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““AI”AI” Appreciative Inquiry Appreciative Inquiry A Positive Revolution in ChangeA Positive Revolution in Change

With With Frank Barrett &Frank Barrett &

David CooperriderDavid Cooperrider

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Time to Re-think Time to Re-think Human Organization and ChangeHuman Organization and Change

Global Context of Change Guiding Images of the Future

End of Apartheid Power of Conversation

No Limits to Cooperation—value nets, complimentary partnerships, combining competition and cooperation

A Positive Revolution in Change Research Positive Psychology Movement

“Whole System” Excellence—agility, speed, accelerated learning, execution and follow through; reality of SCALE

Sustainable Design: Sustainability as the 21st Century Business Opportunity?

3 Center for Business as an Agent of World Benefit

New Horizons in Appreciative Inquiry Business as an Agent of World BenefitAI at the UN

“Let us choose to unite the power of markets with the strengths of universal ideals…let us choose to reconcile the creative forces of private entrepreneurship with the needs of the disadvantaged and the requirements of future generations”

UN Secretary GeneralKofi Annan

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Peter Drucker…an interview we did with Peter Drucker…an interview we did with him on his book “The Next Society”him on his book “The Next Society”

“The task of leadership is to create an alignment of strengths, making our weaknesses irrelevant”.

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Could it Be…Catalyzing Change Could it Be…Catalyzing Change

Might Be Might Be All All About Strengths?About Strengths? • Why would strength connected to strength…create

change?

Its often been said that strengths perform, but how about the idea that strengths do more than perform, they transform?

What would it mean to create an entire change theory around strengths?

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Two IdeasTwo Ideas

1. Strength-Based Change

& 2. Engagement of the

Whole

Everyone’s Part of the Inner Circle of

Strategy

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8

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Opening InquiryOpening Inquiry

Questions for Discovery - Questions for Discovery - individual reflection firstindividual reflection first

Conversation (pairs)Conversation (pairs)

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IntroductionIntroduction A little about you… and sense of purpose A little about you… and sense of purpose

in your life and work:in your life and work: One of the core tasks for all of us as human

beings is to discover our sense of life purpose and then to live it, to the best of our ability:

A. Please share a story about a moment or period of time where clarity in life’s purpose began to emerge for you; it might have been a special experience, a teacher, a relationship, a powerful project, a life challenge, etc?

B. Your future horizons or growing “edge”…images of yourself in the future? What do you sense you are supposed to do in the future?

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1.1. A “highpoint experience” A “highpoint experience” in organizational life?in organizational life?

a.a. Share the story: the most Share the story: the most memorable parts of the initiative, memorable parts of the initiative, including challenges and including challenges and innovations.innovations.

b.b. Reflect on: “root causes of Reflect on: “root causes of success”success”

c.c. You…what were you're 3 best You…what were you're 3 best qualities, or experienced qualities, or experienced strengths?strengths?

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2. When do people feel most 2. When do people feel most passionate? Signature strengths? passionate? Signature strengths?

A. Your observations and experiences—When do people feel most passionate and connected at your

organization? Can you share an example: “a hot team”, great innovation, entrepreneurial spirit?

B. Your Organization’s Signature Strengths (continuity question): assuming your corporation will change in the future, what are those best qualities– distinctive capacities, signature strengths, assets, etc --that you would want to keep or build upon, even as the system moves into a new and changing future?

An example of those strengths in action?

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#3. Images of the Future#3. Images of the Future(Your Organization in 2012)(Your Organization in 2012)

We wake up…it is 2012…We wake up…it is 2012…what do you see that is new, what do you see that is new, different, changed, better?different, changed, better?

I will be most proud of my I will be most proud of my company in 2012 when…?company in 2012 when…?

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Starting AI InterviewStarting AI Interview (dialogue in pairs)(dialogue in pairs)

A-->B (20 min) B-->A (20 min) Spirit of discovery Take brief notes At the end.. summary & thanks Return @11:00

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Pioneering ResearchPioneering ResearchAcross Many Fields…Across Many Fields…

An Emerging Vocabulary of An Emerging Vocabulary of “Positive Change”“Positive Change”

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William James’ interest: moments of extraordinary William James’ interest: moments of extraordinary positive experience—and how these too can be cultivated positive experience—and how these too can be cultivated

to ignite “explosive” change:to ignite “explosive” change:

Emotional occasions, especially violent ones, are extremely potent in precipitating mental rearrangements. The sudden and explosive ways in which jealousy, guilt, fear, remorse, or anger can seize upon one are known to everybody. Hope, happiness, security, resolve, emotions characteristic of conversion, however, can be equally explosive. And emotions that come in this explosive way seldom leave things as they found them (James, 1902, p. 163-164 ).

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William JamesWilliam James

James went on to say that what we truly need is much more understanding about the kind of change that happens when things are “hot and alive within us, and where everything has to re-crystallize about it” (James, 1902, p. 162).

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Science of Human StrengthsScience of Human Strengths

Six categories of character strengths or virtues Wisdom & Knowledge – creativity, curiosity, perspective

Courage – persistence, bravery, integrity

Humanity – love, kindness, emotional intelligence

Justice – Citizenship, responsibility, fairness, leadership

Temperance – forgiveness, humility-modesty, self-control

Transcendence – appreciation, purpose hope, humor, spirituality

Source: Peterson & Seligman (2004)

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Science of Human Strengths

What Good Are Positive Emotions?•Broaden-and-Build Theory•The Emotion of Elevation

•Upward Spiral as Change Model•High Quality Connections

Words Create Worlds•Inner Dialogue Research

•Media Studies/ Social Construction•Affirmative Capacity and Leadership

•Implications for Organizations?

Positive Image- Positive Action

•Positive Health Studies•Pygmalion in Education•Rise and Fall of Cultures

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Positive Emotions Positive Emotions BroadenBroadenThought-Action RepertoiresThought-Action Repertoires

Joy…………………………...play, innovate

Interest……………………..expansive, explore

Contentment……………...savor, integrate

Love…………………………..connect, relate

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Empirical Support for “Broaden Empirical Support for “Broaden and Build” Theory of Changeand Build” Theory of Change

Three “Revolutionary” Contributions:

1. Broaden Attention and Thinking (Fredrickson & Branigan, 2002; Waugh & Fredrickson, in prep)

2. Undo Lingering Negative Emotional Arousal (Fredrickson & Levenson, 1998; Fredrickson, Mancuso, Branigan & Tugade, 2000)

3. Fuel Resilient Coping, Like Immune System(Fredrickson, Tugade, Waugh & Larkin, 2002; Tugade & Fredrickson, 2002)

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Empirical SupportEmpirical Support

Over time, Positive Emotions:

Prevent depression (Fredrickson, Tugade, Waugh, & Larkin, 2002)

Build optimism, and resilience, and elevated relationships

of benefit (Fredrickson, Tugade, Waugh, & Larkin, 2002; Haight 2003)

Trigger Upward Spirals to Increase Well-being

(Fredrickson & Joiner, 2002; Tugade & Fredrickson, 2002)

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Losada’s Research Losada’s Research Business TeamsBusiness Teams

HIGH PERFORMING

+ 6:1 ratio of positive– (strength-based and opportunity) focused dialogue to negative (deficiency focus) dialogue.

+2:1 ratio of inquiry (learning focused questions) versus advocacy (closed positions) type conversation.

LOW PERFOMING

1:3 ratio: one positive statement in the team for every three deficiency focused statements.

1:20 ratio: one inquiry (open-learning type questions) for every twenty remarks based on advocacy.

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Quick conversation…Quick conversation… What areas—Pygmalion, inner dialogue,

“what good are positive emotions”, rise and fall of cultures, affirmative capability—are most interesting to you?

Other research? An experience for your life?

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Form GroupsForm Groups2+2+2+2=8…return 2+2+2+2=8…return

Introduce your partners vis-à-vis your interviews—share highlights….

Everyone listen for patterns/insights in three areas:

1. High Point Stories : And Analysis Root Causes of Success?

2. Continuity themes : Things Best, To Keep , Signature Strengths

3. Images of the Future: Key Visions

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1. HIGH POINTS

Patterns & Themes

Be ready to share one best story from group

2. WHEN ARE PEOPLE MOST PASSIONATE?

CONTINUITY: THINGS TO KEEP EVEN AS WE CHANGE:

3. IMAGES OF THE FUTURE WE WANT—WHAT IT LOOKS LIKE IN 20012

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PATTERNS/THEMESPATTERNS/THEMESreturn return

HIGH POINTS

Share patterns—PLUS one of the illustrative high point stories

CONTINUITY FUTURE: 2012

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Lets Get Into It Now…Lets Get Into It Now…

Principles of “AI” Principles of “AI”

Constructionist Principle Principle of Simultaneity

Open Book “Poetic Principle” Anticipatory Principle

Positive Principle

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What Does All This Mean for Our Work What Does All This Mean for Our Work With Organizational Change?With Organizational Change?

What Good Are Positive Emotions?•Broaden-and-Build Theory•The Emotion of Elevation

•Upward Spiral as Change Model

Words Create Worlds•Inner Dialogue Research

•Media Studies/ Social Construction•Affirmative Capacity and Leadership

•Implications for Organizations?

Positive Image- Positive Action

•Positive Health Studies•Pygmalion in Education•Rise and Fall of Cultures

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For Us It Began to Raise New Awareness the For Us It Began to Raise New Awareness the Deficit Theory of Change… Pervasive.Deficit Theory of Change… Pervasive.

Identify problem Conduct root cause

analysis Brainstorm solutions

and analyze Develop action

plans/intervention

Most schools, companies, families and organizations function on an unwritten rule…

“Let’s fix what’s wrong and let the strengths take care of themselves”

--Gallop Poll

Metaphor: Organizations Metaphor: Organizations are problems to be solvedare problems to be solved

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Overuse of Overuse of Deficit-BasedDeficit-Based Management Management Unintended Consequences & the Point of Diminishing ReturnsUnintended Consequences & the Point of Diminishing Returns

Fragmentation Few New Images of

Possibility Exhaustion “The Experts Must

Know”…Dependence and Hierarchy

Spirals in Deficit Vocabularies

Closed Door Meetings Disempowering Climate Anti-innovation

Most schools, companies, families and organizations function on an unwritten rule…“Let’s fix what’s wrong and let the strengths take care of themselves”

--Gallop Poll

“The signal accomplishment of the industrial age was the notion of continuous improvement. It remains the secular religion of most managers… has reached the point of diminishing returns in incremental improvement programs.”

– Gary Hamel, Leading The Revolution

PROBLEM ANALYTIC CHANGE VS. APPRECIATIVE INQUIRY

“Felt Need”Identify problem

Conduct root cause analysis

Analyze Possible Solutions

Develop action plan (Treatment)

Basic assumption: “problem-to-be solved”

Problem solving (deficit based change)

Dialogue and design (What should be)

Create (What will be)

Basic assumption: “mystery” organization is a web of strengths linked to infinite capacity, infinite

imagination… alive

Appreciative inquiry(strength based innovation)

“Valuing the best of what is”Appreciate

Imagine (What might be)

Basic beliefs

What we focus on becomes our reality

Reality is created in the moment, and there are

multiple realities

In every ongoing team/group/

organisation . . . Some-thing(s) work

People have more confidence and comfortto journey to the future (the unknown) when they carry

forward parts of the past (the known)

The mode and language of inquiry

effects the org. being observed

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Appreciative Inquiry is a ShiftAppreciative Inquiry is a Shift

“No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.”

“There are only two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle.”

– Albert Einstein

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Moving From Moving From Strength to StrengthStrength to Strength

What Would We Call It?What Would We Call It?

What about the kind of change that is not just about moving from a -2 back to a “0”?

What about the kind of change that moves from a +2 to a + 20?

How?

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Ap-pre’ci-ate, v.,Ap-pre’ci-ate, v.,1. Valuing …

The act of recognizing the best in people and the world around us;

Affirming past and present strengths, successes, and potentials;

To perceive those things that give life (health, vitality, and excellence) to living systems.

2. To increase in value, e.g. the economy has appreciated in value. Synonyms: valuing, prizing, esteeming,

and honoring.

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In-quire’ (kwir), v.,In-quire’ (kwir), v.,1. The act of exploration and discovery.

2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: discovery, search, study

and systematic exploration.

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What would What would youyou call it? call it?(all these things taken together)(all these things taken together)

Achievements Strategic opportunities Technical assets Innovations Elevated thoughts Best practices Positive emotions Financial assets Value created Economic and social

investments

Tacit Wisdom Core competency Visions of possibility Reputation and brand Vital traditions Positive macrotrends Social capital Strengths: business

ecosystem e.g. strengths suppliers, partners, customers

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The “Positive Core”The “Positive Core”

AI systematically and AI systematically and collaboratively creates a collaboratively creates a knowledge link between the entire knowledge link between the entire enterprise and the life-generating enterprise and the life-generating core of past, present, core of past, present, andand future future capacities and opportunities…… capacities and opportunities…… this ignites change!this ignites change!

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Topic Choice: A Fateful ActTopic Choice: A Fateful Act

Organizations move in the direction of what they study.

Questions we ask determine what we find. . .

Process choice point: Who does topic choice: executive team; core team; or “whole system?”

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Best Way to Build High Best Way to Build High Engagement and Enthusiasm?Engagement and Enthusiasm? Do an organization

survey of low morale?

Magnify and learn from moment of highest engagement & enthusiasm?

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Do we really ??? want to do Do we really ??? want to do one more study of…one more study of…

Low morale

High turnover

Excessive baggage loss

Lack of follow-through and execution

Customer complaints

resistance; what are things getting in the way?

or… “entrepreneurial commitment” factors

or…”magnetic work environment”

or….?

or… “instinctive execution”

or…”revolutionary customer responsiveness”

or.. “Unstoppable confidence

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Topic Re-framing Can Lead Topic Re-framing Can Lead to Exciting Breakthrough Resultsto Exciting Breakthrough Results

Is environmental regulation or “social responsibility” a burden or a business opportunity for breakthrough profit and new value?

Is the topic how to reduce harm? Or how to unleash “eco-imagination” & “high purpose

profit?”—Fairmount Minerals Case ClippingFaimount Sales & EBITDA History

(For Recurring Operations)

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Topic ChoiceTopic Choice

Human systems move in the direction of what they most frequently and persistently ask questions about.

What you study, GROWS

04/07/23 杨杜版权所有

The AI 4-D ModelThe AI 4-D Model

DiscoveryDiscovery““What gives life?”What gives life?”

The best of what is.The best of what is.AppreciatingAppreciating

DiscoveryDiscovery““What gives life?”What gives life?”

The best of what is.The best of what is.AppreciatingAppreciating

DreamDream““What might be?”What might be?”EnvisioningEnvisioning

Results/ImpactResults/Impact

DreamDream““What might be?”What might be?”EnvisioningEnvisioning

Results/ImpactResults/Impact

DesignDesign““What should be – What should be –

the ideal?”the ideal?”Co-constructingCo-constructing

DesignDesign““What should be – What should be –

the ideal?”the ideal?”Co-constructingCo-constructing

DestinyDestiny““How to empower, How to empower,

learn, and improvise?”learn, and improvise?”SustainingSustaining

DestinyDestiny““How to empower, How to empower,

learn, and improvise?”learn, and improvise?”SustainingSustaining

AffirmativeAffirmativeTopicTopic

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TodayToday

Topic Choice and the Art of the Question

The “AI” Summit Method & Variety of Applications

Case stories & results

Yellow Roadway, United Nations (with BP, Vodofone, Novartis, Nokia, Goldman Sachs,

Ericcson), Nutrimental Foods, etc.

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Most “AI” Type Organizational Most “AI” Type Organizational Studies Have 3-5 TopicsStudies Have 3-5 Topics

Principle of Simultaneity

Art of Framing and Re-framing

More seminal than technological—human systems “grow” in the direction of our topics

“seeing the mighty oak in the acorn”

--Tojo Thachenkery

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Topic Choice: ExamplesMagnetic Work Environments

Revolutionary Customer Responsiveness

Liberating Collaboration

Mergers as “A Symphony of Strengths”

Outstanding Arrival Experiences

Instinctive Execution

Game Changing Innovation

Optimizing Margins

Pervasive Leadership

“Lightning Fast Consensus”

“High Purpose Profit Opportunities”

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Groups return at__10:00 am_Groups return at__10:00 am_Craft 2-3 Transformational TopicsCraft 2-3 Transformational Topics

1. Draw upon earlier work: high points, continuity question, images of the future

2. Create 2-3 Topics— topics that could move and transform organizations toward the visions and ideals we hold.

3. Good Topics are: bold, desired, spark learning, have energizing words, sometimes bring opposites together, strategic value for the business, generative potential.

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Genius is CreatingGenius is Creatingthe Questionthe Question

“What would the universe look like if I were riding on the end of a light beam at the speed of light?”

– Albert Einstein

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The Art of the Question in The Art of the Question in Leadership and ChangeLeadership and Change

What’s the biggest problem here?

Why did I have to be born in such a troubled family?

Why do you blow it so often?

Why do we still have those problems?

What are the issues that keep you up at night?

What possibilities exist that we have not yet considered?

What’s the smallest change that could make the biggest impact?

What solutions would have us both win?

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The Encyclopedia ofThe Encyclopedia ofPositive QuestionsPositive Questions

The Encyclopedia ofThe Encyclopedia ofPositive QuestionsPositive Questions

A Craft That Can Change EverythingA Craft That Can Change Everything

Consider the Shifts…Consider the Shifts…

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What New Questions?What New Questions?

From a Study Customer From a Study Customer Dissatisfaction and Complaints Dissatisfaction and Complaints

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Preface:

In the physical world, all matter is held together by the pull between opposite electric charges. Likewise, successful companies are magnetic-- people connect in new and innovative ways; suppliers and customers are pulled together and become seamless edge-to-edge organizations. Communities of interest form and are pulled together by shared values. Knowledge networks form as catalysts for innovation and creativity.

Magnetic ConnectionsMagnetic Connections

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Magnetic Connections Magnetic Connections (continued)(continued)

A. Think of a time when you felt “magnetically” connected to your client, your colleagues, and your community … connected in a way that the force was so strong that it could not be broken. What was that experience? What did it feel like?

B. As you look into the future, describe how you see us connected to our customers and our colleagues — in ways that are so strong that we are seen as inseparable business partners.

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Allstate InsuranceAllstate InsuranceRevolutionary Partnerships The mark of a revolutionary partnership is doing things radically different

together. Not only different, but quicker, with a common focus, leveraging each other’s diverse strength. Also, establishing new ways of doing business that are based on trust, mutual respect and a shared vision.

Think of a time when you were part of a revolutionary partnership, a time in your life – at work, or in your personal or community life, when you not only met the other person(s) half way, but met and exceeded needs on both sides. Describe the situation in detail.

What made it feel radically different? Who was involved? How did you interact differently? What were the outcomes and benefits you experienced?

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The Surprise of Friendship!The Surprise of Friendship! One could say a key task in life

is to discover and define our life purpose, and then accomplish it to the best of our ability.     

Can you share a story of a moment, or the period of time, where clarity about life purpose emerged for you. For example, a moment where your calling happened, where there was an important awakening or teaching, where there was a special experience or event, or where you received some guiding vision?

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We Live in the Worlds Our We Live in the Worlds Our Questions CreateQuestions Create

Be patient … and try to love the questions themselves. Live the questions now. Perhaps you will then gradually, without noticing it, live along some distant day into the answer.

– Rainer Maria Rilke

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Engagement and Engagement and Positive EnergyPositive Energy

Engagement and Engagement and Positive EnergyPositive Energy

Preface

Organizations work best when they are vibrant, alive and fun. You know, when the "joint is jumping!" You can sense that the spirit of the organization is vital and healthy and that people feel pride in their work. Everyone builds on each other's successes, a positive can do attitude is infectious and the glow of success is shared. What's more, this positive energy is appreciated and celebrated so it deepens and lasts.

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Engagement & EnergyEngagement & EnergyA. Tell me about a time when you experienced

positive energy that was infectious. What was the situation? What created the positive energy? How did it feel to be a part of it? What did you learn?

B. If positive energy were the flame of the organization, how would you spark it? How would you fuel it to keep it burning bright?

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Ways of Asking QuestionsWays of Asking Questions “High Point” questions

“Images of Desired Futures” questions

We have all, at some time or another, been part of a really great team…I’d like you to reflect on a “high point”….?

Lets assume tonight, after our session, you go into a great sleep..?

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Questions (continued)Questions (continued) “Continuity”

questions

“Root Cause of Success” questions

As we think about the future we know there will be many changes…but what are those things we want to keep, even as we change?

How do you explain the positive results you achieved?

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Questions (continued)Questions (continued) “Instead” questions

“How” questions

“On track” questions

When this is no longer a concern, what will you be doing instead?

How will you know when you reach your goal?

What could you do that would be a first step making it happen?

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There is no such thing as a Neutral question!

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GroupsGroupsCrafting the QuestionCrafting the Question

return 2:15return 2:15

Choose one of your Topics the Ai question (s): 3 PARTS

I. Positive Preface—it is a topic intro.

A. A question to evoke a story from persons history

B. A question to evoke/help give voice to their best images of future

return...

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DiscoveryDiscovery““What gives life?”What gives life?”(The best of what is)(The best of what is)

AppreciatingAppreciating

DiscoveryDiscovery““What gives life?”What gives life?”(The best of what is)(The best of what is)

AppreciatingAppreciating

DreamDream““What might be?”What might be?”

(What is the world calling for)(What is the world calling for)

Envisioning ResultsEnvisioning Results

DreamDream““What might be?”What might be?”

(What is the world calling for)(What is the world calling for)

Envisioning ResultsEnvisioning Results

DesignDesign““What should be--the ideal?”What should be--the ideal?”

Co-constructingCo-constructing

DesignDesign““What should be--the ideal?”What should be--the ideal?”

Co-constructingCo-constructing

DestinyDestiny““How to empower, learn,How to empower, learn,and adjust/improvise?”and adjust/improvise?”

SustainingSustaining

DestinyDestiny““How to empower, learn,How to empower, learn,and adjust/improvise?”and adjust/improvise?”

SustainingSustaining

Appreciative Inquiry “4-D” Cycle

AffirmativeTopic Choice

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The AI The AI Organization Summit MethodOrganization Summit Method

Increasing positive capacity through large group methods

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4 Common Approaches4 Common Approaches to Change to Change

Top Down Strategies Bottom Up Strategies Representative Cross-Section Strategies Pilot Strategies Back Room

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Typical ResultsTypical Results

Less Informed and Ultimately Less Effective Change Efforts

A Few Try to Convince Many That Change is Needed

Partial Responsibility Mindset Change Occurs Sequentially Change is Perceived as a Disruption of

“Real Work”

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Typical Results (cont)Typical Results (cont)

Pace of Change is Too Slow Substantial Change in Part or Modest

Change in an Entire Organization Breakdown at Implementation

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Dream & DesignThe AI “Organization Summit”:

“Whole System” in the Room Task is Clear...

Future Focus & Continuity Search

Self-Management and Dialogue Narrative Rich & Inter-generational From Common Ground to Inspired Action 3-Day event/100 to 1000 Participants

Uncommon Action/Follow Through

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Nutrimental FoodsNutrimental FoodsFrom Internal Empowerment From Internal Empowerment

to Societal Change Leadershipto Societal Change Leadership

Rodrigo Loures Commitment to Human Development and Empowerment 600 % Increase in Profitablity 75 % Decrease in Absenteeism Appointment to President Lula’s Economic and Social Council 2003 B.A.W.B. Conference on Sustainability Indicators—1200

People at the Conferences World Business Academy Award Top 100 Companies in Brazil Leadership with peace-building Key Puzzle: Is there a directionality to BAWB (e.g. Urie

Bronfrenbrenner’s ecology of human development?

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Everyone is fully engaged in the success of Roadway and committed

to the success of each other

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Why Does Experience of Why Does Experience of Wholeness…Wholeness…

Bring out the best in human beings?

Propel innovation?

New life?

Eclipse old patterns?

So easy?

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Roadway Express : Roadway Express : 65 Ai Summits: Energized, Unified65 Ai Summits: Energized, Unified

Recently Featured in Fast Company and Forbes. Stock Prices rise--$14 to $41 per share From 300 to Zero Grievances, e.g. Akron Terminal Powerful Product Innovations, e.g. Manhattan Project New Culture of Leadership Powerful Learning Partnerships: Alcoa, Boeing,

Cisco, Harley-Davidson, US Navy.

Roadway Has Done 65 Appreciative Inquiry Summits 10,000 People Engaged

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Why Engagement of the Client System ?Why Engagement of the Client System ?

The Business CaseThe Business Case Approaches to competitive advantage:

Low price – less than 60 days Operational/technical expertise – less than 3

years Fully engaged employees

(people think and act like owners) – more than 7 years

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Corporate Merger of Strength with Appreciative InquiryScenes From a $8 Billion Dollar Merger Integration Summit

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Gallop Study: 1.7 Million EmployeesGallop Study: 1.7 Million Employees

“I have the opportunity to do what I do best”

What percentage of people do you think - 1.7 million people from 101 companies - strongly agreed that they are empowered to do what they do best in their work and company?

The wealth of unrealized capacity in enormous - people are dying to be tapped on the shoulder and asked for more engagement in the strategic issues of the day - like the Navy example.

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Discovery•Opportunity & Call

•Positive Core•History

Discovery•Opportunity & Call

•Positive Core•History

Dream•Purpose•Vision

Dream•Purpose•Vision

Design•Principles & Propositions

Ideal Organizational Designs

Design•Principles & Propositions

Ideal Organizational Designs

Destiny•Self-initiated Actions•Collective Programs •Innovation Structures

Destiny•Self-initiated Actions•Collective Programs •Innovation Structures

AI “4-D” Cycle

Igniting Leadership at All Levels:

Navy Summit

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Appreciative Inquiry Summit MethodAppreciative Inquiry Summit Method at the at the UN Global CompactUN Global Compact With 500 CEOs and With 500 CEOs and

Civil Society LeadersCivil Society Leaders

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Results: Results: Vision of 100,000 Companies by 2015Vision of 100,000 Companies by 2015

20 major financial companies pledged to begin integrating social, environmental and governance issues into investment analysis and decision-making-- representing $6 trillion in assets 10 stock exchanges pledged that they will embark on a Global Compact awareness-raising campaign with their listed companies.Aspen Institute’s TIP—millions of young managersIntegration of principles: operations, strategies, cultures, supply chains, products and services;43 local networks—grow deeply woven local rootsCorporate social responsibility is going to grow and grow and grow!

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Examples Emerging StoriesExamples Emerging Stories

“Every Social And Global Issue Is a Business Opportunity” –Peter Drucker

Example: Business as a Force for Peace in Rwanda

“Within Our Sphere of Influence”Novartis Story

WealthAs “Well Being”

Example: Nutrimental FoodsBrazil and Roadway Trucking

“Doing Good Out There Builds Good Business In Here”

Example: Green Mountain Coffee

83 Center for Business as an Agent of World Benefit

October 23-25th 2007 Global Forum www.bawbglobalforum.org

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The The AppreciableAppreciable World Much World Much Larger Than Our Everyday Larger Than Our Everyday

Appreciative Knowing Capacity…Appreciative Knowing Capacity…

"If we did all the things we are capable of doing, we would literally astound ourselves."

--Thomas Edison

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Elevating of Inquiry intoThe Appreciable World Advancing

Exte

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Hig

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Ai Theory of Positive Organizational Change: Elevate and Extend Broaden and Build Establish and Eclipse

Ai Theory of Positive Organizational Change: Elevate and Extend Broaden and Build Establish and Eclipse

Elevation and

Extension of Inquiry

Pro-Fusion of Strength

Activation of

Energy

86

Knowledge Resources Knowledge Resources Appreciative Inquiry Cases and ToolsAppreciative Inquiry Cases and Tools

AI Commons http://ai.cwru.edu

Business as Agent of World Benefitwww.worldinquiry.org

The First Masters Degree in Positive Organization Developmenthttp://weatherhead.case.edu/mpod/

AI Certificate Program in Positive Business and Society Changehttp://weatherhead.case.edu/seminars/certificate_appreciative.cfm

www.2007AIConference.com

87

Pro-fusion

2. Gratitude

3. Lingering

4. Ritualizing

etc

Connecting and concentrating the power of the positive core--potentizing

Amplifying Through Savoring

Creating a yogic link between the entire human systemAnd the potentized positive core

1. Memory

88.

Why is this moving so quickly? Stakeholders are now a powerful force in business

Customers

Investor groups

Employees

Suppliers

Universities

Government

NGOs

Communities

Media

EconomicStakeholders

SocietalStakeholders

Unions

89.

Growth of Non-Governmental Organizations (NGOs)—and instant world wide web information

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

1970 1975 1980 1985 1990 1995 2000 2005

Num

ber

of N

GO

s

Source: UIA Yearbooks and SVP research

90.

Nu

mb

er

of L

aw

s

Numberof Laws

Environmental regulations

Source: US EPA

91.

“Meeting the needs of the present without compromising the ability of future generations to meet their own needs”

Brundtland Commission, 1987

“A business approach to creating long-term shareholder value by embracing opportunities and risks deriving from economic, environmental, and social developments”

The Dow Jones Sustainability Group Index,

Definition of sustainability

92

Committed to

Sustainable Development

Case’s Partnerships Locally Fairmount

Minerals

93.

University Connected as PartnerFairmount Continues to Prosper

Faimount Sales History (For Recurring Operations)

0

50

100

150

200

250

1983

1985

1987

1989

1991

1993

1995

1997

1999

2001

2003

2005

ttm

Sa

les

($'s

in M

illio

ns)

94.

“By any measure earth is at the tipping point”--Time Magazine, April 2006

Our discussion with His Holiness the Dalai Lama

The Noble Purpose of Business—Mckinsey and BP

Young people ahead of us

CEOs ahead of us

New Courses “Leadership and the Global Agenda”…the excitement

This is The Business School Opportunity of the 21st Century

95

The AI Summit Can Be The AI Summit Can Be Adapted in Many WaysAdapted in Many Ways

Web casts and video conferencing Small “rapid design” summits—like kaiezen events

for small wins, project launches, alliance formation.

Key Success Factors: It is Easy When-- Right Task Right People —multiple stakeholders Right Questions — AI continuity search and future

search. Right match — with the organizational, and

community culture

96

What is Design?What is Design?

“Designing renders visible our hopes and dreams, it is the first signal of human intentions.”

--William McDonough

97

Let’s Look at World Class Let’s Look at World Class Designing in ActionDesigning in Action

1. Nightline’s Design Challenge to IDEO

2. “AI” Appreciative Inquiry Summit & Design Methods at Roadway Express

--900 people designing new customer prototypes

98

Recent Nobel Prize LaureatesRecent Nobel Prize Laureatesin Economics (left) & Peace (right): in Economics (left) & Peace (right): How About a Nobel for Business?How About a Nobel for Business?

99

The InvitationThe Invitation To Design the PrototypeTo Design the Prototype

A Nobel Prize for Business as An A Nobel Prize for Business as An Agent of World BenefitAgent of World Benefit

To discover and celebrate the To discover and celebrate the business and society innovation business and society innovation

which has, in the previous year had which has, in the previous year had the largest benefit to humankind.the largest benefit to humankind.

WEATHERHEAD Bold Ideas. Lasting Impact.© Weatherhead School of Management. Case Western Reserve University. 2005

Business as an Agent of World Benefit

04/07/23 杨杜版权所有

The AI 4-D ModelThe AI 4-D Model

DiscoveryDiscovery““What gives life?”What gives life?”

The best of what is.The best of what is.•Observations &Observations &

Analogous StorytellingAnalogous Storytelling

DiscoveryDiscovery““What gives life?”What gives life?”

The best of what is.The best of what is.•Observations &Observations &

Analogous StorytellingAnalogous Storytelling

DreamDream““How might we?”How might we?”

•Brainstormer Brainstormer

DreamDream““How might we?”How might we?”

•Brainstormer Brainstormer

DesignDesign““If anything imaginable…?”If anything imaginable…?”•Rapid PrototypingRapid Prototyping

DesignDesign““If anything imaginable…?”If anything imaginable…?”•Rapid PrototypingRapid Prototyping

DestinyDestiny““How to empower, How to empower,

learn, and improvise?”learn, and improvise?”•PrototypePrototype

ImplementationImplementation

DestinyDestiny““How to empower, How to empower,

learn, and improvise?”learn, and improvise?”•PrototypePrototype

ImplementationImplementation

Our Design OpportunityOur Design OpportunityNobel PrizeNobel Prize

BusinessBusiness

102

DreamDream

Hold A “Brainstormer”Hold A “Brainstormer”If anything imaginable were possible, how might we design a

Business and Society Prize that grows to have as much or more stature, respect, and impact than that of a Nobel?

It might be named after? Mandela and ____? Kinds of people on a blue ribbon international committee? Ways in which nominations and “leads” are surfaced all over the

world? Symbolism, identity? Images? Look? Kinds of ceremony or honoring? How to maximize global learning, action, and new visions of

business and society for the 21st century? How might we best use the internet—most creatively?

103

The Perfect BrainstormerThe Perfect Brainstormer“The best way to get a good idea is “The best way to get a good idea is

to generate lots of ideas”to generate lots of ideas”--Linus Pauling--Linus Pauling

Defer Judgment: Don’t Dismiss Any Ideas Encourage Wild Ideas Build and Jump: No “Buts” Only “Ands” Go For Quantity Be Visual One Contribution At A Time

104

Design PrototypesDesign Prototypes(present at _____—3-4 minutes)(present at _____—3-4 minutes)

A visual presentation of your prototype:

Vision or drawing; A headline news story in the Times or BBC

World News; A “bodystorm” or skit to show us. Note: Where possible please weave in examples

or exemplars from companies today.

105

Rapid PrototypingRapid Prototyping“All Life is an Experiment. The More Experiments You Make the Better”“All Life is an Experiment. The More Experiments You Make the Better”

–Ralph Waldo Emerson –Ralph Waldo Emerson

Design a new experience Mock up everything: products, services, spaces,

customer experiences, etc. Go fast: build fast and cheaply Avoid paralysis. No frills: make prototypes that demonstrate and

make visual a design idea without sweating looks or details.

Create scenarios Bodystorm: act out customers, roles.

106

Learning From DesignersLearning From Designers

Design is about Legacy leadership.

It is a way of knowing…Designers see and observe everything from the perspective of possibility…even failure, mistakes, waste. The world is not a “problem-to-be-solved” but an invitation to create with all the “creative materials”

Designing is entirely collaborative— with one difference. It always starts with designing something of value “externally” for the customer, or the world

Continued-

107

Learning from DesignersLearning from Designers Involves both liquid and crystal states: Creativity

unleashed with deadlines. Rapid prototypes set into motion and refined in the real world.

The creativity involved —the methods, design tools, etc—when used religiously and strategically (not sporadically) creates the lasting patterns or culture of innovation and collaboration that companies today are aching for.

Its HOT…innovation is in. Its FUN.

It’s the future of OD —designing products, customer experiences

108

The Age of the NetworkThe Age of the Network

Small Groups Hierarchy Bureaucracy Networks

Nomadic Agricultural Industrial Information

160,000 BCE. 10,000 BCE 18th century... 20th century...

+ + +

109

Over time

Online

Offline

Over time

Online

Offline

Networks of “Best Practice Networks of “Best Practice Sharing”— they Connect…Sharing”— they Connect…

110

It’s not about TechnologyIt’s not about Technology

111

Face to Face Face to Face MeetingMeeting

Face to Face Face to Face MeetingMeeting

Down time Down time between between “events”“events”

The Network ChallengeThe Network Challenge

112

Purpose of the 94 Now NetworkPurpose of the 94 Now Network

Our purpose is to create a positive revolution in our capacity for change-- to accelerate the speed of realizing our company goal of 94 Now through rapid and effective Roadway-wide sharing of all innovation and best practice knowledge.

113

One facility 671 added one more shipment on every outbound load. +$429,000 Profit after taxes

Transfer to Company What if we had 1 more shipment on every linehaul trip? + $13 million Profit after taxes

It is happening! Recent $10 million Savings—Operating Ratio…Winston Salem Story…2000 people on last call

Examples how the network has benefited the company

114

The Opportunity: The Opportunity: Sustaining Inspired ActionSustaining Inspired Action

Level of Level of Engagement Engagement & Inspired & Inspired ActionAction

TimeTime

Large Group Summit Large Group Summit

Action GroupsAction Groups

Integrated Collaborative Integrated Collaborative Community & Online EventsCommunity & Online Events

115

Event-Driven Renewal & Organizational Transformation

Post Post Summit Summit Action Action GroupsGroups

SummitSummit

Action Action Group Group

Renewal Renewal ForumForum

Post Post Forum Forum Action Action GroupsGroups

Online Online SummitSummit

116

Supporting Post Summit ActionSupporting Post Summit Action

Focused CommunicationsFocused Communications

Action Group WorkspacesAction Group Workspaces

All Supporting DocumentsAll Supporting Documents

Tools for data/story gathering, Tools for data/story gathering, prioritization and reportingprioritization and reporting

Online Learning Tools for AIOnline Learning Tools for AI

Directory of Key StakeholdersDirectory of Key Stakeholders

Results from SummitResults from Summit

117

Negative |

Normal

|

Positive

|

Individual-Level Physiological Illness Health Wellness Psychological Illness Health Flow Organization-Level Effectiveness Ineffective Effective Excellence Efficiency Inefficient Efficient Extraordinary Quality Error-prone Reliable Flawless Ethics Unethical Ethical Virtuousness Relationships Harmful Helpful Honoring Adaptation Threat-rigidity Coping Flourishing Social Responsibility Irresponsible Profitable Common good

AI Scholarship and Positive Social ScienceAI Scholarship and Positive Social ScienceStudy of Best in Life— “What Gives Life”?Study of Best in Life— “What Gives Life”?

118 Center for Business as an Agent of World Benefit

• 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

119

Exciting Application ArenasExciting Application Arenas Appreciative Inquiry & Appreciative Inquiry &

Strength-based ApproachesStrength-based Approaches

Exciting Application ArenasExciting Application Arenas Appreciative Inquiry & Appreciative Inquiry &

Strength-based ApproachesStrength-based Approaches

“AI” Organization Summit Corporate Strategy

Design: Products, Services & Org Design Business Technology

Lean Operations, Sustainable Green Design “AI” Knowledge Alliances & Webs Labor-management Partnerships

Measurement Scorecards Project Management

Mergers & Acquisitions Internal and External Branding

Leadership Practice and Culture Change

120

Lets Imagine Projects:Lets Imagine Projects:Where Might an AI Approach Create Value in My Work, or Where Might an AI Approach Create Value in My Work, or

Community, or World?Community, or World?

If anything imaginable were possible—assuming there are no constraints whatsoever—what kind of “AI” initiative, project, or experiment might I want to launch?

Name the possibility or possibilities—and begin the conversation with your original interview partner…what/where/why/who?

What is one small initiative or possibility? What is one big possibility—something that would be a

real stretch?

121

Next StepsNext Steps return at return at

Things I do best from an appreciative perspective:

One pilot or experiment I want to do with these ideas:- Topic choice

- Discovery- Dream- Design- Destiny

122

We Are Born To Appreciate:We Are Born To Appreciate: Three Facts About All Human BeingsThree Facts About All Human Beings

Exceptionality Essentiality Equality/Voice and Vision