1. The Fifth Discipline The Learning Organization By Peter Senge http://www.fieldbook.com/FDF/FDF.html

2. Learning Organizations “A learning organization is a place where people are continually discovering how they create their reality.”

3. Components of Learning Organizations Personal mastery Mental models Building shared vision Team learning Systems thinking Systems Intelligence is the fundamental link between Personal Mastery and Systems Thinking.

4. Mental Modals “Deeply ingrained assumptions, generalizations, or even pictures or images that influence how we understand the world and how we take actions.” (Senge) Impacts behavior Develop ability to reflect-in-and-on- action Transcend internal politics

5. Product Brand Brand Equity Organizational Learning Intellectual Capital Intellectual Equity

6. Appreciative Inquiry A Revolution in Change http://appreciativeinquiry.case.edu/

7. New Challenges Require New Thinking First “The world we have made as a result of the level of thinking we have done thus far creates problems we cannot solve at the same level of thinking at which we created them” – Albert Einstein http://appreciativeinquiry.case.edu/

8. Darwin’s Unfortunate Legacy The world is hostile, requiring a constant struggle for survival Error leads to death Life is an accident, one of many random events Must dominate, control Things exist outside me in a fixed, independent state The great machine

9. Maybe Darwin Was Wrong Life is about invention, not survival We’re here to create, not defend Everything is in a constant process of discovery & creating Life organizes and seeks systems so that more may flourish Life is a great playground we make up as we go

10. Problem-Solving Approaches Deficit-Based Appreciative Inquiry Have Pain Identify the Problems Root Cause Analysis Solution Analysis Action Planning Reflecting on what we do best Disseminate stories & best practices Narrative analysis of success factors Determine our preferred world Conscious, inspired choices Basic Assumption: An organization is a problem to be solved Basic Assumption: An organization is a mystery to be embraced

11. Is the study and exploration of what gives life to human systems when they function at their best. Is based on the assumption that questions and dialogue about strengths, successes, values, hopes and dreams are themselves transformational. Suggests that human organizing and change, at its best, is a relational process of inquiry grounded in affirmation and appreciation. Appreciative Inquiry (AI)

12. Affirmative Topic Choice The cycle begins with the thoughtful identification of what is to be studied—affirmative topics. The topics selected become the organization’s agenda for learning & innovation. These topics unfold through the collective thoughts from 4 “core” questions: 1.Tell me about a peak experience or highpoint in your professional life…a time when you felt most alive, most engaged and really proud of yourself and work. 2.Without being humble, what do you most value about yourself and the way you do your work? Your team? Your organization? 3.What are the core factors that give life to an organization, when it is at its best? 4.If you had a magic wand, and could have 3 wishes granted to heighten the health and vitality of this organization, what would they be?

13. The AI Change Process Definition: Decide What to Learn About Discovery: Opportunity Context Positive Core Dream: Envisioning what might be; shared images for a preferred future Design: Finding innovative ways to create that future; Breakthrough propositions Delivery: Sustaining the Change Topic (What you Want More of)

14. Discovery 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. Share 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? 1.If positive energy were the flame, how would you spark it? How would you fuel it? 2.When you each have had your ten minutes, grab a colored marker and write your answers to the second question in large print where appropriate on the two “graffiti” charts on the wall labeled “SPARK” and “FUEL.”

15. Dream 1.Working with your group, select two key themes from the flipcharts that are most meaningful to you. 2.Create a visual image that illustrates and embodies these themes. 3.Write a provocative proposition. A provocative proposition is an affirmative, present tense statement. A good provocative proposition is: 1.provocative, stretching or challenging the status quo 2.grounded in real experience 3.something to which you can enthusiastically commit 4.stated in affirmative and bold terms 5.written in the present tense as though it is describing current reality.

16. Inventing Juggling Visualizing Fitting Gathering Data (Discovery Of Life Giving Factors) A Grounded Vision of the “new” organization (Dream) Using the Design Phase of AI to Create Sustainability The Design phase of AI allows participants to translate the Dream into organizational reality - to find ways of using the organizations infrastructure to bring the dream into being Sustainable Action (Delivery) Translating the Dream into Social Architecture (Design) No Magic Formula

17. Why It Works Doesn’t focus on changing people  Relief that the message isn’t about what they’ve done wrong or have to stop doing. Invites people to engage in building the kinds of organizations and communities that they want to live in. Helps everyone see the need for change, explore new possibilities, and contribute to solutions. Through alignment of formal and informal structures with purpose and principles, it translates shared vision into reality and belief into practice.

18. Why it works Process responds to three truths about human nature: –Exceptionality: We’re all exceptions. We respond best when this is noticed & conditions for exceptional performance are enhanced. –Essentiality: We each need to be seen as essential to the group. If we “lift up” meaningful contributions, it creates a compelling guiding image for others –Equality: Creates a way for the organization to be in “full voice” about the true, good, better, possible.

19. Why Now? The size, scope & transnational nature of the modern corporation have given it a unique and growing role in daily life. We’re witnessing the birth of the global community & a greater sense of universal responsibility. Positive things do not come by nature. For positive things to occur, we have to make an effort. There is a tremendous urge to experience wholeness. The experience of wholeness brings out the best in people and systems.

20. References Used “What is Appreciative Inquiry” by Joe Hall & Sue Hammond, www.thinbook.com www.thinbook.com Appreciative Inquiry: Change at the Speed of Imagination, by Jane Magruder Watkins and Berhard J. Mohr. Appreciative Inquiry: A Constructive Approach to Organization Development and Social Change, 2001 Cape Cod Institute Workshop by David Cooperrider and Marge Schiller Appreciative Inquiry: Igniting Transformative Action,” by Bernard Mohr. From The Systems Thinker, Volume 12, #1, 2001, at www.pegasuscommunications.com. Other Resources: –AI Listserve at ailist- admin@mail.business.utah.edu –AI Commons website at http://appreciativeinquiry.cwru.edu/ http://appreciativeinquiry.cwru.edu/ –AI Consulting Organization is just getting started: a global network of AI practitioners at www. aiconsulting.org.