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1 Fresh Air & Strategy Success In The KazakhstanRussia BU A Positive Approach Through Appreciative Inquiry Nov. 6-8 Core Group Working Session To Plan Nov. 26-27 KaRuBu Away Days Facilitated by Clare Wale, Bernard J Mohr and Ramiro Canedo
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P#2 Proposed Goals for November 6-8, 2001 a)Clarify the role/responsibility of this planning group/core group b)Learn enough about Appreciative Inquiry to do our work together c)Discuss and finalise the goals for the November 26-27 away days d)Create a rough agenda/design for November 26-27 e)Determine what pre-work (if any is required) and, f)Develop whatever "materials or instruments" we might use on Nov. 26- 27 ( for example, we may choose to create an interview guide to be used for real time data collection at the November 26-27 meeting) g)Meet with LT morning of Nov 8 to present our work and obtain feedback
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P#3 Tentative Goals for November 26-27, 2001 a)To review what the people of KaRuBu have done over the past year(s) that they are proud of (so we can build our future on the best of our past) b) To fully understand the current situation The opportunity for distinctive industry/world impact The breath of fresh air available to us, and, The strategic goals which have been set. c) To identify specific opportunities and tactics for this BU to help achieve the strategic goals. d)To develop a unity of purpose and high sense of teamwork among BU members and the leadership team
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P#4
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P#5 A Time For Re-thinking... Human Organization And Change Global Context of Democratization End of Apartheid No Limits To Cooperation… E-Company…Connect! Now Shuttle into Space…& Reality Isn’t What it Used to Be “Whole System” Change Large Groups... “Positive Revolution”: Aiming Higher
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P#6 It is a Time for Re-thinking Human Organization & Change “We are at the very point in time when a 400-year old age is dying and another is struggling to be born, a shifting of culture, science, society, and institutions enormously greater than the world has ever experienced. Ahead, the possibility of the regeneration of relationships, liberty, community, and ethics such as the world has never known, and a harmony with nature, with one another, and with the divine intelligence such as the world has never dreamed.” --Dee Hock, Founder & CEO--Visa
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P#7 Exciting Stories of AI Nutrimental Foods SA (Brazil) –200% Increase Profits –300% Decrease Absenteeism John Deere - product development cycle reduced from five years to three years. Dex (Billion dollar US West subsidiary) - return on investment of $15.62 for every dollar invested
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P#8 Exciting Stories of AI In BP
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P#9 Ap-pre’ci-ate, v., 1.valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, 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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P#10 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, and SYSTEMATIC EXPLORATION, STUDY.
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P#11 D DD DD DEFINITION Decide what to inquire into And who to involve in each phase DISCOVERY Conduct an inquiry into the topic and assemble learning's. DREAM Generalize those learning's into an image of how the organization would function and results being achieved if those learning's were fully alive. DESIGN Develop ideas about the organization’s socio- technical architecture when infused by these learning's DESTINY Innovate/align the architecture. Build AI learning competencies AI 5 D Cycle
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P#12 Discovery = all these things taken together Achievements Strategic opportunities Product strengths Technical assets Innovations Elevated thoughts Best business practices Positive emotions Financial assets Organization wisdom Core competencies Visions of possibility Vital traditions, values Positive macro trends Social capital Embedded knowledge Business ecosystem e.g.. suppliers, partners, competitors, customer
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P#13 What would you call it? The Positive Core
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P#14 Best Way to Build High Enthusiasm? Do an organization survey of low morale? Magnify and learn from moment of highest enthusiasm?
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P#15 June Results Commitments Met BusinessResidence REGION'95 YTD'95 YE6/96'96 YTD'96 OBJFAV/UNF)'95 YTD'95 YE6/96'96 YTD'96 OBJFAV/(UNF) California96.396.595.796.696.50.196.997.697.898.196.12.0 Florida93.494.696.596.096.5(0.5)96.296.796.397.296.11.1 Hawaii89.990.794.294.496.5(2.1)95.995.597.797.196.11.0 Midwest90.992.289.892.496.5(4.1)95.095.895.196.096.1(0.1) North90.891.091.992.196.5(4.4)96.396.594.095.296.1(0.9) Northeast91.793.094.495.296.5(1.3)94.996.195.796.896.10.7 Northwest94.994.494.293.496.5(3.1)96.195.495.495.196.1(1.0) S outh87.189.287.691.896.5(4.7)93.694.590.394.596.1(1.6) TX/NM94.293.795.695.596.5(1.0)94.694.796.797.296.11.1 Virginia92.993.592.294.496.5(2.1)96.697.194.696.596.10.4 Total Telops92.793.393.694.596.5(2.0)95.796.295.396.596.10.4 Objective Not Met
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P#16 Identify Problem Conduct Root Cause Analysis Brainstorm Solutions & Analyze Develop Action Plans Metaphor: Organizations are problems to be solved Appreciate “What is” (What gives life?) Imagine “What Might Be” Determine “What Should Be” Create “What Will Be” Metaphor: Organizations are a solution/mystery to be embraced.
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P#17 Deficit Based Change : Unintended Consequences Much lamented fragmented responses Slow: Puts attention on yesterday’s causes No new positive images of future Visionless voice... fatigue Weakened fabric of relationships & defensiveness…negative culture out of sync with the embedded economy of speed, partnerships, alliances, & e-commerce
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18 Topic Choice A Fateful Act: Organizations Move in the Direction of What We Most Frequently and Systematically Ask Questions About!
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P#19 Topic Choice Examples World Vision Integrative Process Innovation Organizational Learning Empowerment Quality Diversity R&D Division of Oil Company Partnership Connectivity Rapid Knowledge Transfer A “Merged” Public School Connectedness at school Juggling many balls with support Community and societal expectations
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P#20 The Art of the Question 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 possibilities exist that we have not thought about yet? What’s the smallest change that could make the biggest impact? What solutions would have us both win? What makes my questions inspiring, energizing, and mobilizing?
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P#21 What Would You Study? From Analysis of Baggage Delays To … Exceptional Arrival Experience
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P#22 Basic Elements to the Typical AI Question A Positive Preface (introduce your TOPIC) Then a 2-part question A. High point discovery B. Image of desired future
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P#23 “Magnetic Connections” ( Example of a Positive Preface) “In the physical world, all matter is held together by the pull between opposite electric charges. Successful e-companies are equally 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 and interests. Knowledge networks form as catalysts for innovation and creativity.”
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P#24 Part A (past) & B (future) 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 like? B. As you look into the future, describe how we are connected to our customers and our colleagues in a way that is so strong that we are seen as inseparable business partners.
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P#25 Crafting the Question From Topic the Ai question (s): 3 PARTS A. Positive Preface—it is a topic intro. B. A question to evoke a story from persons history C. A question to evoke images of future
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P#26 What Makes AI Questions Important? Language: questions & statements… Doorway into new realities, worlds Heighten energy…drive to complete, to answer Every creative act Rapport and relationship (people are honored) Fulcrum change: connect to strength, imagination Break automatic thinking; essence of learning Alter internal dialogue & storytelling Specific positive future (the fairway)
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P#27 Social Constructionism Assumption of impermanence No “laws”…social realities not fixed Terms not derived from “what is there” No such thing as “immaculate perception”….saturated in values, conventions, theories, time and place Modes of explanation: derived in relationship Words create worlds, they are not mirrors All social action open to multiple meanings Theory is language & the double hermeneutic Alterations in linguistic practice are powerful
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P#28 Genius is Creating the 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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P#29
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P#30 Management of NOVELTY Management of NOVELTY Management of TRANSITION A-->B Management of TRANSITION A-->B Management of CONTINUITY Management of CONTINUITY MANAGING CHANGE: 3 Essentials of Leadership
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P#31 Constructionist Principle: The way we know is fateful. Principle of Simultaneity: Change begins at the moment you ask the question. Poetic Principle: Organizations are an open book. Anticipatory Principle: Deep change= change in active images of the future. Positive Principle: The more positive the question, the greater and longer-lasting the change.
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P#32 Human productivity Innovation Strategy development Customer service Customer partnerships Core process redesign Safety Quality Mergers Diversity/Inclusion Evaluation Organization culture change Management and ISO Audits Leadership Labor-management relations Transformation of measurements Business ecosystem analysis...
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P#33 The Power of AI Stories Stories stick like glue… Make information easier to remember…”Whole brain” Builds identities and fosters relationships Medium for conveying values, visions Moves the internal dialogue of the system Human Hope…
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P#34 The AI “Organization Summit”: “Whole System” in the Room Task is Clear... Future Focus-- In Historical and Global Perspective Self-Management and Dialogue Common Ground (not conflict management as the frame of reference) 3-Day event/50 to 1000 Participants Uncommon Action/Follow Through
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P#35 Discovery Opportunity Context Positive Core Discovery Opportunity Context Positive Core Dream Purpose Vision Dream Purpose Vision Design Structures Practices Design Structures Practices Destiny Agreements for moving forward Destiny Agreements for moving forward Typical Summit Definition Topic Selection Summit Design Definition Topic Selection Summit Design
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P#36 Typical Results from Whole System Ai Summit More Informed and Ultimately More Effective Change Efforts A Critical Mass of People Making Changes that they All Believe Are Needed A Total Organization Mindset Simultaneous Change Change is Perceived as “Real Work” Fast…Entire Organization…Strong Implementation…Action…Unifying…Spirit
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P#37 The Power of Stories Stories stick like glue… Make information easier to remember…”Whole brain” Make information more believable than statistics Builds identities and fosters relationships Medium for conveying values and visions Creating pictures in the mind Leaders as storytellers…golden innovations
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P#38 What Matters Most? Being a student of “organization alive” Power of the unconditional positive question Relational basis of knowing: communicamus ergo sum Our positive images of the future lead our positive actions…words create worlds, “nothing so practical…” Yoga with the positive change core Ai accelerates the non-linear interaction of the positive-- a “convergence zone” for sudden dialogic repatterning The best in people…wholeness heals Letting go of deficit based change vocabularies AI is not a “thing”; in its infancy (5 %); many questions...
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P#39 Three Types of Conversations Relationship Canceling Conversation Relationship Tolerating Conversation Relationship Honoring or Strength-Building Conversation
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P#40 Insights on Success Holographic Beginning Polyphonic--Multiple Voices Dislodgement of Certainty…Appreciative From Negotiation to Narrative (Stories) From Common Ground to Higher Ground Retrospective Consensus… Inspired Action on Behalf of the Whole “Chaordic” Organizing
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