Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Slovenia Appreciative Inquiry Slides With Cooperrider


Published on

David Cooperrider AI slides for the foundation course for leaders on Appreciative Inquiry.

Published in: Business, Education

Slovenia Appreciative Inquiry Slides With Cooperrider

  1. 1. Appreciative Inquiry A Positive Revolution in Change David Cooperrider Weatherhead School of Management Case Western Reserve University [email_address]
  2. 2. A Special Time in Our Field: Re-thinking Human Organization and Change <ul><li>Insights from Big Change </li></ul><ul><li>Anticipatory Images— collective guiding images of the future </li></ul><ul><li>Power of Engagement: Simple Face-to-Face Human Conversation </li></ul><ul><li>No Limits to Cooperation </li></ul><ul><li>Positive Change Research—”what good are positive emotions?” Science of human strengths. Positive institutions. </li></ul><ul><li>Business as an Agent of World Benefit </li></ul><ul><li>Massive Change, Massive Opportunity </li></ul><ul><li>“ Whole System” Excellence—agility, speed, value innovation, execution and follow through; alignment; the question of SCALE </li></ul>
  3. 3. Peter Drucker…an interview I did with him on “The Next Society” <ul><li>“ The task of leadership is to create an alignment of strengths…making a system’s weaknesses irrelevant”. </li></ul>
  4. 4. Could it Be… Leading 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>
  5. 6. Today <ul><li>Leading Change: Strengths-based, Constructionist Change Theory. </li></ul><ul><li>What is Appreciative Inquiry or “AI”? Exciting stories from the field. Tools. Measures and results. Cases. </li></ul><ul><li>Hundreds of Applications— Business to Personal Life at Home </li></ul>
  6. 7. 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>
  7. 8. Opening Inquiry Questions for Reflection
  8. 9. A little about your background <ul><li>What draws or attracts you here? </li></ul><ul><li>Your sense of work and life purpose: </li></ul><ul><li>A. Moments of clarity? Special experiences? </li></ul><ul><li>B. Images of your future work? </li></ul>
  9. 10. <ul><li>A “highpoint moment” 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. 11. 2. When do people feel most passionate? Signature strengths? <ul><li>A. Your observations and experiences of _______ </li></ul><ul><li>When do people feel most passionate and connected at ____? Can you share an example: “a hot team”; great innovation; high engagement and performance? </li></ul><ul><li>B. Your Organization’s Signature Strengths (continuity question): assuming ________ will change in the future, what are those best qualities–signature strengths, and managerial assets, etc -- that you would want to keep or build upon, even as _______ moves into a new and changing future? </li></ul><ul><li>An example of those strengths in action? </li></ul>
  11. 12. 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 ________ in 2012 when…? </li></ul>
  12. 13. Opening Interview (Ai conversation in pairs) <ul><li>A-->B (20 min) </li></ul><ul><li>B-->A (20 min ) </li></ul><ul><li>Spirit of discovery— strengths, aspirations, opportunities, results </li></ul><ul><li>Take brief notes </li></ul><ul><li>At the end.. summary & thanks </li></ul><ul><li>Return @ </li></ul>
  13. 14. <ul><li>Positive Health…Placebo, etc. </li></ul><ul><li>Pygmalion: We are Made and Imagined In Each Others Eyes </li></ul><ul><li>What Good are Positive Emotions? Inspiration, Hope, Joy, Confidence </li></ul><ul><li>Imbalanced “Inner Dialogue” to Neural Webs </li></ul><ul><li>Rise and Fall of Cultures </li></ul><ul><li>Affirmative Capacity? </li></ul>Promising Research Across Disciplines The New Model of Positive, Strength-based Change
  14. 15. Empirical Support for “Broaden and Build” Theory of Positive Emotions <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>Fuels Resilient Coping, Like Immune System </li></ul><ul><li>(Fredrickson, Tugade, Waugh & Larkin, 2002; Tugade & Fredrickson, 2002) </li></ul>
  15. 16. From Individual Emotions and Neural Impact to High Quality Circuitry in Organizations: Positive Energy and Leading Leadership….(Wayne Baker 2004 in Positive Organizational Scholarship)
  16. 17. Losada’s New Research on High Performing 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>
  17. 18. Quick conversation… <ul><li>What areas—Positive health and placebo; 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 from your life? </li></ul>
  18. 19. Form Groups 2+2+2=6…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 2012 </li></ul>
  20. 21. Deficit Theory of Change <ul><li>Identify problem </li></ul><ul><li>Conduct root cause analysis </li></ul><ul><li>Brainstorm and analyze possibilities </li></ul><ul><li>Action plans </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
  21. 22. Unintended Consequences of Chronic Deficit Discourse <ul><li>Fragmentation </li></ul><ul><li>Few New Images of Possibility </li></ul><ul><li>Sisyphus Syndrome—Exhaustion </li></ul><ul><li>“ The Experts Must Know”: Increases in Hierarchy </li></ul><ul><li>Spirals in Deficit Language… Burning Platforms Lose Their Power of Motivate and Inspire </li></ul><ul><li>Breakdown in Relations/Closed Door Meetings/Fear </li></ul>
  22. 23. <ul><li>Appreciate “Best of what is” </li></ul><ul><li>Imagine “What might be” </li></ul><ul><li>Design “What should be” </li></ul><ul><li>Create “What will be” </li></ul><ul><li>Identify problem </li></ul><ul><li>Conduct root cause analysis </li></ul><ul><li>Brainstorm solutions & analyze </li></ul><ul><li>Develop treatment - action plans </li></ul>Deficit Management (deficit based change) (strength-based innovation) Appreciative Inquiry Machine Metaphor: Organizations are “problems to be solved” New Metaphor: Living Human System “ webs of infinite strengths”
  23. 24. 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>
  24. 25. 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>
  25. 26. Hunter Douglas Case
  26. 27. 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>
  27. 28. 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>
  28. 29. 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>Tacit Wisdom </li></ul><ul><li>Brand Value </li></ul><ul><li>Core Competency </li></ul><ul><li>Visions of Opportunity </li></ul><ul><li>Vital traditions </li></ul><ul><li>Positive macro-trends </li></ul><ul><li>Blue Ocean Markets </li></ul><ul><li>Natural Capital </li></ul><ul><li>Strengths of the Business ecosystem e.g. value chain -- suppliers, partners, customers </li></ul>
  29. 30. The Positive Core
  30. 31. The AI 4-D Model of Positive Change 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
  31. 32. Step One at Center of “4-D” Model: “Topic Choice” <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>Topic choice is fateful </li></ul>
  32. 33. 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 moments of highest engagement & commitment? </li></ul>
  33. 34. 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”
  34. 35. 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 the things getting in the way </li></ul><ul><li>Or…a “high commitment sense of ownership” </li></ul><ul><li>Or….”magnetic work environment” </li></ul><ul><li>Or… “outstanding arrival experiences” </li></ul><ul><li>Or…’instinctive execution” </li></ul><ul><li>Or…”revolutionary customer responsiveness” </li></ul><ul><li>Or… moments of ”unstoppable confidence” </li></ul>
  35. 36. 2. Requires intentional re-framing : The classic choice: “ glass is half empty or half full” 3. Affirmative topic choice Building and analyzing what we want instead of what we don’t want Fairway versus “No not woods” 1. Appreciating the positive inherent generative potential in the present
  36. 37. Topic Choice is a Process of Framing & Re-framing <ul><li>Exercise : </li></ul><ul><li>Reflect on existing “problem” or “opportunity” </li></ul><ul><li>How might it usefully be RE-FRAMED? </li></ul><ul><li>Example business problem: “breakdowns in strategy implementation” </li></ul><ul><li>to a study of elements of aligned culture of </li></ul><ul><li>“ instinctive execution” </li></ul><ul><li>Characteristics of Good Topics: </li></ul><ul><li>-something we want </li></ul><ul><li>-provides a lens to discover strengths & positive deviations from the norm </li></ul><ul><li>-an opportunity focused energizing frame for discovery </li></ul><ul><li>-uses creative combinations of seed words such as: </li></ul><ul><li>“ magnetic work environment” or “revolutionary customer responsiveness” </li></ul>
  37. 38. 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>
  38. 39. The AI Organization Summit Method Creating an Alignment of Strengths Using Large Group Methods
  39. 40. 5 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>
  40. 41. 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>
  41. 42. 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>
  42. 43. The AI “ Organization Summit” <ul><li>“ Whole System” in the Room </li></ul><ul><li>Strategic 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 </li></ul><ul><li>From Common Ground to Inspired Action </li></ul><ul><li>2-3 Day event/100 to 1000 Participants </li></ul><ul><li>Uncommon Action/Follow Through </li></ul>
  43. 44. Roadway Express : 65 Ai Summits: Energized, Unified <ul><li>Featured in Fast Company and Forbes. </li></ul><ul><li>Stock Prices rise--$14 to $41 per share in 2 years </li></ul><ul><li>From 300 to Zero Grievances, e.g. Akron Terminal </li></ul><ul><li>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>
  44. 45. 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>
  45. 46. Nutrimental Foods The Results One Year Later <ul><li>Rodrigo Loures, CEO </li></ul><ul><li>300 % Increase in Profit </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>World Business Academy Award </li></ul><ul><li>Rise to Best 100 Companies in the Nation </li></ul>
  46. 47. Corporate Merger of Strength with Appreciative Inquiry Scenes From a $8 Billion Dollar Merger Integration Summit
  47. 48. Results Post Merger Integration “A Merger of Strengths” <ul><li>$ 300 million in synergy: done rapidly </li></ul><ul><li>Mobilization of 300 merger “entrepreneurs” </li></ul><ul><li>Tremendous acceleration of trust </li></ul><ul><li>Identification of game changing opportunity </li></ul><ul><li>Speed, scale, strength </li></ul>
  48. 49. 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>
  49. 51. 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>Hint: 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 </li></ul><ul><li>day - like the Navy example. </li></ul>
  50. 52. “ Let us choose to unite the strengths markets with the power of universal ideals” --UN Secretary General Kofi Annan
  51. 53. The Clock Ticking —speed obviously matters in business. The AI Summit…it is fast. <ul><li>“ In order for GE to succeed with speed, the company needs to create a culture that breeds an endless search for ideas that stand or fall on their merits rather than the rank of their originator, a culture that brings every mind into the game.” </li></ul><ul><li>- Jack Welch’s final letter to </li></ul><ul><li>shareholders </li></ul>
  52. 54. Experience of Authority & Influence High Engagement Organization Traditional Command & Control 1st Level 2nd Level LOW Influence HIGH Influence Top Levels
  53. 55. Why High Engagement? 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>
  54. 56. Exciting Application Arenas Appreciative Inquiry & Strength-based Approaches <ul><li>“ AI” Organization Summit for Transformation </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>
  55. 57. 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>
  56. 58. 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
  57. 59. 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>
  58. 60. Affirmative “Topic Choice” (transformative topics) <ul><li>What you study, GROWS </li></ul><ul><li>Framing and re-framing </li></ul><ul><li>conversation in groups : </li></ul><ul><li>take an org or client situation involving some kind of analysis </li></ul><ul><li>define/reframe one affirmative topic for org inquiry </li></ul><ul><li>Create a topic that has high transformational potential </li></ul><ul><li>Remember: words create worlds </li></ul><ul><li>For example the topics: “magnetic work environment” or “Outstanding arrival experience”….. </li></ul>
  59. 61. 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>
  60. 62. 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>What troubles you most--keeps 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>I will be most proud of this corporation in 2010 when…? </li></ul>
  61. 63. The Encyclopedia of Positive Questions <ul><li>A Craft That Can Change Everything </li></ul><ul><li>3 Types of Questions </li></ul><ul><li>Diagnostic—deficit-based </li></ul><ul><li>Neutral—is there really neutral? </li></ul><ul><li>Strength-centered— questions that S.O.A.R ( s trengths, o pportunities, a spirations, r esults) </li></ul>
  62. 64. What New Questions? From a Study Customer Dissatisfaction and Complaints
  63. 65. <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
  64. 66. 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>
  65. 67. 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>
  66. 68. “ INSTINCTIVE EXECUTION” <ul><ul><li>Obviously we have all seen or experienced moments of instinctive or almost unconscious execution—for example the kind of natural, instinctive response you would see in a driver or a fighter pilot </li></ul></ul><ul><ul><li>A. Please think of a time when you or your team indeed delivered against an objective in an instinctive way, i.e., to a high quality standard, in a timely fashion, consistently, in a manner that flowed naturally, leveraging all resources around you. </li></ul></ul><ul><ul><ul><li>Share the details of that story: who, when … </li></ul></ul></ul><ul><ul><ul><li>What part did you play? </li></ul></ul></ul><ul><ul><ul><li>How did it feel in the moment? </li></ul></ul></ul><ul><ul><ul><li>What were the conditions for success? </li></ul></ul></ul><ul><ul><ul><li>What made this time meaningful for you? </li></ul></ul></ul>
  67. 69. <ul><li>B. Let’s put yourself into the future, where it is 2010.You are now COO of the company and it is known worldwide for instinctive execution. How would you describe to a new recruit: </li></ul><ul><ul><ul><li>The way we do things around here and why? </li></ul></ul></ul><ul><ul><ul><li>The secrets of our success? </li></ul></ul></ul><ul><ul><ul><li>As an employee, what are the benefits of working in this environment where exceptional execution is pervasive and instinctive ? </li></ul></ul></ul>
  68. 70. 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><ul><li>Now, what do you sense you are supposed to do…rest of your life? </li></ul>
  69. 71. 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>
  70. 72. Groups Crafting the Question return ____ <ul><li>Choose one of your Topics and craft the </li></ul><ul><li>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>
  71. 73. 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
  72. 74. 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>
  73. 75. AI Summit Planning <ul><li>Forming summit planning team </li></ul><ul><li>Defining summit task and topics </li></ul><ul><li>Mapping summit stakeholders </li></ul><ul><li>Designing the summit format & Logistics </li></ul><ul><li>Creating the summit design </li></ul><ul><li>Preparing the opening AI questions </li></ul><ul><li>Preparing summit communication strategy </li></ul><ul><li>Envisioning post-summit momentum </li></ul>
  74. 76. Questions to consider when creating the summit agenda <ul><li>Day 1: Discovery </li></ul><ul><li>Pre work, questions, continuity scan, wider environment and mapping the key stakeholders? </li></ul><ul><li>Day 2: Dream & Images of Desired Future </li></ul><ul><li>How far into future, type of group activity, </li></ul><ul><li>Summarizing visions, discovery of common ground, differences? </li></ul><ul><li>Day 3: Designing— principles, org propositions of ideal, prototyping? </li></ul><ul><li>Day 4: Destiny: open space; work groups or whole system action; convergent smaller projects, individual line of site. </li></ul>
  75. 77. Appreciative Inquiry Summit Method at the UN Global Compact With 500 CEOs and Civil Society Leaders
  76. 78. Results: Vision of 100,000 Companies <ul><li>Goldman Sachs and 20 major financial companies pledged: integrating social, environmental and governance issues into investment analysis -- 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>Integration of triple bottom line principles: operations, strategies, cultures, supply chains, products and services—whole new field for OD!!!!! </li></ul><ul><li>43 local networks—corporate social responsibility is going to grow and grow and grow </li></ul><ul><li>Our next AI Summit with UN and Academy of Management </li></ul>
  77. 79. Business as an Agent of World Benefit
  78. 80. 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>
  79. 81. The Future of Ai… as D E S I G N ing <ul><li>TWO “HIGH POINT” Stories: </li></ul><ul><li>1. New Designs in Business as an Agent of World Benefit </li></ul><ul><li>2. Advances in Appreciative Inquiry with IDEO —America’s Top Design Firm </li></ul>
  80. 82. Our Work With IDEO World Class Designing in Action <ul><li>Nightline’s Design Challenge to IDEO </li></ul><ul><li>“ AI” Appreciative Inquiry Summit & IDEO Design Methods at Roadway Express </li></ul><ul><li>--900 people designing new customer prototypes </li></ul>
  81. 83. Fast Company said… “ IDEO is the world's most celebrated design firm&quot; The Wall Street Journal dubbed IDEO's offices &quot;Imagination's Playground&quot; Fortune titled its visit to IDEO &quot;A Day at Innovation U&quot; Every spring, Business Week includes a cumulative tally of firms who have won the most Industrial Design Excellence Awards. IDEO has topped that list for ten years running.
  82. 84. <ul><li>The 21 st Century Can Become a Time When the Dynamism of Business is Linked to the Most Pressing Issues of Our Day. </li></ul>
  83. 85. Recent Nobel Prize Laureates How About a Nobel-like Prize for Business as an Agent of World Benefit?
  84. 86. The Invitation To Design the Prototype A Nobel-like 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 </li></ul><ul><li>had the largest benefit to humankind. </li></ul>
  85. 87. 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
  86. 88. 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>
  87. 89. Step One: Dream Hold A “Brainstormer” go for quantity…encourage wild ideas…be visual…build & jump <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? </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 awareness, 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>
  88. 90. 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>
  89. 91. Step Two: 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 Financial Times or CNN; </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>
  90. 92. Are Ai Summits Too Small, Too Limited? <ul><li>What happens after a company has done over 50 Ai Summits? </li></ul><ul><li>This is exactly the opportunity Roadway Express faced a couple of years ago. </li></ul>
  91. 93. Networks of “Next Practice Sharing” Over time Online Offline
  92. 94. <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
  93. 95. <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>
  94. 96. Exciting Application Arenas Appreciative Inquiry & Strength-based Approaches <ul><li>“ AI” Organization Summit for Transformation </li></ul><ul><li>Corporate Strategy and Alignment </li></ul><ul><li>Innovation and Design: Products, Services </li></ul><ul><li>Business IT Changes </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 and Hot Teams </li></ul><ul><li>Mergers & Acquisitions </li></ul><ul><li>Branding </li></ul><ul><li>Corporate Talent Development </li></ul>
  95. 97. 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>
  96. 98. Next Steps return_____ <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>
  97. 99. The Appreciable World is So Much Larger Than Our Normal, 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>
  98. 100. Elevating Inquiry into The Appreciable World Advancing Extension of Relatedness & Universal Capacity High Initiating Lo w <ul><li>Ai’s Theory of Positive Change: </li></ul><ul><li>Elevate and Extend </li></ul><ul><li>Broaden-and-Build </li></ul><ul><li>3. Establish and Eclipse </li></ul>E levation and Extension of Inquiry Pro-Fusion of + Strength Activation of Energy
  99. 101. 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>[email_address] </li></ul>