pentascope masterclass cooperrider 2008

Appreciative InquiryAppreciative Inquiry & & FoundationsFoundations in Positive Organization Development in Positive Organization Development

A Pentascope MasterClassA Pentascope MasterClass

David CooperriderWeatherhead School of Management Case Western Reserve [email protected]

A Special Time in Our Field: A Special Time in Our Field: Re-thinking Human Organization and Re-thinking Human Organization and ChangeChange

Insights from Big ChangeInsights from Big Change Anticipatory Images— collective Anticipatory Images— collective

guiding images of the futureguiding images of the future Power of Engagement: Simple Face-Power of Engagement: Simple Face-

to-Face Human Conversationto-Face Human Conversation No Limits to CooperationNo Limits to Cooperation

Positive Positive Change Research—”what good Change Research—”what good are positive emotions?” Science of are positive emotions?” Science of human strengths. Positive human strengths. Positive institutions.institutions.

““Whole System” Whole System” Excellence—agility, Excellence—agility, speed, value innovation, execution speed, value innovation, execution and follow through; alignment;and follow through; alignment; the the question ofquestion of SCALE and FOLLOW-SCALE and FOLLOW-THROUGHTHROUGH

TodayToday

Leading Change: Strengths-based, Leading Change: Strengths-based, Constructionist Change Theory. Constructionist Change Theory.

What is Appreciative Inquiry or “AI”? What is Appreciative Inquiry or “AI”? Exciting stories from the field. Tools. Exciting stories from the field. Tools. Measures and results. Cases. Measures and results. Cases.

Hundreds of Applications— Hundreds of Applications— Business to Personal Life at Home Business to Personal Life at Home

Peter Drucker…an interview I Peter Drucker…an interview I did with him on “The Next did with him on “The Next Society”Society”

““The task of The task of leadership is to leadership is to create an alignment create an alignment of strengths…of strengths…making a system’s making a system’s weaknesses weaknesses irrelevant”.irrelevant”.

Could it Be…Could it Be…Leading Change Might Be Leading Change Might Be All All About Strengths? About Strengths?

• Why would strength connected to strength…Why would strength connected to strength…create change?create change?

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

What would it mean to create What would it mean to create an an entireentire change change theorytheory around strengths? around strengths?

Two IdeasTwo Ideas

1. Strength-Based 1. Strength-Based ChangeChange

& & 2. Engagement of the 2. Engagement of the

WholeWhole

Everyone’s Part of the Everyone’s Part of the

Inner Circle of Inner Circle of StrategyStrategy

Principles of “AI”Principles of “AI”

Constructionist PrincipleConstructionist Principle Principle of SimultaneityPrinciple of Simultaneity

Open Book “Poetic Principle”Open Book “Poetic Principle” Anticipatory PrincipleAnticipatory Principle

Positive PrinciplePositive Principle

Opening InquiryOpening InquiryQuestions for ReflectionQuestions for Reflection

About you and your About you and your background.background.

A. What draws or attracts you here and to A. What draws or attracts you here and to this work on positive organizational this work on positive organizational change?change?

B. Your sense of work and life purpose:B. Your sense of work and life purpose:

A. Moments of clarity? What are some of A. Moments of clarity? What are some of the special experiences informing your the special experiences informing your sense of purpose?sense of purpose?

B. Images of your future …what do you B. Images of your future …what do you sense is next as you look forward into to sense is next as you look forward into to the future?the future?

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

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

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

A. Your observations and experiences of _______A. Your observations and experiences of _______

When do people feel most passionate and connected at When do people feel most passionate and connected at ____? Can you share an example: “a hot team”; great ____? Can you share an example: “a hot team”; great innovation; high engagement and performance?innovation; high engagement and performance?

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

An example of those strengths in action?An example of those strengths in action?

3. Images of the Future3. Images of the Future(Your Organization in 2020)(Your Organization in 2020)

We wake up…it is 2020…what do you We wake up…it is 2020…what do you see that is new, different, changed, see that is new, different, changed,

better?better?

I will be most proud of ________ in 2020 I will be most proud of ________ in 2020 when…?when…?

Opening InterviewOpening Interview (Ai conversation in pairs)(Ai conversation in pairs)

A-->B (20 min)A-->B (20 min) B-->A (20 minB-->A (20 min))

Spirit of discovery— strengths, Spirit of discovery— strengths, aspirations, opportunities, resultsaspirations, opportunities, results

Take brief notes Take brief notes At the end.. At the end.. summary & thanks summary & thanks Return @______0’CLOCKReturn @______0’CLOCK

Pioneering Pioneering ResearchResearch

Across Many Across Many FieldsFields

An Emerging An Emerging

Vocabulary of “Positive Change”Vocabulary of “Positive Change”

• Images of future—research positive health, placebo• Perception—Pygmalion research• Language and words—inner dialogue research• Positive emotions—hope, inspiration, joy• Power of stories—narrative and culture change• Positive relationships—high quality connections• Affirmative basis of leading —science of human strengths

See http://ai.cwru.edu article Positive Image, Positive Action

Many Many DisciplinesDisciplines

The New Model The New Model of Strength-of Strength-based Changebased Change

http://ai.cwru.edu/

Empirical Support Empirical Support for “Broaden and Build” Theory for “Broaden and Build” Theory of Positive Emotionsof Positive Emotions

Three “Revolutionary” Three “Revolutionary”

Contributions:Contributions:1.1. Broaden Attention and Thinking Broaden Attention and Thinking

(Fredrickson & (Fredrickson &

Branigan, 2002; Waugh & Branigan, 2002; Waugh &

Fredrickson, in prep)Fredrickson, in prep)

2.2. Undo Lingering Negative Undo Lingering Negative

Emotional Arousal (Fredrickson & Emotional Arousal (Fredrickson &

Levenson, 1998; Fredrickson, Levenson, 1998; Fredrickson,

Mancuso, Branigan & Tugade, Mancuso, Branigan & Tugade,

2000)2000)

3.3. Fuels Resilient Coping, Like Fuels Resilient Coping, Like

Immune SystemImmune System

(Fredrickson, Tugade, Waugh & (Fredrickson, Tugade, Waugh &

Larkin, 2002; Tugade & Larkin, 2002; Tugade &

Fredrickson, 2002)Fredrickson, 2002)

From Individual Emotions and Neural Impact From Individual Emotions and Neural Impact to High Quality Circuitry in Organizations:to High Quality Circuitry in Organizations:

Positive Energy and Leading Leadership….Positive Energy and Leading Leadership….(Wayne Baker 2004 in (Wayne Baker 2004 in Positive Positive

Organizational Scholarship)Organizational Scholarship)

Losada’s New Research on Losada’s New Research on High Performing Business High Performing Business TeamsTeams

HIGH PERFORMINGHIGH PERFORMING

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

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

LOW PERFOMINGLOW PERFOMING

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

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

Quick conversation…Quick conversation…

What areas—Positive health and What areas—Positive health and placebo; pygmalion, inner dialogue, placebo; pygmalion, inner dialogue, “what good are positive emotions”, “what good are positive emotions”, rise and fall of cultures, affirmative rise and fall of cultures, affirmative capability—are most interesting to capability—are most interesting to you?you?

Other research? An experience from Other research? An experience from your life? your life?

Deficit Theory of Deficit Theory of ChangeChange

Identify problemIdentify problem Conduct root cause Conduct root cause

analysisanalysis Brainstorm Brainstorm

and analyze and analyze possibilitiespossibilities

Action plansAction plans

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

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

--Gallop Poll--Gallop PollMetaphor: Organizations

are problems to be solved

Unintended Consequences Unintended Consequences of Chronic Deficit Discourseof Chronic Deficit Discourse

FragmentationFragmentation Few New Images of Possibility Few New Images of Possibility Sisyphus Syndrome—Exhaustion Sisyphus Syndrome—Exhaustion ““The Experts Must Know”: Increases in The Experts Must Know”: Increases in

HierarchyHierarchy Spirals in Deficit Language… Burning Platforms Spirals in Deficit Language… Burning Platforms

Lose Their Power of Motivate and Inspire Lose Their Power of Motivate and Inspire Breakdown in Relations/Closed Door Breakdown in Relations/Closed Door

Meetings/FearMeetings/Fear

Form GroupsForm Groups2+2+2 + 2=8…return _____2+2+2 + 2=8…return _____

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

Everyone listen for patterns/insights in Everyone listen for patterns/insights in three areas:three areas:

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

2.2. Continuity themesContinuity themes : : Things Best, To Things Best, To Keep , Signature StrengthsKeep , Signature Strengths

3.3. Images of the FutureImages of the Future: Key Visions : Key Visions 20122012

1. HIGH 1. HIGH POINTSPOINTS

Patterns & Patterns & ThemesThemes

Be ready to Be ready to share one best share one best story from story from groupgroup

2. WHEN ARE 2. WHEN ARE PEOPLE MOST PEOPLE MOST PASSIONATE?PASSIONATE?

CONTINUITY: CONTINUITY: THINGS TO THINGS TO KEEP EVEN AS KEEP EVEN AS WE CHANGE:WE CHANGE:

3. IMAGES OF 3. IMAGES OF THE FUTURE THE FUTURE WE WANT—WE WANT—WHAT IT WHAT IT LOOKS LIKE IN LOOKS LIKE IN 20202020

Moving From Strength to Moving From Strength to StrengthStrength

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

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

“0”?“0”?

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

How?How?

Appreciative Inquiry is a ShiftAppreciative Inquiry is a Shift

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

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

– – Albert EinsteinAlbert Einstein

• Appreciate “Best of what is”• Imagine “What might be”• Design “What should be”

• Create “What will be”

• Identify problem• Conduct root cause analysis• Brainstorm solutions & analyze• Develop treatment - action

plans

(deficit based change) (strength-based innovation)Deficit Management Appreciative Inquiry

Machine Metaphor:Organizations are “problems to be solved”

New Metaphor:Living Human Systems“webs of infinite strengths”

Hunter Douglas CaseHunter Douglas Case

Ap-pre’ci-ate, v.,Ap-pre’ci-ate, v.,

1.1. Valuing … Valuing …– The act of recognizing the best in people The act of recognizing the best in people

and the world around us; and the world around us; – Affirming past and present strengths, Affirming past and present strengths,

successes, and potentials; successes, and potentials; – To perceive those things that give life To perceive those things that give life

(health, vitality, and excellence) to living (health, vitality, and excellence) to living systems. systems.

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

and honoring. and honoring.

In-quire’ (kwir), v.,In-quire’ (kwir), v.,

1.1. The act of exploration and discovery. The act of exploration and discovery.

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

and systematic exploration. and systematic exploration.

What Would You Call It?(All These Things Taken Together)

• Achievements• Strategic opportunities• Technical assets• Innovations• Elevated Thoughts• Best Practices• Positive Emotions• Financial Assets• Tacit Wisdom• Brand Value

• Core Competency• Visions of Opportunity • Vital traditions• Positive macro-trends• Blue Ocean Markets• Natural Capital• Strengths of the Business

ecosystem e.g. value chain -- suppliers, partners, customers

The Positive Core

Step One at Center of “4-D” Step One at Center of “4-D” Model: Model:

“Topic Choice” “Topic Choice” Organizations move in the direction Organizations move in the direction

of what they study.of what they study.

Questions we ask determine what Questions we ask determine what we find. . .we find. . .

Topic choice is fatefulTopic choice is fateful

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

Principle of SimultaneityPrinciple of Simultaneity

Art of Framing and Re-framingArt of Framing and Re-framing

““seeing the mighty oak in the acorn”seeing the mighty oak in the acorn”

--Tojo Thachenkery--Tojo Thachenkery

Best Way to Build High Best Way to Build High Engagement and Enthusiasm?Engagement and Enthusiasm?

Do an organization Do an organization survey of survey of low low moralemorale??

Magnify and learn Magnify and learn from moments of from moments of highesthighest engagement & engagement & commitment?commitment?

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”

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

Low moraleLow morale

High turnoverHigh turnover

Excessive baggage lossExcessive baggage loss

Lack of follow-through Lack of follow-through and executionand execution

Customer complaintsCustomer complaints

resistance; what are resistance; what are the things getting in the things getting in the waythe way

Or…a “high commitment Or…a “high commitment sense of ownership”sense of ownership”

Or….”magnetic work Or….”magnetic work environment”environment”

Or… “outstanding arrival Or… “outstanding arrival experiences”experiences”

Or…’instinctive Or…’instinctive execution”execution”

Or…”revolutionary Or…”revolutionary customer responsiveness”customer responsiveness”

Or… moments of Or… moments of ”unstoppable confidence” ”unstoppable confidence”

2. Requires intentional re-framing:The classic choice:

“glass is half empty or half full”

3. Affirmative topic choice

Building and analyzing what we want instead of what we don’t want

Fairway versus “No not woods”

1. Appreciating the positive inherent generative potential

in the present

Topic Re-framing Can Lead Topic Re-framing Can Lead to Exciting Breakthrough to Exciting Breakthrough ResultsResults

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

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

purpose profit?”—Fairmount Minerals Case Clippingpurpose profit?”—Fairmount Minerals Case Clipping

Faimount Sales & EBITDA History (For Recurring Operations)

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Where Do Good Topics Come From? How to “home-grow” from the 3 generic AI questions

TOPICcreation

AffirmativeAffirmative“Topic Choice”“Topic Choice”

(creating transformative (creating transformative topics)topics)

What you study, GROWSWhat you study, GROWSFraming and re-framingFraming and re-framing

conversation in groups : conversation in groups : 1.1. Imagine we want to create a set of topics to be Imagine we want to create a set of topics to be

used in every organization…things that will used in every organization…things that will build thriving organizations. build thriving organizations.

2.2. Create 3 topics that have high transformational Create 3 topics that have high transformational potentialpotential

3.3. Remember: words create worldsRemember: words create worlds4.4. Good topics: bold, desired, energizing words, Good topics: bold, desired, energizing words,

inspired, elevatinginspired, elevating

For example the topics: “magnetic work environment” or For example the topics: “magnetic work environment” or “Outstanding arrival experience”; “Unleashing Eco-“Outstanding arrival experience”; “Unleashing Eco-imagination”imagination”

Genius is CreatingGenius is Creatingthe Questionthe Question

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

– – Albert EinsteinAlbert Einstein

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

What’s the biggest What’s the biggest problem here?problem here?

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

Why do you blow it Why do you blow it so often?so often?

What troubles you What troubles you most--keeps you up most--keeps you up at night?at night?

What possibilities What possibilities exist that we have exist that we have not yet considered?not yet considered?

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

I will be most proud I will be most proud of this corporation of this corporation in 2010 when…? in 2010 when…?

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

3 Types of Questions3 Types of Questions

1.1. Diagnostic—deficit-basedDiagnostic—deficit-based

2.2. Neutral—is there really neutral?Neutral—is there really neutral?

3.3. Strength-centered— questions that Strength-centered— questions that S.O.A.R S.O.A.R ((sstrengths, trengths, oopportunities, pportunities, aaspirations, spirations, rresults)esults)

What New Questions?What New Questions?

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

Preface:Preface:

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

Magnetic ConnectionsMagnetic Connections

Magnetic Connections Magnetic Connections (continued)(continued)

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

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

Allstate InsuranceAllstate Insurance

Revolutionary PartnershipsRevolutionary Partnerships The mark of a revolutionary partnership is doing things radically different The mark of a revolutionary partnership is doing things radically different

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

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

– What made it feel radically different? What made it feel radically different?

– Who was involved? Who was involved?

– How did you interact differently?How did you interact differently?

– What were the outcomes and benefits you experienced?What were the outcomes and benefits you experienced?

““INSTINCTIVE EXECUTION”INSTINCTIVE EXECUTION”

Obviously we have all seen or experienced moments of Obviously we have all seen or experienced moments of instinctive or almost unconscious execution—for instinctive or almost unconscious execution—for example the kind of natural, instinctive response you example the kind of natural, instinctive response you would see in a driver or a fighter pilot would see in a driver or a fighter pilot

A. Please think of a time when you or your team indeed A. Please think of a time when you or your team indeed delivered against an objective in an instinctive way, delivered against an objective in an instinctive way, i.e., to a high quality standard, in a timely fashion, i.e., to a high quality standard, in a timely fashion, consistently, in a manner that flowed naturally, consistently, in a manner that flowed naturally, leveraging all resources around you.leveraging all resources around you.

• Share the details of that story: who, when …Share the details of that story: who, when …• What part did you play?What part did you play?• How did it feel in the moment?How did it feel in the moment?• What were the conditions for success?What were the conditions for success?• What made this time meaningful for you?What made this time meaningful for you?

B. B. Let’s put yourself into the future, where it is Let’s put yourself into the future, where it is 2010.You are now COO of the company and 2010.You are now COO of the company and it is known worldwide for instinctive it is known worldwide for instinctive execution. How would you describe to a execution. How would you describe to a new recruit:new recruit:

• The way we do things around here The way we do things around here and why?and why?

• The secrets of our success?The secrets of our success?• As an employee, what are the benefits As an employee, what are the benefits

of working in this environment where of working in this environment where exceptional execution exceptional execution is pervasiveis pervasive and and instinctiveinstinctive? ?

Engagement and Positive EnergyEngagement and Positive EnergyEngagement and Positive EnergyEngagement and Positive Energy

Preface Preface

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

Engagement & EnergyEngagement & Energy

A. A. Tell me about a time when you experienced Tell me about a time when you experienced positive energy that was infectious. What positive energy that was infectious. What was the situation? What created the positive was the situation? What created the positive energy? How did it feel to be a part of it? energy? How did it feel to be a part of it? What did you learn?What did you learn?

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

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

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

– – Rainer Maria RilkeRainer Maria Rilke

GroupsGroupsCrafting the QuestionCrafting the Questionreturn ____return ____

Choose one of your Topics and craft the Choose one of your Topics and craft the

Ai question (s): 3 PARTSAi question (s): 3 PARTS

I. Positive Preface—it is a topic intro. I. Positive Preface—it is a topic intro.

A.A. A question to A question to evoke a storyevoke a story from persons history from persons history

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

– return...return...

The Surprise of Friendship!The Surprise of Friendship!

One could say a key task in life is One could say a key task in life is to discover and define our life to discover and define our life purpose, and then accomplish it purpose, and then accomplish it to the best of our abilityto the best of our ability. .

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

B.B. Now, what do you sense you are Now, what do you sense you are supposed to do…rest of your life?supposed to do…rest of your life?

What Matters Most in Doing What Matters Most in Doing Appreciative Inquiry InterviewsAppreciative Inquiry Interviews

The IMAGINE CHICAGO StoryThe IMAGINE CHICAGO Story

The AI 4-D Model of Positive The AI 4-D Model of Positive ChangeChange

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



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



AffirmativeAffirmativeTopicTopic

Introduction to the Introduction to the Appreciative InquiryAppreciative Inquiry Summit Method

Magnifying Whole System Magnifying Whole System Strengths Using Large Group Strengths Using Large Group

MethodsMethods

The AI The AI Organization Summit Organization Summit MethodMethod

Creating an Alignment of Creating an Alignment of Strengths Using Large Group Strengths Using Large Group

MethodsMethods

5 Common 5 Common Approaches to ChangeApproaches to Change

Top Down StrategiesTop Down Strategies Bottom Up StrategiesBottom Up Strategies

Representative Cross-Section Representative Cross-Section StrategiesStrategies

Pilot StrategiesPilot Strategies Back RoomBack Room

Typical ResultsTypical Results

Less Informed and Ultimately Less Less Informed and Ultimately Less Effective Change EffortsEffective Change Efforts

A Few Try to Convince Many That A Few Try to Convince Many That Change is NeededChange is Needed

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

“Real Work”“Real Work”

Typical Results (cont)Typical Results (cont)

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

Change in an Entire OrganizationChange in an Entire Organization Breakdown at ImplementationBreakdown at Implementation

The AI SummitSuccess Factors

“Whole System” in the Room Task is Clear

Future Focus & Continuity Search Self-Management and Dialogue

Narrative Rich Appreciative Inquiry “4-D” Cycle

From Common Ground to Inspired Action 2-3 Day Event With100 to 1000 Participants

Uncommon Action/Follow-through Face-to-Face and Virtual

groupsgroups

1.1. Share stories/visions from your Share stories/visions from your interviewsinterviews

2.2. Discover patterns and possibilitiesDiscover patterns and possibilities—”root causes of success” and —”root causes of success” and implicationsimplications for designing an ideal for designing an ideal organization. organization.

3.3. Do thematic analysis and “positive Do thematic analysis and “positive deviance” identification.deviance” identification.

Nutrimental FoodsNutrimental FoodsThe Results One Year LaterThe Results One Year Later

Rodrigo Loures, CEORodrigo Loures, CEO 300 % Increase in Profit300 % Increase in Profit

75 % Decrease in Absenteeism75 % Decrease in Absenteeism Appointment to President Lula’s Appointment to President Lula’s

Economic and Social CouncilEconomic and Social Council World Business Academy AwardWorld Business Academy Award

Rise to Best 100 Companies in the Rise to Best 100 Companies in the NationNation

AI Summits: AI Summits: Three Ways to Three Ways to Understand Positive ChangeUnderstand Positive Change

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

Bring out the best in human beings?Bring out the best in human beings?

Propel innovation?Propel innovation?

New life?New life?

Eclipse old patterns?Eclipse old patterns?

So easy?So easy?

Roadway Express : Roadway Express : 65 Ai Summits: Energized, 65 Ai Summits: Energized, UnifiedUnified

Featured in Fast Company and Forbes.Featured in Fast Company and Forbes. Stock Prices rise--$14 to $41 per share in 2 Stock Prices rise--$14 to $41 per share in 2

yearsyears From 300 to Zero Grievances, e.g. Akron From 300 to Zero Grievances, e.g. Akron

TerminalTerminal Product Innovations, e.g. Manhattan ProjectProduct Innovations, e.g. Manhattan Project New Culture of Leadership New Culture of Leadership Powerful Learning Partnerships: Alcoa, Boeing, Powerful Learning Partnerships: Alcoa, Boeing,

Cisco, Harley-Davidson, US Navy. Cisco, Harley-Davidson, US Navy.

Roadway Has Done Roadway Has Done 6565 Appreciative Inquiry Appreciative Inquiry Summits Summits

10,000 People Engaged10,000 People Engaged

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

ResultsResultsPost Merger IntegrationPost Merger Integration“A Merger of Strengths”“A Merger of Strengths”

$ 300 million in synergy: done rapidly$ 300 million in synergy: done rapidly

Mobilization of 300 merger Mobilization of 300 merger “entrepreneurs”“entrepreneurs”

Tremendous acceleration of trustTremendous acceleration of trust

Identification of game changing Identification of game changing opportunityopportunity

Speed, scale, strengthSpeed, scale, strength

Gallop Study: 1.7 Million Gallop Study: 1.7 Million EmployeesEmployees

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

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

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

The Clock The Clock TickingTicking—speed obviously —speed obviously matters in business. The AI Summit…it is fast. matters in business. The AI Summit…it is fast.

““In order for GE to succeed with In order for GE to succeed with speed, the company needs to create speed, the company needs to create a culture that breeds an endless a culture that breeds an endless search for ideas that stand or fall on search for ideas that stand or fall on their merits rather than the rank of their merits rather than the rank of

their originator, their originator, a culture that a culture that brings every mind into brings every mind into the game.”the game.”

- Jack Welch’s final letter to - Jack Welch’s final letter to shareholdersshareholders

High Engagement Organization

Traditional Command & Control

1stLevel

2ndLevel

LOWInfluence

HIGHInfluence

Top Levels

Experience of Authority & Experience of Authority & InfluenceInfluence

Why High Engagement?Why High Engagement?

The Business CaseThe Business Case

Approaches to competitive advantage:Approaches to competitive advantage:

– Low price – less than 60 daysLow price – less than 60 days

– Operational/technical expertise – less than Operational/technical expertise – less than 3 years3 years

– Fully engaged employeesFully engaged employees(people think and act like owners) – (people think and act like owners) – more thanmore than 7 years7 years

““Let us choose to unite the Let us choose to unite the strengths markets with the power strengths markets with the power

of universal ideals”of universal ideals”--UN Secretary General Kofi Annan--UN Secretary General Kofi Annan

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

Society LeadersSociety Leaders

Results: Results: Vision of 100,000 CompaniesVision of 100,000 Companies

Goldman Sachs and 20 major financial companies pledged: Goldman Sachs and 20 major financial companies pledged: integrating social, environmental and governance issues into integrating social, environmental and governance issues into investment analysis -- representing $6 trillion in assets investment analysis -- representing $6 trillion in assets

10 stock exchanges pledged that they will embark on a Global 10 stock exchanges pledged that they will embark on a Global Compact awareness--raising campaign with their listed Compact awareness--raising campaign with their listed companies.companies.

Integration of triple bottom line principles: operations, Integration of triple bottom line principles: operations, strategies, cultures, supply chains, products and services—strategies, cultures, supply chains, products and services—whole new field for OD!!!!!whole new field for OD!!!!!

43 local networks—corporate social responsibility is going to 43 local networks—corporate social responsibility is going to grow and grow and growgrow and grow and grow

Our next AI Summit with UN and Academy of ManagementOur next AI Summit with UN and Academy of Management

The AI 4-D ModelThe AI 4-D Model


















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

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

small wins, project launches, alliance formationsmall wins, project launches, alliance formation OvationNet AI Summit Collaboration SoftwareOvationNet AI Summit Collaboration Software

It is Easy When You Combine:It is Easy When You Combine: Right Task— Right Task— powerful framingpowerful framing

++ Right PeopleRight People —multi-stakeholder configuration of the —multi-stakeholder configuration of the

wholewhole

++ Right QuestionsRight Questions — appreciative inquiry into the — appreciative inquiry into the

positive corepositive core

Leveraging the Power of Associations for a New Magnitude of

Socially Responsible Leadership

Leveraging the Power of Associations for a New Magnitude of

Socially Responsible Leadership

What OvationNet’s Technology Made Possible

The Summit Design Team Website

Designing the SummitDesigning the Summit

The Pre-Summit Website

Preparing for the SummitPreparing for the Summit

Welcome to the Gaylord!

Technology…Behind the Scenes

Streaming video presentations helpdissolve the boundaries of location

David Cooperrider

Streaming LiveTo Virtual Participants

At the Gaylord

Jeffrey Sachs

Streaming LiveTo Virtual Participants

At the Gaylord

Defining Our Vision

Virtual Roundtables

Presenting Our Projects

Austin, Chicago & Washington DC: Working Together

Delayed Time Participation: International Locations Dubai

Brussels

Shanghai

Committing Ourselves

And Moving Forward…

Project Workspaces

Join us for the Follow-up Summit!Join us for the Follow-up Summit!

October 14, 15 & 16October 14, 15 & 16

AI Summit Planning AI Summit Planning

Forming summit planning teamForming summit planning team Defining summit task and topicsDefining summit task and topics Mapping summit stakeholdersMapping summit stakeholders Designing the summit format & LogisticsDesigning the summit format & Logistics Creating the summit designCreating the summit design Preparing the opening AI questionsPreparing the opening AI questions Preparing summit communication Preparing summit communication

strategystrategy Envisioning post-summit momentumEnvisioning post-summit momentum

Questions to consider Questions to consider when creating the summit when creating the summit agendaagenda

Day 1: DiscoveryDay 1: DiscoveryPre work, questions, continuity scan, wider environment Pre work, questions, continuity scan, wider environment

and mapping the key stakeholders?and mapping the key stakeholders?

Day 2: DreamDay 2: Dream & Images of Desired Future & Images of Desired FutureHow far into future, type of group activity,How far into future, type of group activity,Summarizing visions, discovery of common ground, Summarizing visions, discovery of common ground,

differences?differences?

Day 3: Designing—Day 3: Designing—principles, org propositions of ideal, principles, org propositions of ideal, prototyping? prototyping?

Day 4: Destiny: Day 4: Destiny: open space; work groups or whole open space; work groups or whole system action; convergent smaller projects, individual system action; convergent smaller projects, individual line of site.line of site.

How AI Addresses the Three How AI Addresses the Three Essentials of Change Essentials of Change ManagementManagementSuresh Srivastva and others Suresh Srivastva and others Executive Continuity.Executive Continuity.

Research on the Functions of Research on the Functions of Good “Continuity Good “Continuity Management”Management”

• For Individuals: Pride, confidence to act, ethical Pride, confidence to act, ethical guidance connection to others, guidance connection to others, freedomfreedom

• For the Organization: Strengthened commitment; better Strengthened commitment; better decision making; decentralized control; decision making; decentralized control; mission stability; accelerated organizational mission stability; accelerated organizational learning; more long-term thinking; learning; more long-term thinking; customized change; more effective inter-customized change; more effective inter-organizational partnerships and alliancesorganizational partnerships and alliances

Power of StoriesPower of Stories

• Stories stick like glue…great leaders know itStories stick like glue…great leaders know it• Why? They make information easier to Why? They make information easier to

remember: ”Whole brain”remember: ”Whole brain”• Stories make information more Stories make information more believablebelievable than than

statisticsstatistics• Narratives create the basis for identity formation Narratives create the basis for identity formation

and they foster high quality relationshipsand they foster high quality relationships• Story-telling is the most powerful human Story-telling is the most powerful human

medium for conveying values and visionsmedium for conveying values and visions• Stories paint pictures in the mindStories paint pictures in the mind• Organizations vary: narrative rich to narrative Organizations vary: narrative rich to narrative

thin thin

Social ContructionismSocial Contructionism

• Assumption of impermanenceAssumption of impermanence• No “laws”…social realities not fixedNo “laws”…social realities not fixed• Terms not derived from “what is there”Terms not derived from “what is there”• No such thing as “immaculate perception”… No such thing as “immaculate perception”…

all knowing is saturated in values, all knowing is saturated in values, conventions, theories, time and placeconventions, theories, time and place

• Modes of explanation: are derived in Modes of explanation: are derived in relationshiprelationship

• Words create worlds, they are not mirrorsWords create worlds, they are not mirrors• All social action open to multiple meaningsAll social action open to multiple meanings• Theory is language & the double hermenueticTheory is language & the double hermenuetic• Alterations in linguistic practice are powerfulAlterations in linguistic practice are powerful

How About Appreciative Inquiry How About Appreciative Inquiry Under Conditions of Crisis and Under Conditions of Crisis and Conflict?Conflict?

Hotel Story.Hotel Story.

The Crisis Boils.The Crisis Boils.

The Jr. Consultant Looses All Composure…The Jr. Consultant Looses All Composure…Storms Out. Senior Consultant Hates Storms Out. Senior Consultant Hates Conflict! Conflict!

What Would You Do?What Would You Do?

Principles of MetaphorPrinciples of Metaphor

Metaphor: An Invitation to See the World Metaphor: An Invitation to See the World AnewAnew

Subtle Transaction Across ContextsSubtle Transaction Across Contexts Facilitates Learning New KnowledgeFacilitates Learning New Knowledge Overcomes Defenses That Constrict UsOvercomes Defenses That Constrict Us Challenges Traditional Change Norms…Is Challenges Traditional Change Norms…Is

More Subtle, Indirect, Constructionist, More Subtle, Indirect, Constructionist, and non-deficit in Theory of Changeand non-deficit in Theory of Change

Generative Metaphor Generative Metaphor Intervention/EnhancementIntervention/Enhancement

The whole story.The whole story.

What we did and why.What we did and why.

Carl Jung’s wonderful clue.Carl Jung’s wonderful clue.

The results: relationships; bottom line; The results: relationships; bottom line; and breakthrough performance to Five and breakthrough performance to Five Star hotelStar hotel

The AI 4-D ModelThe AI 4-D Model





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

EnvisioningEnvisioningResults/ImpactResults/Impact

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

EnvisioningEnvisioningResults/ImpactResults/Impact










What is Design?What is Design?

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

--William McDonough--William McDonough

Does Design Matter?Does Design Matter?

““First we shape our structures and then First we shape our structures and then our structures shape us. ”our structures shape us. ”

– – Winston ChurchillWinston Churchill

Our Work With IDEOOur Work With IDEO World Class Designing in ActionWorld Class Designing in Action

1.1. Provides a new, optional way to do Provides a new, optional way to do the Design Phase the Design Phase

2.2. Great choice when you wish to design Great choice when you wish to design products, new customer experiences, products, new customer experiences, and initiatives that are more tangible and initiatives that are more tangible and focused.and focused.

3.3. Instead of “propositions” or principles Instead of “propositions” or principles we are designing we are designing prototypes—prototypes—actual three dimensional models actual three dimensional models or mock-ups of the concepts.or mock-ups of the concepts.

Fast Company said…“IDEO is the world's most celebrated design firm"

The Wall Street Journal dubbed IDEO's offices "Imagination's Playground"

Fortune titled its visit to IDEO "A Day at Innovation U"

Every spring, Business Week includes a cumulative tally of firms who have won the most Industrial Design Excellence Awards.

IDEO has topped that list for ten years running.

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 Defer Judgment: Don’t Dismiss Any IdeasIdeas

Encourage Wild IdeasEncourage Wild Ideas Build and Jump: No “Buts” Only “Ands”Build and Jump: No “Buts” Only “Ands” Go For Quantity Go For Quantity Be VisualBe Visual One Contribution At A TimeOne Contribution At A Time

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 experienceDesign a new experience Mock up everything: products, services, Mock up everything: products, services,

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

and make visual a design idea without and make visual a design idea without sweating looks or details.sweating looks or details.

Create scenariosCreate scenarios Bodystorm: act out customers, roles.Bodystorm: act out customers, roles.

Are Ai Summits Too Small, Are Ai Summits Too Small, Too Limited?Too Limited?

What happens after a company has What happens after a company has done over 50 Ai Summits?done over 50 Ai Summits?

This is exactly the opportunity Roadway This is exactly the opportunity Roadway Express faced a couple of years ago.Express faced a couple of years ago.

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...

+ + +

It’s not about TechnologyIt’s not about Technology

Destiny as ImprovisationDestiny as Improvisation

Jazz MetaphorJazz Metaphor Self organizing--most alive on the edge of chaos and orderSelf organizing--most alive on the edge of chaos and order Small, positive actions have large consequencesSmall, positive actions have large consequences Create incremental disruptions that Create incremental disruptions that

dislodge habit— ”amplify positive deviations”dislodge habit— ”amplify positive deviations”

Accelerating Strengths Networks (ASN)Accelerating Strengths Networks (ASN) Create a network and cadre of positive change leadersCreate a network and cadre of positive change leaders The network speeds the spread of every innovation, every The network speeds the spread of every innovation, every

positive opportunity, every story of strengths in action.positive opportunity, every story of strengths in action. Minimal structure, maximum freedomMinimal structure, maximum freedom Put people on center stage—soloing and supportingPut people on center stage—soloing and supporting

Over time

Online

Offline

Over time

Online

Offline

The Accelerating Strengths The Accelerating Strengths NetworkNetwork“ASN”“ASN”

Example at RoadwayExample at RoadwayThe “94 Now Network”The “94 Now Network”

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

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

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

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

Examples how the network has benefited the company

Exciting Application ArenasExciting Application Arenas Appreciative Inquiry & Strength-based ApproachesAppreciative Inquiry & Strength-based Approaches

Exciting Application ArenasExciting Application Arenas Appreciative Inquiry & Strength-based ApproachesAppreciative Inquiry & Strength-based Approaches

“AI” Organization Summit for Transformation Corporate Strategy and Alignment

Innovation and Design: Products, Services Business IT Changes

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

Measurement Scorecards Project Management and Hot Teams

Mergers & Acquisitions Branding

Corporate Talent Development

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

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

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

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

a real stretch? a real stretch?

Next StepsNext Steps return_____ return_____

Things I do best from an appreciative Things I do best from an appreciative perspective:perspective:

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

- Discovery- Discovery- Dream- Dream- Design- Design- Destiny- Destiny

The The AppreciableAppreciable World is So World is So Much Larger Than Our Much Larger Than Our Normal, Everyday Normal, Everyday Appreciative Knowing Appreciative Knowing Capacity…Capacity…

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

--Thomas Edison--Thomas Edison

Elevating Inquiry intoThe Appreciable World Advancing

Exte

nsio

n o

f R

ela

ted

ness

& U

niv

ers

al C

apaci

ty

Hig

h

InitiatingLo w

Ai’s Theory of Positive Change: 1. Elevate and Extend 2. Broaden-and-Build3. Establish and Eclipse

Ai’s Theory of Positive Change: 1. Elevate and Extend 2. Broaden-and-Build3. Establish and Eclipse

Elevation and

Extension of Inquiry

Pro-Fusion of +

Strength

Activation ofEnergy

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

ExceptionalityExceptionality EssentialityEssentiality

Equality/Voice and VisionEquality/Voice and Vision

Figure 1:Figure 1: Three Circles for Understanding Three Circles for Understanding the Strengths Revolution and the Design of the Strengths Revolution and the Design of Strengths-based OrganizationsStrengths-based Organizations

The Spirit ofAppreciative

Inquiry

Knowledge Resources Knowledge Resources Appreciative Inquiry Cases and Appreciative Inquiry Cases and

ToolsTools

AI Commons AI Commons http://ai.cwru.edu

Business as Agent of World Benefit Business as Agent of World Benefit www.bawbglobalforum.org

www.worldinquiry.org

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

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

[email protected]

http://ai.cwru.edu/

http://www.bawbglobalforum.org/

http://www.worldinquiry.org/

http://weatherhead.case.edu/mpod/

http://weatherhead.case.edu/seminars/certificate_appreciative.cfm

mailto:[email protected]