This document discusses innovation-inspired positive organization development (iPod) and the emergence of AI and design thinking as frameworks for positive change. It introduces iPod as a new model of change informed by appreciative inquiry and design thinking. The document outlines several formative strands that inform iPod, including positive organizational scholarship, strengths-based management, positive psychology, and more. It then discusses how iPod utilizes appreciative inquiry and design thinking through its 4-D cycle of discovery, dream, design, and destiny to facilitate positive change in organizations.
Imagination and Innovation: Using Appreciative Inquiry to Facilitate Positive...Daniel Byerley
As contemporary organizations face challenges in the implementation of change efforts, new methods in evaluation and training and development help aid the process. Appreciative Inquiry is an affirmative research approach that focuses on the positive aspects of an organization and what makes it work rather than what problems it may have. Consortium X is composed of four individual organizations working collectively to facilitate positive organizational change. An Appreciative Inquiry evaluation was conducted with the organizations of Consortium X. The responses from the participants who completed the Appreciative Inquiry survey were analyzed and seven themes emerged: (1) interpersonal conflict; (2) managing change; (3) teamwork; (4) listening skills; (5) guest service; (6) leadership; and (7) feedback. A manual was designed to develop upon these seven themes with seven individual lesson units. These lesson units contain lessons, activities, worksheets, and evaluations pertinent to the theme. The manual was reviewed by three professionals, the Dean of Instruction from a California college, the CEO of a television production company in Los Angeles, and the CEO and Principal Consultant at a Los Angeles consulting firm. The evaluations supported the use of the manual as the product of the Appreciative Inquiry evaluation and as a tool to aid in facilitating positive organization change at Consortium X.
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Presentation by Michael Röhrig at the 1. INOC Meeting in Wiesloch/ Germany.
Based on the Ideas of Gervase R. Bushe and Robert J. Marshak, he presented insights concerning OD and own experiences in applying the Theory in real projects.
A video of the presentation is be available on:
https://www.youtube.com/watch?v=Hb5lkgHzWh8
Leaders and Innovative Leadership style Managing Change in a Globally Changin...TANKO AHMED fwc
The world runs on the fast-line driven by technological advancement and systems progression, fueled by innovative leadership. Change management becomes daunting task even for the strong, smart and savvy. This paper discusses the concepts and practice of innovative leadership style in a rapidly ever-changing global environment. The nudge theory is positioned as framework for discourse. Key concepts are defined, correlated and explained on challenges, prospects and the way forward. An exercise is designed for application of lessons learnt to real world situation in Nigeria.
Imagination and Innovation: Using Appreciative Inquiry to Facilitate Positive...Daniel Byerley
As contemporary organizations face challenges in the implementation of change efforts, new methods in evaluation and training and development help aid the process. Appreciative Inquiry is an affirmative research approach that focuses on the positive aspects of an organization and what makes it work rather than what problems it may have. Consortium X is composed of four individual organizations working collectively to facilitate positive organizational change. An Appreciative Inquiry evaluation was conducted with the organizations of Consortium X. The responses from the participants who completed the Appreciative Inquiry survey were analyzed and seven themes emerged: (1) interpersonal conflict; (2) managing change; (3) teamwork; (4) listening skills; (5) guest service; (6) leadership; and (7) feedback. A manual was designed to develop upon these seven themes with seven individual lesson units. These lesson units contain lessons, activities, worksheets, and evaluations pertinent to the theme. The manual was reviewed by three professionals, the Dean of Instruction from a California college, the CEO of a television production company in Los Angeles, and the CEO and Principal Consultant at a Los Angeles consulting firm. The evaluations supported the use of the manual as the product of the Appreciative Inquiry evaluation and as a tool to aid in facilitating positive organization change at Consortium X.
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
Presentation by Michael Röhrig at the 1. INOC Meeting in Wiesloch/ Germany.
Based on the Ideas of Gervase R. Bushe and Robert J. Marshak, he presented insights concerning OD and own experiences in applying the Theory in real projects.
A video of the presentation is be available on:
https://www.youtube.com/watch?v=Hb5lkgHzWh8
Leaders and Innovative Leadership style Managing Change in a Globally Changin...TANKO AHMED fwc
The world runs on the fast-line driven by technological advancement and systems progression, fueled by innovative leadership. Change management becomes daunting task even for the strong, smart and savvy. This paper discusses the concepts and practice of innovative leadership style in a rapidly ever-changing global environment. The nudge theory is positioned as framework for discourse. Key concepts are defined, correlated and explained on challenges, prospects and the way forward. An exercise is designed for application of lessons learnt to real world situation in Nigeria.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
Innovation is about process and relationships comprehensively and equitably focused on understanding the problems and issues of stakeholders…
…then designing solutions and testing them, with an eye on learning and adaption,
…and, once sufficiently tested, implementing and evaluating the solution before scaling it up
-Seta
We continually hear about innovation and strive to keep engaging our teams to put the right skills and processes for innovation into practice. At the same time, we know that fostering just the right culture for the team to be innovative is important – but often overlooked.
How do you go about fostering an innovative team? Here are 4 guidelines we’ve pulled together.
(Agile2019) In Principle We Agree: From Development to Organizational Agility...Timo Punkka
A presentation given at Agile2019 conference, Washington DC
Abstract
While Agile methodologies have proven successful in product development, conventional departmental organization structures may pose challenges to scaling agility and achieving the desired efficiency at the organizational level.
Schneider Electric Fire & Security undertook a two-year experiment, inspired by Holacracy, to scale agility across the entire organization. The presentation explores the team-based organizational structure that emerged around the existing value streams, creating end to end transparency and organizational autonomy.
You will hear why the case organization wanted to go beyond development agility, and what eventually led to the chosen Holacracy inspired model. You will be introduced to the early victories en route, the organization’s current state and how to leverage dynamic governance for systematic improvement.
Are you concerned with moving agile practices to beyond development? Join us, and get inspired!
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
Innovation is about process and relationships comprehensively and equitably focused on understanding the problems and issues of stakeholders…
…then designing solutions and testing them, with an eye on learning and adaption,
…and, once sufficiently tested, implementing and evaluating the solution before scaling it up
-Seta
We continually hear about innovation and strive to keep engaging our teams to put the right skills and processes for innovation into practice. At the same time, we know that fostering just the right culture for the team to be innovative is important – but often overlooked.
How do you go about fostering an innovative team? Here are 4 guidelines we’ve pulled together.
(Agile2019) In Principle We Agree: From Development to Organizational Agility...Timo Punkka
A presentation given at Agile2019 conference, Washington DC
Abstract
While Agile methodologies have proven successful in product development, conventional departmental organization structures may pose challenges to scaling agility and achieving the desired efficiency at the organizational level.
Schneider Electric Fire & Security undertook a two-year experiment, inspired by Holacracy, to scale agility across the entire organization. The presentation explores the team-based organizational structure that emerged around the existing value streams, creating end to end transparency and organizational autonomy.
You will hear why the case organization wanted to go beyond development agility, and what eventually led to the chosen Holacracy inspired model. You will be introduced to the early victories en route, the organization’s current state and how to leverage dynamic governance for systematic improvement.
Are you concerned with moving agile practices to beyond development? Join us, and get inspired!
Tech giant Microsoft’s India-born CEO Satya Nadella’s first book in which he explores his personal journey, the company’s ongoing transformation and the wave of technological change will hit the future.
The book titled “ Hit Refresh “ carries a foreword by Microsoft co-founder Bill Gates.
Some of my Key picks from the Book
Page 38 & 39- 3 Business & leadership principles learned from Cricket
• Compete vigorously and with passion in the face of uncertainty and intimidation
• Put your team first, ahead of your personal statistics and recognition.
• One brilliant character who does not put the team first can destroy the entire team.
Page 119
• “ To be a leader in this company, your job is to find the rose petals in the field of Shit “ – We can look at a leader as an operator of a machine. Machines are built up using a lot of different cogs of all sizes that coherently work together as one giant machine. So be definition it is important to select cogs that you know you can trust and rely on before operating your machine. Since without these cogs, it all falls apart and you would not be able to operate anything.
Page 119 & 120 -Leadership Principles
• Bring clarity to those you work with. By taking internal and external noise and synthesizing a message from it to deliver to your team.
• Leaders generate Energy, not only on their own teams but across the company.
• To find a way a way to deliver success to make things happen. This means driving innovations that people love and are inspired to work on; finding balance between long-term success and short-term wins; and being boundary-less and globally minded in seeing solutions.
Page 125 – Our Partners
• “ For everyone working with partners, I encourage you to ask yourself “ What could be?” and explore new, creative ways to do interesting things that add value back to our platforms for customers” .
Page 126 – Four initiatives every company must make a priority
• Engage with your customers base by leveraging data to improve the customer experience.
• Empower your own employees by enabling greater and more mobile productivity and collaboration in the new digital world of work.
• Optimize operations, automating and simplifying business process across sales, operations & finance.
• Transform products service and business models ( Become a digital company)
Page 166– Quantum Computers
• “ Quantum computers will not stake the form of new stand-alone, super-fast PC but will operate as a co-processor , receiving its instructions and cues from a stack of classical processors” .
Trends affecting od practice - OD process - Organizational Change and Devel...manumelwin
Environmental Trends
Wealth is becoming more concentrated
Economy is more globalized.
Ideologies are shifting from consumption to coexistence and ecological sustainability.
Positive psychology is a revolutionary new field that studies the root causes of happiness, productivity, and success. In this program, you’ll have an opportunity to practice proven techniques to:
Consciously direct your thoughts towards creative, adaptive, constructive behaviors
Communicate to build relationships and motivate colleagues and staff
Shift conversations from problems to solutions
Take risks to increase energy and revitalize the workday
Co-Creation Forum presents: How Brands can Derive Insight from Co-CreationEphraim Cohen
Co-Creation is an increasingly interesting and talked about topic of conversation. Yet some are left to ponder its relevance and value to an organization. During this webinar, Jennifer Kitchen, Managing Director of Promise North America will challenge the audience to think about “Why aren’t organizations infusing co-creation into their brand development processes?” As fodder to the discussion, Jennifer will draw upon real-life stories from a range of co-creation believers and skeptics.
Sparking Creativity And Fostering Innovation Biz Library WebinarBizLibrary
We know innovation is important. In this new webinar, you\'ll learn about the critical elements to an "innovation ecosystem" that - if present and nurtured - will enable your organization to encourage the creativity of your employees and foster a culture where innovative ideas turn into profitable solutions.
Sparking creativity and fostering innovation biz library webinarBizLibrary
We know innovation is important. In this new webinar, you'll learn about the critical elements to an "innovation ecosystem" that - if present and nurtured - will enable your organization to encourage the creativity of your employees and foster a culture where innovative ideas turn into profitable solutions.
A summary of the basic principles of design thinking, human centered innovation and its application to strategy. Created by Natalie Nixon of Figure 8 Thinking.
Innovasjon! - implikasjoner for lederutvikling - HR Norges Kompetansedagen...Engage // Innovate
Innovasjon! Implikasjoner for lederutvikling
80 % av spurte ledere ønsker mer innovasjon. Til tross for dette har kun de færreste bedrifter en definert innovasjonsstrategi. Ledere og bedrifter mangler verktøyene. HR-avdelinger verden over famler i dag for å finne de riktige menneskene, de riktige verktøyene og bygge den riktige kulturen for innovasjon. I foredraget får du presentert utfordrende perspektiver på hvordan du kan trene innovative ledere, og bygge en kultur for innovasjon og nytenkning.
Christian Rangen, Partner i Engage// Innovate, og Høyskolelektor ved Handelshøyskolen BI, og forfatter.
Foredrag til Kompetansedagene 2012.
Twitter: #kd12
Kompetansedagene 2012
Dato: 23.-24. mai
Sted: Bjørvika konferansesenter, Oslo Atrium, Dronning Eufemias gate 6
Design Thinking as new strategic tool. Presentation made to spark the discussion about innovation & inspiration and new business opportunities. And how to introduce Design Thinking as a strategic tool in your company.
We are proud to announce our fifteenth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
How do you build an innovation culture in your team? – An 8-Step GuidePinkesh Shah
Institute of Product Leadership in association with Adaptive Marketing organises monthly series of Product Professionals networking event .Our theme for this event was about How do you build an innovation culture in your team? – An 8-Step Guide that every Product Professionals should know.
Speaker for this event was Prof. Rishikesha T Krishnan IIMB .
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
1. Ai and the emergence of
Innovation-Inspired Positive Organization
Development
David Cooperrider and Lindsey Godwin
i
2. Trends in OD Today
Problem solving
Organizational Diagnoses
Root Causes of Failure
Needs Analyses
Threat Analyses
3. “At work, I have the
opportunity to do what I
do best every day.”
<20%
4. We are seeing a NEW path….
Organizational
Innovation
Organizational
Intervention
5. Fields
Informing
iPod
A
Time
for
Re-‐thinking
Human
Organiza<on
and
Change
Strengths- Positive DESIGN Biomimicry &
Positive Social
based
Psychology
Organizational Sustainable
Constructionism
Management Scholarship THINKING Value Creation
Appreciative Inquiry and the New Model of Positive Change
Next Generation Action Research
6. IPOD
Formative Strands, Values, and Knowledge Base for a
New Model of Change
A Double Helix of:
Appreciation & Inquiry “AI” and Three Early OD Values
• Spirit of Inquiry
• Collaborative Creation Model of Change
• Positive Assumptions of Life
1. Elevate-and-Extend
2. Broaden-and-Build
3. Establish-and Eclipse
Innovation & Design
Thinking
(theory of change)
Appreciative…
Biomimicry &
Sustainable Value
Creation
…Inquiry &
Positive
Organizational Change
Scholarship
Positive Psychology
Strengths-Based Relational
Management Constructivism
7.
8.
9. Part 1: The Appreciative Mindset:
The Elevation of Strengths
1. The New OD
2. The Exponential
Inquiry Effect
3. Making it Work:
Bringing the
Language of
Strengths to Life
10. Part 2: The Multiplication Mindset:
Creating Configurations of Strengths
4. The Omnipresence of
Strengths
5. The Establish & Eclipse Theory
of Positive Change
6. Facilitating the Open Strengths
Organization
7. IPod’s Double Contribution to
Corporate Strategy
8. Harnessing the Magic of Macro
11. Part 3: The North Star: Positive
Institutions for the Spread of Strengths
9. Sustainable Value: Open-
Innovation Approach to
Sustainability
10. The Expanding Agenda for
IPOD Values, Theories and Many
Applications
12. The AI 4-D Model for
Strengths-based Change
Discovery
“What gives life?”
The best of what is.
Appreciating
Destiny Affirmative
Dream
“How to empower, “What might be?”
learn, and improvise?”
Sustaining
Topic Envisioning
Results/Impact
Design
“What should be –
the ideal?”
Co-constructing
13. What
is
Design?
“Designing
renders
visible
our
hopes
and
dreams,
it
is
the
first
signal
of
human
inten9ons.”
-‐-‐William
McDonough
13
14. The
Future
of
AI…
as
DESIGN
ing
Points
of
Departure:
1. Managing
as
Designing—What
Might
We
Learn
from
Architects,
Ar9sts,
Fashion
Designers,
IT
Designers,
Product
Designers,
etc.
2. Advances
in
Apprecia9ve
Inquiry
with
IDEO
—America’s
Top
Design
Firm
14
15. Let’s Look at World Class
Designing in Action
1. Nightline’s
Design
Challenge
to
IDEO
2.
Ai
Summit
With
Cleveland
-‐-‐700
people
designing
new
customer
prototypes
15
16. IDEO
Under
the
Nightline
Spotlight:
How
Does
Innova<on
Happen?
17. Learning From Designers
v Design
is
about
Legacy
leadership.
v It
is
a
way
of
knowing…Designers
see
and
observe
everything
from
the
perspec9ve
of
possibility…even
failure,
mistakes,
waste.
The
world
is
not
a
“problem-‐to-‐be-‐solved”
but
an
invita9on
to
create
with
all
the
“crea9ve
materials”
v Designing
is
en9rely
collabora6ve—
with
one
difference.
It
always
starts
with
designing
something
of
value
“externally”
for
the
customer,
or
the
world
v Con9nued-‐à
17
18. Learning
from
Designers
v Involves
both
liquid
and
crystal
states:
Crea9vity
unleashed
with
deadlines.
Rapid
prototypes
set
into
mo9on
and
refined
in
the
real
world.
v The
crea6vity
involved
—the
methods,
design
tools,
etc—
when
used
religiously
and
strategically
(not
sporadically)
creates
the
las6ng
pa<erns
or
culture
of
innova6on
and
collabora9on
that
companies
today
are
aching
for.
v Its
HOT…innova9on
is
in.
Its
FUN.
v It’s
the
future
of
strengths-‐based
Change
—designing
products,
customer
experiences,
organiza9ons
18
19. • World-wide search new ways for
business to live in mutual benefit
with the earth’s ecosystems and
the world’s societies
• Public trust of best business
innovations for sustainable future
• Global dialogue about the role and
the future of business in society
• The Club of Rome Challenge
20. Recent
Nobel
Prize
Laureates
in
Economics
(leO)
&
Peace
(right):
How
About
a
Nobel
for
Business?
20
21. The
AI
4-‐D
Model
Discovery
“What gives life?”
The best of what is.
• Observations &
Opportunities
Destiny
“How to empower, Our Design Opportunity Dream
learn, and improvise?” Nobel Prize Images of the
• Prototype Business Valued Future
Iterations
Design
“How might we?”
• Brainstormer
• Rapid Prototyping
22. The Perfect Brainstormer
“The best way to get a good idea is to generate lots of ideas”
--Linus Pauling
v Defer
Judgment:
Don’t
Dismiss
Any
Ideas
v Encourage
Wild
Ideas
v Build
and
Jump:
No
“Buts”
Only
“Ands”
v Go
For
Quan9ty
v Be
Visual
v One
Contribu9on
At
A
Time
22
23. Designing
Step
One:
Hold
A
“Brainstormer”
How might we..
Design a Business and Society Prize that grows to have as much or
more stature, respect, and impact than that of a Nobel?
v Who might it be named after?
v How might we surface 1,000’s of nominations and “leads” from all
over the world?
v What’s the exciting and impactful symbolism, identity? Image? Look?
v Kinds of public ceremony and worldwide honoring?
v How might we maximize awareness and accelerate global learning,
action, and new visions of business and society for the 21st century?
v How might we best use the internet—and old and new media?
v With Weatherhead’s Fowler Center as hub, what kind of alliance or set
of partnerships might we consider to give this global impact?
23
24. Rapid Prototyping
“All Life is an Experiment. The More Experiments You Make the Better”
–Ralph Waldo Emerson
Principles of rapid prototyping:
v Creates a tangible representation of your initiative idea:
Remember the Anita Roddick story.
v Make it visual: storyboard, diagram, model, role play,
chart, a mashup, bodystorming, etc.
v You can mock up anything: products, services, processes,
spaces, customer experiences, partnerships, prizes etc.
v Go fast, avoid paralysis – you can always revise
v No frills: don’t sweat looks or details
24
25. Design
Part
Two
Rapid
Prototypes
(present
at
11:35
o’clock
—3-‐4
minute
presentaon
of
prototypes)
A
visual
presenta9on
of
your
prototype:
v Vision
or
drawing;
v A
headline
news
story
in
New
York
Times
or
CNN;
v A
“bodystorm”
or
skit
to
show
us.
Note:
Where
possible
please
weave
in
examples
or
exemplars
from
companies
today.
25
26. The
Appreciable
World
is
So
Much
Larger
Than
Our
Normal,
Everyday
Appreciave
Knowing
Capacity…
If
we
did
all
the
things
we
are
capable
of
doing,
we
would
literally
astound
ourselves.
-‐-‐Thomas
Edison
27. Why
Teams
Beat
Individuals
v Variety
inspires
v Avalanche
of
energy
and
enthusiasm
v When
people
feel
special…they
will
perform
way
beyond
expecta9ons.
v Hot
teams
meet.
Hot
teams
meet.
v Diversity
emerges:
the
visionary;
troubleshooter;
iconoclast;
pulse
taker;
cradsmen;
technologist;
entrepreneur;
cross-‐
pollinator
27
28. Transformational Positivity…
Three Observable Phases…
1. Elevate-and-Extend
2. Broaden-And-Build
3. Establish-and-Eclipse
Universal Capacity High
Extension of Relatedness
When do
negative patterns
go away in
Activation of human systems?
Energy
Establish and Carl Jung’s
Eclipse observation.
Pro-Fusion of
Strengths
“Broaden and
Elevation and Build”
Extension of
Inquiry
Activation of Inquiry into “What Gives Life?”
Lo w
Initiating
“Appreciable World” Advancing
29. IPOD
Formave
Strands,
Values,
and
Knowledge
Base
for
a
New
Model
of
Change
A Double Helix of:
Appreciation Inquiry “AI” and Three Early OD Values
• Spirit of Inquiry
• Collaborative Creation Model of Change
• Positive Assumptions of Life
1. Elevate-and-Extend
2. Broaden-and-Build
3. Establish-and Eclipse
Innovation Design
Thinking
(theory of change)
Appreciative…
Biomimicry
Sustainable Value
Creation
…Inquiry
Positive
Organizational Change
Scholarship
Positive Psychology
Strengths-Based Relational
Management Constructivism