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APPRECIATIVE LEADERSHIP

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'The task of leadership is to create an alignment of strengths, making our weaknesses irrelevant' ... In-quire' (kwir), v., 1. the act of exploration and discovery. ... – PowerPoint PPT presentation

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Title: APPRECIATIVE LEADERSHIP


1
APPRECIATIVE LEADERSHIP
LEAD San Diego Class of 2006
2
Introductory session
  •  Being Leaders
  • - Appreciating ourselves as leaders
  • -Exploring conditions that energize us
  • Imagining your leadership future

3
Recent Interview Peter Drucker
  • The task of leadership is to create an alignment
    of strengths, making our weaknesses irrelevant.

Interview with Peter Drucker
4
Appreciative 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.
  • - Albert Einstein

5
Problem Solving
Appreciative Inquiry
vs.
Appreciative Inquiry
Problem Solving
  • Identify Problem.
  • Conduct Root Cause Analysis.
  • Brainstorm Solutions Analyze.
  • Develop Action Plans.
  • Metaphor Organizations communities 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 communities are
    solutions/mysteries to be embraced.

6
Ap-preci-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.

7
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.

8
Assumptions Underlying Appreciative Inquiry
  • Organizations move in the direction of what they
    inquire about.
  • Deep change change in active images of the
    future.
  • Our images of the future are grounded in our best
    experiences of the past and present
  • The more positive the question, the greater and
    longer-lasting the change
  • Change begins at the moment you ask the question.

9
?
Where do positive stories and images come from?
10
Exploring Moments of Leadership in Your Life
  • A story or high point experience leading
    positive change.
  • What things do you value most about
  • Yourself?
  • The nature of your work?
  • Your community?

11
Appreciating ourselves as leaders
  • Who are we as leaders?
  • What do we appreciate about each other?
  • What conditions bring about the best in us as
    leaders?

12
  • One thing I know The only ones among you who
    will be really happy are those who will have
    sought and found how to serve.
  • -Albert
    Schweitzer

13
  • Identifying conditions that energize
    our leadership
  • Whats at the positive core of this leadership
    what motivates us to contribute?
  • What one condition, if we could create more of
    it, would make our leadership even more vital
    alive and powerful?

14
As leaders, we are energized, motivated
by..)
  • an adjective noun, that are
  • -appreciative
  • -grounded in the stories

15
  • Martin Luther King did not say, I have a
    strategic plan.
  • Instead,
  • He shouted, I have a DREAM!, and he created a
    movement.

16
Imagining a leadership community
  • Reflecting on what inspires us and assuming that
    youre at your best, how do you see yourself as a
    community leader in the future?
  • What do your see (imagine, wish for) that will be
    the impact of your leadership on the region?

17
Imagining your leadership future
Imagine its 2010 and the San Diego Magazine has
a feature issue on the region as one of the most
vibrant leadership communities in the world. You
are profiled as one of San Diegos New
Leaders -Whats have you done? What roles
have you played? -Whats been the impact of
your contributions? Whats changed over the past
few years? Whats different because of your
leadership? -What are other people seeing?
What are they saying? -How did it get this
way? Whats changed over the past few years?
18
Write a title for your leadership profile a
verbal picture of the desired future that is
  • Desired Does it reflect what you really want? If
    you got it, would you want it?
  • Bold and provocative Is it a stretch that will
    attract others?
  • Affirmative Is it stated as if it is happening
    now?
  • Grounded Are there examples that illustrate your
    dream as a real possibility?

19
Confidence-builders
  • What do you have going for you now?
  • What gives you confidence that this future is
    possible?

20
  • If I were to wish for anything, I should not
    wish for wealth and power, but for the passionate
    sense of the potential, for the eye which, every
    young and ardent, sees the possible.
  • - Soren Kierkegaard

21
Reflecting on your work
  • What about these images energizes you?
  • What are you learning thats supporting you?

22
  • Far better than a precise plan is a clear sense
    of direction and compelling beliefs. And that
    lies within you. The question is, how do you
    evoke it?
  • -Dee Hock (founder and chairman emeritus of Visa)

23
Appreciative Inquiry The 4-D Cycle
24
What is Appreciative Inquiry?
  • It is the discovery for the best in people, their
    organizations, and the relevant world around
    them. It is an art and practice of asking the
    unconditional positive questions that strengthen
    a systems capacity to apprehend, anticipate and
    heighten positive potential. Instead of
    negation, criticism and spiraling diagnosis,
    there is discovery, dream, design and destiny.
    It works from accounts of the positive change
    core. AI links the energy of the positive core
    directly to any change agenda and changes never
    thought possible are suddenly and democratically
    mobilized.
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