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Boards of Directors and Executive Management committees come to mind whenever we mention organizational governance. This premise that those at the top are the only ones “governing” has less and less face validity. Wherever people work together, they make choices which influence the organizations direction, choices that set standards of relationship, behavior and accountability and choices that shape fulfillment of the organizations purpose. In other words, they govern. Why not then engage them in governance processes that support sustainable value for all?Appreciative Governance is such a process. Appreciative Governance (AG) refers to governance structures, practices, and processes that increase the organization’s capacity for innovation, engagement and productivity by systematically engaging more of the system's strengths.This interactive webinar will explore this new form of governance and invite participants to consider the life-giving structures and processes which would enhance their organization’s capacity to work together in positive, dynamic, and generative ways that enact their purpose.
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Sponsored by:A Service
Of:
Appreciative Governance: Engagement and Innovation Throughout The Organization
Bernard Mohr & Neil Samuels
April 11, 2012
Sponsored by:A Service
Of:
Advising nonprofits in:
• Strategy
• Planning
• Organizational Development
www.synthesispartnership.com
(617) 969-1881
INTEGRATED PLANNING
Sponsored by:A Service
Of:
Affordable collaborative data
management in the cloud.
Sponsored by:A Service
Of:
Today’s Speakers
Bernard MohrCo-Founder
Innovation Partners International
Hosting:
Sam Frank, Synthesis Partnership
Assisting with chat questions: April Hunt &
Riley Croft, Nonprofit Webinars
Neil SamuelsPresident
Profound Conversations, Inc.
Appreciative Governance for Nonprofits: Engagement and Innovation
Throughout The Organization
Bernard Mohr: Innovation Partners International
Neil Samuels: Profound Conversations, Inc.
5
GOALS & AGENDA
Agenda:
1. The need for new models of governance
2. How Appreciative Governance (AG) differs from traditional forms of Governance
3. So what – Benefits?
4. Principles for Designing Appreciative Governance Systems
5. Implementing AG through co-design
Takeaways from today’s Webinar:
• Understand the need for new models of governance
• Understand how Appreciative Governance (AG) differs from traditional
forms of Governance
• Understand the benefits of adopting this new form of governance
• Learn about a set Principles to guide the design of Appreciative
Governance for your organization
• Learn about a high-engagement methodology for designing
Appreciative Governance models
Some Background Information
1.How would you rate current governance systems in the non profit sector?
a) Very effective
b) Moderately effective
c) Slightly effective
d) Ineffective
e) Very ineffective2. How experienced are you in designing governance systems?
a) Very experienced
b) Moderately experienced
c) Slightly experienced
d) No experience
3. How familiar are you with Appreciative Inquiry?
a) Experienced practitioner of AI at whole organization level
b) Have used AI a number of times to drive results
c) Attended training and have tried it out a few times
d) Have been exposed to it – read about it.
e) I can spell AI
The Need for Governing Differently
1.An increasing pattern of Governance failure– Roman Catholic Church, the United Way, The American Red Cross, NAACP, the
American Cancer Society, and Toys for Tots (Gibelman & Gelman, 2000)
– Great Depression of 1929…. 2008 Wall Street crash
– Enron, MCI/Worldcom, Adelphia Communications, Arthur Andersen, Global
Crossing, Tyco
2.The “new normal” - Nilofer Merchant
– "Leadership" has changed when a decentralized group of people can take down a
government. E.g. Egypt, Tunisia
– "The Value Chain" has changed when the client is no longer just the “receiver of
services" but also a co-creator.
– "Human Resources" have changed when many of the people who create value for
your organization are neither hired nor paid by you.
– ”How work gets done and financed" has changed when individuals can create
value through a centralized network of resources: for example, designing a product
from anywhere, producing it through a 3D factory, financing it through community
and distribution from anywhere to anywhere.
3.Need for full engagement of heads, hearts, and minds-- “within the existing paradigm of “direct and control” the people assumed to be most
able to manage the accountability are those who sit at the top of the pyramid, the
Board of Directors”
Governance Comparison
Dimension TraditionalViewofGovernance AppreciativeGovernanceThrust Emphasizescontrollingor
preventingbehaviorthatisillegal,unethical,ordetrimentaltotheinterestsofshareholders.
Emphasizesmobilizingandencouragingbehaviorthatislegal,ethical,andpositivetothelong-terminterestsofshareholdersandstakeholderswhilemaintainingapostureofdeterrenceofbehaviorantitheticaltothoseinterests.AGilluminatesandmorebroadlyaccessestheorganization’sstrengths,resources,andassets.
KeyActors Viewstheboardofdirectorsasthekeyactorsingoverning
Acknowledgesthateveryoneintheorganizationcarriesoutgovernance—theboardofdirectors,management,andallotheremployees.
Focus Focusesonboardactivitiesofseniormanagementselectionandcompensation,advisingseniormanagement,andreviewingaccuracyoffinancialreportingandadequacyofcomplianceefforts.
Focusesontheorganization’sstructures,practices,andprocessesandthefullrangeofallemployees’behaviorsasrelatedtoParson’sfourfunctionsofgovernance(Adaptation,GoalAchievement,IntegrationandLongTermDevelopment).
Orientation Beginswithaproblem-preventionpointofviewandisadvocacydriven.
Beginsfromastrength-basedperspectiveandisinquirydriven.
Appreciative Governance – Def’n
Appreciative Governance (AG) refers to structures, practices, and
processes that:
• identify and align individual and organizational strengths;
• maximize collaboration, learning, and innovation; and
• create full engagement and accountability
…. resulting in an agile organization capable of rapid, effective
decisions at the most local levels and an innovative climate that
ensures mission sustainability.
Why Appreciative Governance?
What benefits do you see in adopting this
new form of governance?
– for employees and/or volunteer staff?
– for management?
– for clients/service recipients?
Benefits of Appreciative Governance?
• Increases adaptability through faster/better
decision making
• Distributes and deepens accountability
• More fully engages staff and volunteers
• Illuminates and more broadly accesses the
organization’s strengths and resources
• Broadens and deepens relationships
• Speeds knowledge transfer
• Encourages innovation
Principles of AG
How We Think of Principles:
1. A fundamental truth or proposition that
serves as the foundation for a system
of belief or behavior or for a chain of
reasoning.
2. The basis for design choices.
Principles for Designing AG
• Interdependent
• Mutually inclusive
• Create the fabric of the system
Principles for Designing AG
Implementing AG through Co-Design
4 G
ove
rnan
ce F
un
ctio
ns
(AG
IL)
Four “Surfaces” where Governance “Takes Place”
Adaptation
Goal Attainment
Integration
Long Term Sustainability
1. Within Work Group
2. Laterally –Work Group To
Work Group
3. Vertically –Along
Managerial Hierarchy
4. Organization And it’s
Environment
The Appreciative Governance Design Matrix(Based on Talcott Parson’s writings and adapted from work by John J Cotter and William O Lytle)
Implementing AG through Co-Design
Engage the organization in
making an informed
decision about where and
with whom in your
organization you want to
begin creating an
appreciative governance
system.
Start small, act
fast, reflect,
learn, adjust –
expand.
Board and Executive
Mng’t explore :
1.What does the “there”
that we most
want/need look like?
1.Why would we want to
get to “there”? what
would we gain? And
why not just stay as
we are?
3. What are the options
for moving from “here to
there” (i.e. what is the
design process for us?)
4. What are implications
for us and our
leadership
SUMMARY
1. Boards of Directors and Executive Management committees come to mind
whenever we mention organizational governance. This premise that those at the
top are the only ones “governing” has less and less face validity.
1. Wherever people work together, they make choices that set standards of
relationship, behavior and accountability …with consequences for organizational
success.
1. Why not then engage them in a governance system that explicitly supports
Adaptation, Goal Achievement, Integration, and Long Term Development at all levels
- i.e. – Appreciative Governance.
2. Appreciative Governance (AG) refers to structures, practices, and processes that:
• identify and align individual and organizational strengths;
• maximize collaboration, learning, and innovation; and
• create full engagement and accountability
…. resulting in an agile organization capable of rapid, effective decisions at the
most local levels and an innovative climate that ensures mission sustainability.
Contact Information
Bernard Mohr:
Innovation Partners International
www.InnovationPartners.com
207-874-0118
Neil Samuels:
Profound Conversations, Inc.
www.profoundconversations.com
630-605-4610
Create Shared Will
• Identify Positive Core
• Draft Shared Purpose
Model the New Governance
Architecture Relationally &
Structurally
Stress
Test
Iterate
Imagine
Connect-Explore
Act – Evolve
DeployReview and
Reconfigure
Mobilize
Refine the Model
And Design The
Act-Evolve
Process
AG SUMMIT Process*
• Based on work by the STS RT “Designing the Adaptive Enterprise.” Discovery Sub-Team (Doug Austrom, Don De Guerre, Bob Laliberte, Helen
Maupin, Bernard Mohr and Carolyn Ordowich), presented at New Orleans Annual Meeting of the STS Round Table, September 28 to Oct 1. 2011
An Accelerated AG Implementation Process
Sponsored by:A Service
Of:
Find listings for our current season of webinars and register at:
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