Appreciative Inquiry Case Studies Jane Farthing, Tony Silbert, Appreciative Inquiry Conference Baltimore, MD October 2, 2001

Discovering the Positive Core: A Case Study  International departmental organization formed from two diverse legacy organizations  Operationally joined, yet structurally separate:  Two organizational structures  Two HR systems and programs  Two distinct corporate cultures  Many international cultures

The Challenge: Unleash the Power of the New Organization  Realistic business case,  Supportive executives,  Shared leadership,  Professional staff,  Similar vision & mission,  Similar work products… …but, the synergies expected were not evident.

Used CGE&Y’s ePositiveChange ® Transformation Approach Describing the intent. Define Identify core teamIdentify core team Plan approachPlan approach Develop interview protocolDevelop interview protocol Discovery Appreciating the best of what is. Conduct appreciative interviewsConduct appreciative interviews Capture & share stories,Capture & share stories, experiences, opportunities experiences, opportunities Deploy Delivering & sustaining the dream. the dream. Replicate ePositiveChange processReplicate ePositiveChange process Build process into “the way work is done”Build process into “the way work is done” Launch and monitor action plansLaunch and monitor action plans Design Co-constructing what should be. Channel rediscovered energiesChannel rediscovered energies Build action plans in support of new environment and opportunitiesBuild action plans in support of new environment and opportunities Dream Envisioning what might be. Use stories as basis to envision and design statements of the future-- vision, mission, purposeUse stories as basis to envision and design statements of the future-- vision, mission, purpose

Define: Describe the Intent  Interviewed leadership team  Identified the core team  Facilitated focus groups  Included all work groups and levels  Identified topics for the retreat  Designed retreat  Accelerate through the first “4 Ds”  Developed interview protocol

Define: Client Objectives  Build mutual respect and trust  Re-launch cohesive, high-performing team  Review, reconfirm and gain commitment to the Mission and Strategic Plan  Develop action plans to deliver on promises

Define: Pre-retreat Focus Groups  Identify topics of interest  Create trust with the facilitation team  Communicate leadership commitment for change

Focus Group Results-- Opposite Attraction?  Methodical  Careful  Prudent  Chaotic  Slow  Risk averse  Flexible  Innovative  Fast moving  Systematic  Forward thinking  Risk taking

Discovering the Positive Core  Appreciative Interviews designed to:  Interview member from “other” organization  Discover strengths, talents, capabilities  Debrief designed to  Capture the shared spirit  Highlight the similarities  Create a sense of common purpose

The Positive Core Mosaic

Dream & Design: The Topics  Robust Communications  Participatory Decision Making  Leadership Responsiveness  Connected Operating Agreement  Inspired and Productive Teams  Powerful Staff Development

Deploy: Action Plan to Implement  High-level next steps, accountability, dates  Follow-up meeting with the core and leadership teams:  Debrief retreat  Share learnings  Plan sustaining actions

Lessons Learned  Sometimes you need to let participants express frustrations so that they can move beyond where they are  Be flexible in your delivery to adjust for the needs of the group  Let the energy you felt the first time you experienced AI boost your confidence in using it

Q&A

BREAK

Setting the Strategic Agenda for IT Transformation using the ePositiveChange ® approach  Global financial/insurance company  Approximately 50,000 employees world-wide  Annual revenue $20 – 30 billion  Transform major component of the IT organization  Approximately 2,000 employees  Support majority of business functions

Evolution vs. Revolution Transition vs. Transformation The Mindset Challenge  Creating a service culture  Move to consulting services operating model  Demonstrating strategic value of IT  articulate the value of this transformation for business clients and partners  Transforming while Performing  create positive change transformation strategy and plan to gain organizational alignment  create commitment, momentum, and excitement for the transformation  Keep the “lights on” during the transformation

ePositiveChange ® Transformation Approach Articulating the Intent Define Integrated project teamIntegrated project team Awareness sessionAwareness session Develop interview protocolDevelop interview protocol Discover Appreciating the Best of What is Conduct appreciative interviewsConduct appreciative interviews Discover Internal Best PracticesDiscover Internal Best Practices Discover Positive Core & Positive Deviance ProfileDiscover Positive Core & Positive Deviance Profile Deploy Delivering & Sustaining the Destiny the Destiny Replicate ePositiveChange processReplicate ePositiveChange process Embed into work streamsEmbed into work streams Leadership launch sessionsLeadership launch sessions Functional summitsFunctional summits Develop Positive Change capacityDevelop Positive Change capacity Create a constructive cultureCreate a constructive cultureDestiny Future state consulting operating model createdFuture state consulting operating model created Future state roadmap createdFuture state roadmap created Prioritized transformation activitiesPrioritized transformation activities Commitment statement signedCommitment statement signed Dream & Design Envisioning What Might be & Co-constructing What Should be Develop positive change guiding principlesDevelop positive change guiding principles Create future state operating modelCreate future state operating model Create future state roadmapCreate future state roadmap Dream & Design Dream & DesignDefined

Define: Articulate the Intent  Phase 1: Eight Weeks from Define to Destiny  Accelerating transformation  ePositiveChange approach ®, Adaptive IT, DesignShop TM  Integrated project team  Kick-off interview: defining success – “The Way We Work”  Weekly ongoing transformation team meetings  Sponsor Session (Design Day 1)  Appreciative Inquiry theory and principles  Conducted Positive Change interviews  Developed tailored interview protocol

Discover: Sponsor Session  Appreciative Inquiry Awareness  AI theory and principles – David Cooperrider  Conducted paired interviews  Developed tailored interview protocol for IT organization  Topics:  Continuous transformation  Revolutionary partnerships  Adaptive and innovative environment

Discover: Interview Packet Structure  Purpose of interviews  Overview of interview process  Tips for conducting interviews  Interview questions  Interview summary collection form

Discover: Interview Process Logistics  Interview protocol validated  Positive Change sub-team session to validate interview packet design  Pilot interviews  130 interviews conducted in three weeks  Broad cross section of IT organization and client stakeholder population

Dream & Design: Three Days to Destiny  Positive Change components/inputs  Quotable quote wall  Compelling stories  Visions of the future - novelty  What is valued most - continuity  Positive Core  Positive Deviant profile

Dream & Design: Three Days to Destiny (Cont.)  Developed transformation guiding principles  To design future state operating model  To guide implementation  Iterated Positive Core and Positive Deviant profile  Integrated Positive Change approach with CGEY’s DesignShop TM approach

Destiny: Dream and Design Defined  Commitment statement signed  Created future state operating model – consulting services model  Created future state activities roadmap  Actions since DesignShop

Deploy: Delivering and Sustaining the Destiny  Embed Positive Change in work streams  Develop interview protocol for selecting key leaders  Design and deliver leadership launch sessions  Design and deliver functional summits  Create positive change network

Lessons Learned  Strong validation for Appreciative Inquiry approach in transformation efforts  Positive change interview data and process ignited this transformation  Helped shift to positive vocabulary – consulting team and client organization  Trust the process – get multiple viewpoints and voices in the room, creates meaningful dialogue

Lessons Learned (Cont.)  Best way to enroll people is to experience the interview process  Shift towards leading change and co-creating future organization & operating model  Demonstrated value of combining positive change approach with DesignShop methodology  Modified CGEY’s Adaptive IT approach

Exercise

Revolutionary 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 strengths. 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?

Q&A