. 96. What is Design? <ul><li>“ Designing renders visible our hopes and dreams, it is the first signal of human intentions.” </li></ul><ul><li>--William McDonough </li></ul>
    94. 97. Let’s Look at World Class Designing in Action <ul><li>Nightline’s Design Challenge to IDEO </li></ul><ul><li>“ AI” Appreciative Inquiry Summit & Design Methods at Roadway Express </li></ul><ul><li>--900 people designing new customer prototypes </li></ul>
    95. 98. Recent Nobel Prize Laureates in Economics (left) & Peace (right): How About a Nobel for Business?
    96. 99. The Invitation To Design the Prototype A Nobel Prize for Business as An Agent of World Benefit <ul><li>To discover and celebrate the business and society innovation which has, in the previous year had the largest benefit to humankind. </li></ul>
    97. 100. Business as an Agent of World Benefit
    98. 101. The AI 4-D Model <ul><li>Discovery </li></ul><ul><li>“ What gives life?” </li></ul><ul><li>The best of what is. </li></ul><ul><li>Observations & </li></ul><ul><li>Analogous Storytelling </li></ul><ul><li>Dream </li></ul><ul><li>“ How might we?” </li></ul><ul><li>Brainstormer </li></ul><ul><li>Design </li></ul><ul><li>“ If anything imaginable…?” </li></ul><ul><li>Rapid Prototyping </li></ul><ul><li>Destiny </li></ul><ul><li>“ How to empower, learn, and improvise?” </li></ul><ul><li>Prototype </li></ul><ul><li>Implementation </li></ul>Our Design Opportunity Nobel Prize Business
    99. 102. Dream Hold A “Brainstormer” <ul><li>If anything imaginable were possible, 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? </li></ul><ul><li>It might be named after? Mandela and ____? </li></ul><ul><li>Kinds of people on a blue ribbon international committee? </li></ul><ul><li>Ways in which nominations and “leads” are surfaced all over the world? </li></ul><ul><li>Symbolism, identity? Images? Look? </li></ul><ul><li>Kinds of ceremony or honoring? </li></ul><ul><li>How to maximize global learning, action, and new visions of business and society for the 21 st century? </li></ul><ul><li>How might we best use the internet—most creatively? </li></ul>
    100. 103. The Perfect Brainstormer “The best way to get a good idea is to generate lots of ideas” --Linus Pauling <ul><li>Defer Judgment: Don’t Dismiss Any Ideas </li></ul><ul><li>Encourage Wild Ideas </li></ul><ul><li>Build and Jump: No “Buts” Only “Ands” </li></ul><ul><li>Go For Quantity </li></ul><ul><li>Be Visual </li></ul><ul><li>One Contribution At A Time </li></ul>
    101. 104. Design Prototypes (present at _____—3-4 minutes) <ul><li>A visual presentation of your prototype: </li></ul><ul><li>Vision or drawing; </li></ul><ul><li>A headline news story in the Times or BBC World News; </li></ul><ul><li>A “bodystorm” or skit to show us. </li></ul><ul><li>Note: Where possible please weave in examples or exemplars from companies today. </li></ul>
    102. 105. Rapid Prototyping “All Life is an Experiment. The More Experiments You Make the Better” –Ralph Waldo Emerson <ul><li>Design a new experience </li></ul><ul><li>Mock up everything: products, services, spaces, customer experiences, etc. </li></ul><ul><li>Go fast: build fast and cheaply </li></ul><ul><li>Avoid paralysis. </li></ul><ul><li>No frills: make prototypes that demonstrate and make visual a design idea without sweating looks or details. </li></ul><ul><li>Create scenarios </li></ul><ul><li>Bodystorm: act out customers, roles. </li></ul>
    103. 106. Learning From Designers <ul><li>Design is about Legacy leadership. </li></ul><ul><li>It is a way of knowing… Designers see and observe everything from the perspective of possibility…even failure, mistakes, waste. The world is not a “problem-to-be-solved” but an invitation to create with all the “creative materials” </li></ul><ul><li>Designing is entirely collaborative — with one difference. It always starts with designing something of value “externally” for the customer , or the world </li></ul><ul><li>Continued-  </li></ul>
    104. 107. Learning from Designers <ul><li>Involves both liquid and crystal states: Creativity unleashed with deadlines. Rapid prototypes set into motion and refined in the real world. </li></ul><ul><li>The creativity involved —the methods, design tools, etc—when used religiously and strategically (not sporadically) creates the lasting patterns or culture of innovation and collaboration that companies today are aching for. </li></ul><ul><li>Its HOT…innovation is in. Its FUN. </li></ul><ul><li>It’s the future of OD </li></ul><ul><li>— designing products, customer experiences </li></ul>
    105. 108. The Age of the Network Small Groups Hierarchy Bureaucracy Networks Nomadic Agricultural Industrial Information 160,000 BCE. 10,000 BCE 18th century... 20 th century... + + +
    106. 109. Networks of “Best Practice Sharing”— they Connect… Over time Online Offline
    107. 110. It’s not about Technology
    108. 111. The Network Challenge Face to Face Meeting Face to Face Meeting Down time between “events”
    109. 112. Purpose of the 94 Now Network <ul><li>Our purpose is to create a positive revolution in our capacity for change-- to accelerate the speed of realizing our company goal of 94 Now through rapid and effective Roadway-wide sharing of all innovation and best practice knowledge. </li></ul>
    110. 113. <ul><li>One facility </li></ul><ul><li>671 added one more shipment on every outbound load. </li></ul><ul><li>+$429,000 Profit after taxes </li></ul><ul><li>Transfer to Company </li></ul><ul><li>What if we had 1 more shipment on every linehaul trip? </li></ul><ul><li>+ $13 million Profit after taxes </li></ul><ul><li>It is happening! Recent $10 million Savings—Operating Ratio…Winston Salem Story…2000 people on last call </li></ul>Examples how the network has benefited the company
    111. 114. The Opportunity: Sustaining Inspired Action Level of Engagement & Inspired Action Time Large Group Summit Action Groups Integrated Collaborative Community & Online Events
    112. 115. Event-Driven Renewal & Organizational Transformation Post Summit Action Groups Summit Action Group Renewal Forum Post Forum Action Groups Online Summit
    113. 116. Supporting Post Summit Action Focused Communications Action Group Workspaces All Supporting Documents Tools for data/story gathering, prioritization and reporting Online Learning Tools for AI Directory of Key Stakeholders Results from Summit
    114. 117. AI Scholarship and Positive Social Science Study of Best in Life— “What Gives Life”?
    115. 118. <ul><ul><li>World-wide search new ways for business to live in mutual benefit with the earth’s ecosystems and the world’s societies </li></ul></ul><ul><ul><li>Public trust of best business innovations for sustainable future </li></ul></ul><ul><ul><li>Global dialogue about the role and the future of business in society </li></ul></ul><ul><ul><li>The Club of Rome Challenge </li></ul></ul>
    116. 119. Exciting Application Arenas Appreciative Inquiry & Strength-based Approaches <ul><li>“ AI” Organization Summit </li></ul><ul><li>Corporate Strategy </li></ul><ul><li>Design: Products, Services & Org Design </li></ul><ul><li>Business Technology </li></ul><ul><li>Lean Operations, Sustainable Green Design </li></ul><ul><li>“ AI” Knowledge Alliances & Webs </li></ul><ul><li>Labor-management Partnerships </li></ul><ul><li>Measurement Scorecards </li></ul><ul><li>Project Management </li></ul><ul><li>Mergers & Acquisitions </li></ul><ul><li>Internal and External Branding </li></ul><ul><li>Leadership Practice and Culture Change </li></ul>
    117. 120. Lets Imagine Projects: Where Might an AI Approach Create Value in My Work, or Community, or World? <ul><li>If anything imaginable were possible—assuming there are no constraints whatsoever—what kind of “AI” initiative, project, or experiment might I want to launch? </li></ul><ul><li>Name the possibility or possibilities—and begin the conversation with your original interview partner…what/where/why/who? </li></ul><ul><li>What is one small initiative or possibility? </li></ul><ul><li>What is one big possibility—something that would be a real stretch? </li></ul>
    118. 121. Next Steps return at <ul><li>Things I do best from an appreciative perspective: </li></ul><ul><li>One pilot or experiment I want to do with these ideas: - Topic choice </li></ul><ul><li>- Discovery - Dream </li></ul><ul><li>- Design </li></ul><ul><li>- Destiny </li></ul>
    119. 122. We Are Born To Appreciate: Three Facts About All Human Beings <ul><li>Exceptionality </li></ul><ul><li>Essentiality </li></ul><ul><li>Equality/Voice and Vision </li></ul>