Education Leaders Forum - Enhancing Learning Culture, 21&22 August 2014 Christchurch
Leading positive and sustainable change
From cynicism and disillusionment to optimism and hope.
Experiencing Appreciative Inquiry tools and processes.
Re-defining leadership post quake: Self organising leaders embedded in commun...Chris Jansen
This document discusses redefining leadership in communities after a disaster like an earthquake. It suggests that leadership is best carried out by people embedded within communities who self-organize to address issues. The document provides examples of values that guide community leadership, such as equality, social justice, and compassion. It also discusses different terms that could be used instead of "leader", such as facilitator, animator, or weaver. The focus is on leadership as an action rather than a position, and how leaderless organizations can be unstoppable through networks and collaboration.
Elf 2011 Chris Jansen Appreciative Inquiry In ActionSmartNet
Positively Engaging Education Professionals - The power of Appreciative Inquiry to strengthen
a learning community's capacity to adapt and innovate and transform learning culture presented by Chris Jansen, Senior Lecturer, University of Canterbury at Education Leaders Forum 2011, Wellington.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
This document provides an overview of Appreciative Inquiry (AI), which is an organizational development method focused on identifying what works well and building upon strengths. The document outlines key aspects of AI, including:
- The 4 D cycle model of AI, which includes the phases of Discovery, Dream, Design, and Destiny.
- Guiding principles of AI, including the assumption that in every situation something works well and reality is shaped by the questions we ask.
- Examples of how AI has been applied through storytelling, generating positive topics, and involving communities.
- Types of questions used at each stage of the 4 D cycle, from inward reflective questions in Discovery to outward and forward-looking questions
Appreciative inquiry applying the heliotropic principle to influence organiza...Christy Nichols
Appreciative inquiry is a transformational change process that focuses on improving existing organizational processes and challenging established belief systems through sharing new ideas and knowledge. It concentrates on the positive aspects of an organization rather than deficits. The heliotropic principle describes how organisms, like sunflowers, turn toward sunlight and applies this concept to organizations turning toward what gives them energy and life. Determining an organization's internal dialogue is important, as is discovering past successes, dreaming about potential futures, designing plans to achieve dreams, and putting plans into action to achieve an empowering destiny.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Appreciative Inquiry is a philosophy and process for organizational change that focuses on what is working well rather than trying to fix problems. It involves discovering an organization's strengths through appreciating past successes, envisioning potential positive futures, and designing ways to achieve this vision. The key aspects of Appreciative Inquiry include its 4 D cycle of Discovery, Dream, Design, and Destiny and using positive, open-ended questions to identify what employees value most in their work. Appreciative Inquiry aims to build on an organization's strengths and potential through collaborative processes that energize employees and create positive change.
Appreciative Inquiry Strengths Based Developmentkarendw1965
Appreciative Inquiry (AI) is an organizational development process that engages people at all levels to create positive change. It is based on the premise that organizations change based on the questions they ask. If an organization asks about problems, more problems will be found, but if it appreciates strengths, more strengths will emerge. AI uses a 4D cycle of Discovery, Dream, Design, and Destiny to shift focus from problems to strengths and build a shared vision of the future. Many organizations have successfully used AI for strategic planning, mergers, team building and more.
Re-defining leadership post quake: Self organising leaders embedded in commun...Chris Jansen
This document discusses redefining leadership in communities after a disaster like an earthquake. It suggests that leadership is best carried out by people embedded within communities who self-organize to address issues. The document provides examples of values that guide community leadership, such as equality, social justice, and compassion. It also discusses different terms that could be used instead of "leader", such as facilitator, animator, or weaver. The focus is on leadership as an action rather than a position, and how leaderless organizations can be unstoppable through networks and collaboration.
Elf 2011 Chris Jansen Appreciative Inquiry In ActionSmartNet
Positively Engaging Education Professionals - The power of Appreciative Inquiry to strengthen
a learning community's capacity to adapt and innovate and transform learning culture presented by Chris Jansen, Senior Lecturer, University of Canterbury at Education Leaders Forum 2011, Wellington.
Weaving collaboration: Exploring new possibilities in post-quake CanterburyChris Jansen
Presentation with Dr Billy O'Steen at the Shirley Papanui Community Leadership Day in Christchurch on May 9th 2014...fantastic group of 80 passionate leaders across this part of Christchurch, Kia kaha!
This document provides an overview of Appreciative Inquiry (AI), which is an organizational development method focused on identifying what works well and building upon strengths. The document outlines key aspects of AI, including:
- The 4 D cycle model of AI, which includes the phases of Discovery, Dream, Design, and Destiny.
- Guiding principles of AI, including the assumption that in every situation something works well and reality is shaped by the questions we ask.
- Examples of how AI has been applied through storytelling, generating positive topics, and involving communities.
- Types of questions used at each stage of the 4 D cycle, from inward reflective questions in Discovery to outward and forward-looking questions
Appreciative inquiry applying the heliotropic principle to influence organiza...Christy Nichols
Appreciative inquiry is a transformational change process that focuses on improving existing organizational processes and challenging established belief systems through sharing new ideas and knowledge. It concentrates on the positive aspects of an organization rather than deficits. The heliotropic principle describes how organisms, like sunflowers, turn toward sunlight and applies this concept to organizations turning toward what gives them energy and life. Determining an organization's internal dialogue is important, as is discovering past successes, dreaming about potential futures, designing plans to achieve dreams, and putting plans into action to achieve an empowering destiny.
Developing professional learning communities through Appreciative InquiryChris Jansen
Appreciative Inquiry as a powerful tool for positive change in organisations, networks and communities - INTASE Leadership Conference Singapore April 2014
Appreciative Inquiry is a philosophy and process for organizational change that focuses on what is working well rather than trying to fix problems. It involves discovering an organization's strengths through appreciating past successes, envisioning potential positive futures, and designing ways to achieve this vision. The key aspects of Appreciative Inquiry include its 4 D cycle of Discovery, Dream, Design, and Destiny and using positive, open-ended questions to identify what employees value most in their work. Appreciative Inquiry aims to build on an organization's strengths and potential through collaborative processes that energize employees and create positive change.
Appreciative Inquiry Strengths Based Developmentkarendw1965
Appreciative Inquiry (AI) is an organizational development process that engages people at all levels to create positive change. It is based on the premise that organizations change based on the questions they ask. If an organization asks about problems, more problems will be found, but if it appreciates strengths, more strengths will emerge. AI uses a 4D cycle of Discovery, Dream, Design, and Destiny to shift focus from problems to strengths and build a shared vision of the future. Many organizations have successfully used AI for strategic planning, mergers, team building and more.
SWOT vs. SOAR: Engaging Staff in Institutional PlanningGillian Byrne
This document provides an introduction to Appreciative Inquiry (AI), which is an approach to organizational change that focuses on an organization's strengths and positive aspects. The document defines AI, outlines its core principles such as constructionism and the positive principle, and discusses its benefits like being participatory and focusing on the positive. It also notes some criticisms of AI and provides examples of tools used in AI like the 4D framework of discovery, dream, design, and deliver. Throughout, the document emphasizes AI's asset-based and strength-focused approach to change as opposed to identifying problems.
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
The document discusses Appreciative Inquiry, which is an approach to organizational change that focuses on an organization's strengths and potentials rather than its problems.
1) Appreciative Inquiry involves identifying what works best in an organization by encouraging employees to share positive stories and experiences.
2) This process helps envision how the organization can be improved by building on existing strengths and successes.
3) Action plans are then developed by engaging employees in designing how to achieve this improved future state through utilizing their strengths and building on past successes.
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Slides from the Peer Academy class on Appreciative Inquiry hosted by Max Hardy. All rights are reserved by Max Hardy as the creator of this presentation.
Appreciative Inquiry is an approach to organizational change that focuses on identifying what is working well within an organization and building on those strengths, rather than emphasizing problems or weaknesses. The core principles of Appreciative Inquiry include social constructionism, simultaneity, poetic principle, positive principle, anticipatory principle, and free choice. Appreciative Inquiry involves a 4-D cycle of Discovery, Dream, Design, and Destiny to help organizations envision and achieve a preferred future state.
Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
AISA Leadership Retreat Ghana - Leading complex change 2013Chris Jansen
This document discusses leading complex organizational change through connecting wisdom, unleashing adaptability, and fostering interaction. It addresses both technical and adaptive challenges in change processes. Technical challenges involve known solutions and linear change, while adaptive challenges require new behaviors and cyclic change approaches. The document advocates prototyping changes, using collaborative processes like clusters and communities to generate solutions, and focusing on collective intelligence and shared learning to enable positive and sustainable organizational change.
Appreciative Inquiry is a strengths-based approach to organizational change that focuses on what's working well rather than problems. It involves four phases - Discovery, Dream, Design, and Destiny - to help organizations envision a positive future and strategize how to achieve it. The approach is based on principles like constructing reality through positive language, enacting change through modeling the desired future state, and leveraging strengths to inspire action.
Appreciative Inquiry (AI) is an approach to organizational change and development that focuses on identifying what is working well and leveraging those strengths, rather than focusing on problems. It was developed by David Cooperrider in the 1980s. The AI process involves 4 phases - Discovery, Dream, Design, and Destiny - to foster positive change. Through collaborative inquiry using carefully crafted affirmative questions, AI seeks to understand an organization's capabilities and potentials to envision a better future. It aims to shift dialogue from problem-focused to possibility-focused. A case study showed AI improved communication and collaboration among rural school district stakeholders by building trust and empowering participants.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
The document provides an introduction to Appreciative Inquiry (AI), which focuses on an organization's strengths and past successes rather than its problems or failures. It describes AI's 4D cycle of Discovery, Dream, Design, and Destiny/Delivery. Discovery involves identifying examples of when an organization performed well. Dream builds on these successes to create a positive vision of the future. Design develops strategies and plans to achieve this vision. Destiny/Delivery implements the plans and maintains momentum to fulfill the vision.
This document summarizes a session on adult development and vertical leadership development. The key points are:
1. Adults continue developing in predictable stages as they gain life experience, with each stage representing increasing complexity in how one thinks and acts.
2. There are at least seven transformations possible in adulthood that represent growth in one's ability to think in more complex, systemic ways.
3. Vertical development is triggered by experiences that challenge one's current ways of thinking, exposure to new perspectives, and developmental relationships/networks.
Complexity based leadership: Navigating complex challengesChris Jansen
This document discusses complexity-based leadership and navigating adaptive challenges. It provides an overview of complexity thinking and adaptive leadership. It discusses that adaptive challenges require generating and trialing multiple solutions as they are embedded in social complexity, compared to technical problems which can be solved with existing knowledge. It also discusses fostering collective intelligence through mechanisms like cross-functional teams to engage stakeholders and generate better solutions. Finally, it discusses that adaptive change processes are cyclic with multiple experiments compared to linear change processes for technical challenges.
Workplace learning loses unless we engage learnersBert De Coutere
In today’s workplace, we support our employees to be engaged and active learners. In a constantly changing business environment, constant learning makes our careers and our businesses future-proof. The reality however is different from the dream: in today’s workplace we are busy being busy, and learning loses out - often unintentionally. In this session for anyone involved in corporate learning, we will together: - assess the reality of today’s workplace learning: - explore the bad habits and biases that stand in the way of learning more: - get inspiration to set up experiments to engage our learners for action. (From oeb.global conference, Nov 2019)
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
David Cameron | Hope in a time of challenge Wholeeducation
The document discusses challenges facing education systems including globalization, unpredictability, and the skills employers want like problem-solving, teamwork, and adaptability. It argues education must focus on active, varied, and motivated learning to develop these skills rather than just knowledge acquisition. Learners need basic skills but also creativity, innovation, and sustained inquiry. Planning should clarify purposes, identify gaps, and agree on standards to develop learning pathways from knowledge to creation. Education must consider the big picture and keep a breadth of learning to meaningfully prepare young people for their lives and futures.
5 Strategies to Lead Through Adaptive Change, 21st Century LeadershipDeb Nystrom
Five key concepts and supporting tools to purposefully lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders, Russell Bedford International, yet applicable to any leader.
Also see the photos from the session, here: https://flic.kr/s/aHskMBtzCM
Conducir a través del cambio adaptativo, liderazgo siglo XXI
Cinco conceptos clave y herramientas de apoyo para conducir a través de cambios adaptativos en un mundo VUCA, que es volátil, incierto, complejo y Ambiguous, tal como se presenta en la ciudad de México para los líderes firma de CPA, Russell Bedford International, aún aplicable a cualquier líder.
The document discusses the need for organizations and individuals to adapt to constant disruption and change. Some key points:
- To adapt, one must embrace disruption, improve leadership skills, think with an "ecosystem mindset", exchange ideas quickly, and adapt.
- If organizations don't change how they approach customers' needs, they will become irrelevant.
- The future of work involves more networked, collaborative environments like co-working spaces, with AI replacing some traditional jobs.
- Individuals now have more control over their learning and work, which occurs across networks rather than traditional structures. Leadership requires facilitating this kind of ecosystem.
i4 2020 Session: Mucking Around Innovation Culture & Toolsi4 2020
Ben Weinlick discusses patterns of innovation culture that can help organizations tackle complex challenges through disciplined innovation. He outlines six patterns: 1) supporting looking in unexpected places for new ideas, 2) valuing diverse perspectives, 3) bottom-up co-design, 4) playfulness, 5) environments fostering creative collisions, and 6) understanding user needs. Weinlick emphasizes the need for both innovative culture and tools, and provides examples of how these patterns have helped address issues like social services and disability inclusion. The presentation encourages participants to consider how to apply these patterns within their own work to enable meaningful innovation.
The document provides an overview of Appreciative Inquiry (AI), which is an organizational development methodology focused on identifying an organization's strengths and positive aspects to facilitate change. It discusses the key principles and 4-D cycle of AI, which includes discovery of an organization's positive core, dreaming about possibilities, designing the ideal organization, and destiny of implementing changes. The 4-D cycle is intended to unleash an organization's energy and potential for transformation. The document also shares examples of applying AI through appreciative interviews, identifying themes, and developing commitments and plans of action.
SWOT vs. SOAR: Engaging Staff in Institutional PlanningGillian Byrne
This document provides an introduction to Appreciative Inquiry (AI), which is an approach to organizational change that focuses on an organization's strengths and positive aspects. The document defines AI, outlines its core principles such as constructionism and the positive principle, and discusses its benefits like being participatory and focusing on the positive. It also notes some criticisms of AI and provides examples of tools used in AI like the 4D framework of discovery, dream, design, and deliver. Throughout, the document emphasizes AI's asset-based and strength-focused approach to change as opposed to identifying problems.
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
The document discusses Appreciative Inquiry, which is an approach to organizational change that focuses on an organization's strengths and potentials rather than its problems.
1) Appreciative Inquiry involves identifying what works best in an organization by encouraging employees to share positive stories and experiences.
2) This process helps envision how the organization can be improved by building on existing strengths and successes.
3) Action plans are then developed by engaging employees in designing how to achieve this improved future state through utilizing their strengths and building on past successes.
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
Slides from the Peer Academy class on Appreciative Inquiry hosted by Max Hardy. All rights are reserved by Max Hardy as the creator of this presentation.
Appreciative Inquiry is an approach to organizational change that focuses on identifying what is working well within an organization and building on those strengths, rather than emphasizing problems or weaknesses. The core principles of Appreciative Inquiry include social constructionism, simultaneity, poetic principle, positive principle, anticipatory principle, and free choice. Appreciative Inquiry involves a 4-D cycle of Discovery, Dream, Design, and Destiny to help organizations envision and achieve a preferred future state.
Chris Jansen (www.Ideacreation.org) - "Strategising towards 'inside-out' orga...Chris Jansen
This document discusses frameworks for leading organizational change, including positive deviancy and the diffusion of innovation. It outlines a positive deviancy process that defines problems, determines common practices, discovers positive outliers, and designs activities to expand successful solutions. The diffusion of innovation model is also summarized, explaining how different groups adopt changes at different rates from innovators to laggards. Finally, an 8-step organizational change process is presented that establishes urgency, forms a coalition, develops a vision, launches pilots, communicates the vision, consolidates improvements, widens support, and embeds changes.
AISA Leadership Retreat Ghana - Leading complex change 2013Chris Jansen
This document discusses leading complex organizational change through connecting wisdom, unleashing adaptability, and fostering interaction. It addresses both technical and adaptive challenges in change processes. Technical challenges involve known solutions and linear change, while adaptive challenges require new behaviors and cyclic change approaches. The document advocates prototyping changes, using collaborative processes like clusters and communities to generate solutions, and focusing on collective intelligence and shared learning to enable positive and sustainable organizational change.
Appreciative Inquiry is a strengths-based approach to organizational change that focuses on what's working well rather than problems. It involves four phases - Discovery, Dream, Design, and Destiny - to help organizations envision a positive future and strategize how to achieve it. The approach is based on principles like constructing reality through positive language, enacting change through modeling the desired future state, and leveraging strengths to inspire action.
Appreciative Inquiry (AI) is an approach to organizational change and development that focuses on identifying what is working well and leveraging those strengths, rather than focusing on problems. It was developed by David Cooperrider in the 1980s. The AI process involves 4 phases - Discovery, Dream, Design, and Destiny - to foster positive change. Through collaborative inquiry using carefully crafted affirmative questions, AI seeks to understand an organization's capabilities and potentials to envision a better future. It aims to shift dialogue from problem-focused to possibility-focused. A case study showed AI improved communication and collaboration among rural school district stakeholders by building trust and empowering participants.
Christchurch - a leadership incubator? Dec 2014Chris Jansen
A presentation exploring innovative approaches to leadership, inter-agency collaboration and government - community partnership emerging in post-quake Christchurch
Chris Jansen (www.Ideacreation.org) - "To all the edupreneurs"Chris Jansen
A keynote address co-delivered with Dr Cheryl Doig at AISA (African International Schools Association) Leadership Conference in Johannesburg, South Africa in 2012.
The document provides an introduction to Appreciative Inquiry (AI), which focuses on an organization's strengths and past successes rather than its problems or failures. It describes AI's 4D cycle of Discovery, Dream, Design, and Destiny/Delivery. Discovery involves identifying examples of when an organization performed well. Dream builds on these successes to create a positive vision of the future. Design develops strategies and plans to achieve this vision. Destiny/Delivery implements the plans and maintains momentum to fulfill the vision.
This document summarizes a session on adult development and vertical leadership development. The key points are:
1. Adults continue developing in predictable stages as they gain life experience, with each stage representing increasing complexity in how one thinks and acts.
2. There are at least seven transformations possible in adulthood that represent growth in one's ability to think in more complex, systemic ways.
3. Vertical development is triggered by experiences that challenge one's current ways of thinking, exposure to new perspectives, and developmental relationships/networks.
Complexity based leadership: Navigating complex challengesChris Jansen
This document discusses complexity-based leadership and navigating adaptive challenges. It provides an overview of complexity thinking and adaptive leadership. It discusses that adaptive challenges require generating and trialing multiple solutions as they are embedded in social complexity, compared to technical problems which can be solved with existing knowledge. It also discusses fostering collective intelligence through mechanisms like cross-functional teams to engage stakeholders and generate better solutions. Finally, it discusses that adaptive change processes are cyclic with multiple experiments compared to linear change processes for technical challenges.
Workplace learning loses unless we engage learnersBert De Coutere
In today’s workplace, we support our employees to be engaged and active learners. In a constantly changing business environment, constant learning makes our careers and our businesses future-proof. The reality however is different from the dream: in today’s workplace we are busy being busy, and learning loses out - often unintentionally. In this session for anyone involved in corporate learning, we will together: - assess the reality of today’s workplace learning: - explore the bad habits and biases that stand in the way of learning more: - get inspiration to set up experiments to engage our learners for action. (From oeb.global conference, Nov 2019)
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
David Cameron | Hope in a time of challenge Wholeeducation
The document discusses challenges facing education systems including globalization, unpredictability, and the skills employers want like problem-solving, teamwork, and adaptability. It argues education must focus on active, varied, and motivated learning to develop these skills rather than just knowledge acquisition. Learners need basic skills but also creativity, innovation, and sustained inquiry. Planning should clarify purposes, identify gaps, and agree on standards to develop learning pathways from knowledge to creation. Education must consider the big picture and keep a breadth of learning to meaningfully prepare young people for their lives and futures.
5 Strategies to Lead Through Adaptive Change, 21st Century LeadershipDeb Nystrom
Five key concepts and supporting tools to purposefully lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders, Russell Bedford International, yet applicable to any leader.
Also see the photos from the session, here: https://flic.kr/s/aHskMBtzCM
Conducir a través del cambio adaptativo, liderazgo siglo XXI
Cinco conceptos clave y herramientas de apoyo para conducir a través de cambios adaptativos en un mundo VUCA, que es volátil, incierto, complejo y Ambiguous, tal como se presenta en la ciudad de México para los líderes firma de CPA, Russell Bedford International, aún aplicable a cualquier líder.
The document discusses the need for organizations and individuals to adapt to constant disruption and change. Some key points:
- To adapt, one must embrace disruption, improve leadership skills, think with an "ecosystem mindset", exchange ideas quickly, and adapt.
- If organizations don't change how they approach customers' needs, they will become irrelevant.
- The future of work involves more networked, collaborative environments like co-working spaces, with AI replacing some traditional jobs.
- Individuals now have more control over their learning and work, which occurs across networks rather than traditional structures. Leadership requires facilitating this kind of ecosystem.
i4 2020 Session: Mucking Around Innovation Culture & Toolsi4 2020
Ben Weinlick discusses patterns of innovation culture that can help organizations tackle complex challenges through disciplined innovation. He outlines six patterns: 1) supporting looking in unexpected places for new ideas, 2) valuing diverse perspectives, 3) bottom-up co-design, 4) playfulness, 5) environments fostering creative collisions, and 6) understanding user needs. Weinlick emphasizes the need for both innovative culture and tools, and provides examples of how these patterns have helped address issues like social services and disability inclusion. The presentation encourages participants to consider how to apply these patterns within their own work to enable meaningful innovation.
The document provides an overview of Appreciative Inquiry (AI), which is an organizational development methodology focused on identifying an organization's strengths and positive aspects to facilitate change. It discusses the key principles and 4-D cycle of AI, which includes discovery of an organization's positive core, dreaming about possibilities, designing the ideal organization, and destiny of implementing changes. The 4-D cycle is intended to unleash an organization's energy and potential for transformation. The document also shares examples of applying AI through appreciative interviews, identifying themes, and developing commitments and plans of action.
This document discusses leadership development and getting things done. It begins by noting the challenges of leadership in 2017, including fear of the future, fragmentation of cultural reference points, and the matrix paradox of wanting more information but easier solutions. It then discusses trends impacting the future like technology, urbanization, and demographics. Key aspects of leadership discussed include having an innovation mindset, getting things done, and working with others. The document emphasizes that great leaders are continuously learning and able to communicate a narrative. It also discusses the importance of collaboration for regional success and offers tips for creating and leading successful regional collaborations.
Appreciative Inquiry is a method for positive change that focuses on an organization's strengths rather than its problems. It involves (1) discovering what gives life to an organization when it is most effective, (2) envisioning what could be to inspire change, (3) designing what should be with whole-system participation, and (4) delivering on the vision through individual and organizational action. The method mobilizes strategic change by shaping the future based on an organization's core strengths and values.
Theory of Change Mapping using a Youth Development Example4Good.org
Harvard researcher Carol Weiss advises communities desiring to make mindful social change that there is nothing as practical as good theory. Because change takes time, it’s important to track and document the process by which one aims to initiate and enforce change. Relaying your message of change to the public may sound challenging and difficult, but it can be done! Every community needs a roadmap for success that clearly states assumptions, inputs, outputs, and outcomes. This webinar will use a youth development as one example of how to take an idea and translate it into what is called a “theory of change.”
For a Knowledge Management Round Table, Melbourne. An exploration workshop into using design thinking to support workplace change coupled with digital technologies.
Making Sense of the Inner Workings of Digital Delivery during COVID-19Ari Hershberg
Insights we gained into the complex workings the digital delivery network found using Cognitive Edge’s SenseMaker ™
Things could have gone terribly. We were all sent home, laptops now mounted on dining room tables around the province, given a slew of new digital tools, and told to solve wicked problems with a variety of people, many we’d never worked with before - faster than most any of us had ever before done. We could have missed the mark. We could have seen far greater impacts from COVID-19. Many could have been very disappointed.
Yet, when we asked our growing Digital Delivery Network to tell us about their experience navigating these circumstances, the response was positive.
In this slideshare, we’ll explore how we used a sense making tool that is unlike traditional surveys, to begin to understand the complexity of this emergent human system – this Digital Delivery Network – in our BC Public Service. We’ll share insights on what specifically we heard is needed to create the right conditions to get extraordinary results for service delivery, in uncertain, high pressure circumstances.
You’ll also hear some radical transparency on the “oops” moments we all can benefit from avoiding in the future.
These slides weren't prepared to be shared on their own. They were prepared to support the webinar. If you want the full effect, watch the webinar at https://www.youtube.com/watch?v=DS7jbKE2fUc&t=3160s
The session aimed to build understanding of future choices and responses in South Africa, identify key capacities and actions, and highlight skills within the group. Appreciative inquiry and open space technology were used. Discussions focused on initiatives like social media networks between NGOs, leveraging strengths and skills, de-politicizing collaboration, and generating solutions through open sharing. Next steps include taking discussions forward, connecting organizations, and implementing proposals like a collaborative fundraising concert. The session sought to foster shared leadership and community among NGO representatives.
This is the inaugural webcast in the Commission for Student Involvement E-Series. This webcast is about the key conversations from the 2012 National Leadership Symposium.
This past year, the focus of the Symposium was on the rigorous design, engaging experiences, and demonstrated results necessary for quality leadership education in our contemporary society. Participants and presenters engaged in a shared reading which served as a collective thread across each session: A New Culture of Learning: Cultivating the Imagination for a World of Constant Change (Thomas & Brown, 2011). Focused on creating frameworks for quality education of students in today’s digital age, the book provided a springboard from which ideas were shared in translating the material to college leadership education.
Webinar participants will hear from the coordinators of this year’s Symposium: David Rosch, an Assistant Professor of Leadership Education at the University of Illinois at Urbana Champaign, and Marilyn Bugenhagen, an Associate Professor of Leadership at Marian University, as they review some of the highlights and key concepts discussed this past summer.
This document outlines the agenda and content for the Synergy Summit 2013. The summit aims to build connections between participants, share resources, improve effectiveness and impact, and develop action plans. Sessions will focus on topics like church planting, digital ministry, and mission collaboration. The agenda includes discussions on building trust, core operations, and managing change. Participants are encouraged to develop action plans and share feedback to take lessons learned back to their networks. The overall goal is to inspire participants and strengthen collaboration between Christian networks.
Entrepreneurship Summit 2015 - Workshop: "Integration von Teams"Wir sind das Kapital
Die Präsentation von Eric Lynn, Coach für integrierte Führung, von seinem Workshop "Integration von Teams" auf dem Entrepreneurship Summit 2015 in Berlin.
Creating effective mobile learning in the social age - mLearnCon 2014 by Juli...Julian Stodd
The Social Age is a time of great change, in how we work and how we learn. To design effective mobile learning, we have to understand these new realities and ensure that what we design fits within the constraints and evolved behaviours that have emerged. These are the slides from the session i ran at mLearnCon 2014 in San Diego with the eLearning Guild.
Similar to ELF14 Leading positive and sustainable change Chris Jansen UC (20)
Prof. Maan Alkaisi, Principal Investigator, MacDiarmid, University of CanterburySmartNet
This document discusses the aftermath of an event five years ago and lessons that can be learned. It argues that improving building standards, increasing accountability, and reforming laws to ensure justice are needed to build a safer and more beautiful city. While increasing engineering standards may cost 5-10%, far more has been lost over five years in areas like education and tourism due to the event's impacts. The consequences of the city experiencing such an event again in the future could be severe.
Dr Laurie Johnson, Pacific Earthquake Engineering Research Centre, USASmartNet
Seismics and the City, 18 March 2016 - Shaping Canterbury's Future Now
The Trajectory of post disaster recovery and regeneration
Learning from other Cities.
Prof David Johnston, Senior Scientist, GNSSmartNet
Seismics and the City 18 March 2016 - Shaping Canterbury's Future Now
The trajectory of post disaster recovery and regeneration
The social dimension - A consideration of social regeneration and what that means for Canterbury moving forward plus current recovery trajectories and ways of measuring progress.
Hon. Nicky Wagner, Associate Minister for Canterbury Earthquake RecoverySmartNet
Seismics and the City 18 March 2016 - Shaping Canterbury's Future Now
A City on the Move: Collaboration and Regeneration
Looking Back: Remembering and Learning
Looking Forward: Visioning and Building
Hon. Lianne Dalziel. Mayor of ChristchurchSmartNet
Seismics and the City 18 March 2016 - Shaping Canterbury's Future Now
A City on the Move: Collaboration and Regeneration
Looking Back: Remembering and Learning
Looking Forward: Visioning and Building
Hugh Cowan, GM of Reinsurance, Research & Education, EQCSmartNet
Dr Hugh Cowan looks back at major natural disasters in New Zealand's history, including the 1953 Tangiwai Rail Disaster, the 1931 Napier Earthquake, and the 1886 Tarawera Eruption. He examines approaches to managing risk from natural hazards, including avoiding exposure, controlling impact, transferring or pooling risk, and accepting risk. Key questions are considered around the likelihood and impact of events, the types of investments that should be made, when costs should be paid, how much risk is tolerable, and how much should be managed before and after events occur.
Seismics and the City 18 March 2016 - Shaping Canterbury's Future Now
A City on the Move: Collaboration and Regeneration
Looking Back: Remembering and Learning
Looking Forward: Visioning and Building
This document summarizes the key findings and recommendations of the "Let's Find & Fix" collaboration. It found that collaborating organizations achieved more together than individually, through speedier decision-making, flexible problem-solving, and access to collective expertise. Key recommendations include having a shared goal, a trusted lead organization, the right team, building stakeholder capabilities, shared accountability, established processes, and a pragmatic approach.
Prof. Chris Kissling, Fellow of The Chartered Institute of Logistics and Tran...SmartNet
Seismics and the City 18 March 2016 - Shaping Canterbury's Future Now
Transport Roles in helping shape Canterbury's Post Earthquakes Future
The necessity for embracing integrated transportation solutions to meet emerging societal needs.
Dr William Rolleston, President, NZ Federated FarmersSmartNet
Seismics and the City 18 March 2016 - Shaping Canterbury's Future Now
Sacred Cows v The Clobbering Machine?
Urban/rural interdependence, science and innovation in Canterbury.
Seismics and the City 18 March 2016 - Shaping Canterbury's Future Now
Knowledge Sharing: Understanding more about the evolving shape of Greater Christchurch.
The document summarizes how Kay Giles' organization has reinvented itself in response to the needs of the Canterbury region after earthquakes. It discusses trends in student numbers and recruitment, making trades training a priority by targeting underrepresented groups. It also focuses on STEM programs and is undertaking a $200 million campus redevelopment. The organization has worked to continue operating, engage with the community, and meet changing student and employer expectations around work-readiness and skills.
Leanne Crozier, Director, Decipher Group LtdSmartNet
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help regulate emotions and stress levels.
Grant Wilkinson, Senior Engineer, Ruamoko SolutionsSmartNet
Seismics and the City 18 March 2016 - Shaping Canterbury's Future Now
Engineering regeneration, collaboration and innovation
Applying some seismic lessons learnt to saving several heritage gems and collaborating on the Christchurch Art Gallery Base Isolation retrofit project.
Hugh Cowan, GM, Reinsurance, Research & Education, EQCSmartNet
Seismics and the City 18 March 2016
Working Together Strengthens Understanding
How EQC led a collaborative research project in Canterbury that involved diverse stakeholders from government, council officials and insurers to homeowners, and why collaboration means that Canterbury's geotechnical data is now helping to inform research locally, nationally and around the world.
Haydn Read, Programme Director, Smart City Coalition, LINZSmartNet
This document discusses smart city and safe city initiatives in New Zealand cities. It describes several smart city projects underway in Christchurch, Wellington, and Auckland focused on asset management, transportation monitoring, and flexible sensor platforms. The document outlines a vision for an integrated interdisciplinary asset management model across the public sector in New Zealand that uses common data standards and shares information and analytics capabilities to plan infrastructure renewal and monitor asset utilization. It argues that undiscovered opportunities exist for wider collaboration across the public sector to build New Zealand's capabilities and realize the vision of a smart nation.
Seismics and the City 18 March 2016
"Anchors aweigh" - A review and preview of the development of the city's anchor projects once the Canterbury Earthquake Authority is disbanded in April.
Miranda Satterthwaite, STEM Coordinator, CPIT and EVolocity Project Team Mem...SmartNet
Seismics and the City – Creating a Greater Christchurch – Envisioning. Engaging. Energising was held on 27th March 2015, Christchurch.
EVolocity: An electrifying vehicle for young talent and innovation
This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
Leveraging Generative AI to Drive Nonprofit InnovationTechSoup
In this webinar, participants learned how to utilize Generative AI to streamline operations and elevate member engagement. Amazon Web Service experts provided a customer specific use cases and dived into low/no-code tools that are quick and easy to deploy through Amazon Web Service (AWS.)
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
ELF14 Leading positive and sustainable change Chris Jansen UC
1. 1
Education Leaders Forum 2014
Chris Jansen – University of Canterbury, New Zealand
www.leadershiplab.co.nz
www.ideacreation.org
Leading positive and sustainable change
2. 2
BAU New BAU
Context Shifting
Context
Shifting
Context
70-80% failure
Positive and
sustainable
change?
Why? Threat?
Opportunity?
Where?
…are we heading
to?
Who?...do
we collaborate
with?
How?…do we
design our
journey?
What?…steps
do we take?
www.ideacreation.org
A road map for leading change
3. Foster interaction, shared learning, and leverage
collective intelligence
3www.ideacreation.org
What
solution?
How to
engage?
+ Ownership,
motivation and
commitment
++ Better solutions
and innovation
Two key questions in adaptive change
4. Change was linear
Need and vision
Adopt proven ideas
Train
Roll out
Scale up
Fine-tune
and embed Pre-planned
and predictable
steps
Proven solution
5. Need and vision
Launch multiple
experiments
Assess responses
and fine-tune
Scale up
Pilot
Foster collective
intelligence
Change has changed
7. Change management
Change manager
Driving change
Alignment
Change proposals ‘Consultation’
Cynicism
Social engineering
Assumptions that get in the way…
• From the top….. “People don’t want to change….so
it needs to be driven….”, “If you allow people
freedom to innovate – discipline will disappear!?”
• From the bottom… “The management don’t trust
us” “They don’t listen” 7
9. Positive Psychology
‘what we focus on becomes our reality’
Heliotropic Hypothesis
“social systems evolve towards the most positive images they hold of
themselves, toward what gives them life and energy, in much the
same way that plants grow in the direction of the sun”
10. What do we tend to focus on?
•vision
•planning
•detail
•problem
•drama
12. Appreciative Inquiry (AI)
Appreciative Inquiry focuses on supporting people getting together to tell
stories of positive development in their work that they can build on.
(Reed, 2004)
AI as an orientation to the positive rather than just a series of techniques
•Focus on the positive
•Inclusivity – shared ownership, voice, decision making
Appreciative Inquiry is an exploratory
process for positive change. It
identifies the best of what is
happening in the present moment to
pursue what is possible in the future.
(Harkness, 2004)
13. We take what we know and we talk about what could be.
We stretch what we are to help us be more than what we
have already been successful at.
We envision a future that is a collage of the bests.
Because we have derived the future from reality, we know
it can happen. We can see it, we know what it feels
like, and we move to a collective collaborative view of where
we are going.
(Thin Book of Appreciative Inquiry)
14. Appreciative Inquiry Processes
2) Inquire
3) Imagine4) Innovate
1) Initiate
2) Dream
3) Design
4) Delivery
1)
Discovery
When you ask people appreciative questions, you touch something very important
to them. They don’t give politically correct answers, they give heartfelt answers
because we ask soulful questions. (Hammond)
15. Appreciative Inquiry Process
2) Dream
3) Design4) Deliver
1) Discover
Discover
- collective discussion around focusing
questions
-paired interviews around positive and real
experiences
Dream - collective sense making
Design - practical visioning based on
these concrete past experiences
Deliver - collective action taking
17. Your successful change story (Discover-dream)
How did it come about?
What was the result?
Who else was involved?
What was your role?
What was fulfilling about the project?
Why did you find it so engaging?
What specific leadership actions were the
most effective?
How did team members become engaged in the process?
What were the key factors that led to this initiative being
successful?
19. Design
“Its 2024 and education across Greater Canterbury is
known globally to be at the cutting edge of education, for
radical innovation and boundary breaking collaboration”
“What would be happening?”
19
Deliver
• What two to three aspects can we focus on now?
• What opportunities are there for us to move these ideas forward?
20. Where are we going??
What's our vision for this school?
What's our vision for our students?
What's our learning vision?
“Its 2024 and Craighead Diocesan School is known
nationally (globally) to be at the cutting edge of education
with a reputation for preparing young people to thrive in
the 21st century”
“What would be happening?”
20
22. Think back over your experience as a leader and locate a moment or period
that was a high point in your leadership, when you felt a sense of satisfaction
in your work, when you went home saying YES!
22
• Describe the situation. What
happened? What was the result?
• What was your role in creating this
experience? What other people and
factors contributed to this exceptional
moment?
• When you reflect on this experience–
what beliefs and values guided you
in your leadership?
Step 1) Discover
23. LYNGO Deeply held values (sample)
Equality
Social Justice
Compassion
Dignity and respect
Generosity
Honesty and integrity
Passion and energy
Humility
Quality
Commitment
23
24. Step 2) Dream
Collectively draw out the key themes from the peer interviews in step 1
• Listen to each sound bite
• Consider key themes emerging
• Build up collective mind map of
clusters of similar foci
25. Step 3) Design
Collective dialogue to explore;
• What energises and motivates us?
• What do we have in common?
• What could we do collectively that
we couldn’t do individually?
Step 4) Deliver
• If we were to carry this
conversation on beyond ELF 2014
what could that look like?
• What opportunities are there for
us to further these conversations?
• What would we like to achieve?
41. Keystones for building learning communities
Focus on the positive
strengths, what’s working
Collaboration
shared ownership, voice, decision making
42. Benefits:
• Engagement, ownership leading to…
…enthusiasm/energy and commitment
• Better solutions – innovation
The Pronoun Test “I” or “We”
“My” or “Our”
“We” or “They”
Daniel Pink – “A whole new mind”
“There's only one thing better than ownership – authorship!
Simon Breakspear , “Talent Magnets”
AI as a positive change process
Characterised by both;
• participative processes ”Surfing the Edge of Chaos’”
• collaborate solution finding
44. Creating a professional learning community
Guiding principles
• Positive focus
• Collaboration
Key strategies
• flexible and negotiated structure
• sharing powerful stories
• cycles of exploration
• individual and collective reflection
• significant time frame
• intentional facilitation
Outcomes
• leadership insights and practice
• development of professional relationships
• ongoing leadership network – self managing, collective voice
• emerging collaboration 44
45. What is success?
To laugh often and much
To win the respect of intelligent people
And the affection of children
To earn the appreciation of honest critics
And endue the betrayal of false friends
To appreciate beauty
To find the best in others
To leave the world a bit better
Whether by a healthy child, a garden patch
Or a redeemed social condition
To know even one life has breathed easier
Because you have lived
This is to have succeeded
RALPH WALDO EMERSON