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Title: AI Appreciative Inquiry A Positive Revolution in Change


1
AI Appreciative Inquiry A Positive Revolution
in Change
  • With
  • Frank Barrett
  • David Cooperrider

2
Time to Re-think Human Organization and Change
  • Global Context of Change
  • Guiding Images of the Future
  • End of Apartheid
  • Power of Conversation
  • No Limits to Cooperationvalue nets,
    complimentary partnerships, combining competition
    and cooperation
  • A Positive Revolution in Change Research
  • Positive Psychology Movement
  • Whole System Excellenceagility, speed,
    accelerated learning, execution and follow
    through reality of SCALE
  • Sustainable Design Sustainability as the 21st
    Century Business Opportunity?

3
New Horizons in Appreciative Inquiry Business as
an Agent of World BenefitAI at the UN
  • Let us choose to unite the power of markets
    with the strengths of universal idealslet us
    choose to reconcile the creative forces of
    private entrepreneurship with the needs of the
    disadvantaged and the requirements of future
    generations
  • UN Secretary General
  • Kofi Annan

4
Peter Druckeran interview we did with him on his
book The Next Society
  • The task of leadership is to create an alignment
    of strengths, making our weaknesses irrelevant.

5
Could it BeCatalyzing Change Might Be All About
Strengths?
  • Why would strength connected to strengthcreate
    change?
  • Its often been said that strengths perform, but
    how about the idea that strengths do more than
    perform, they transform?
  • What would it mean to create
    an entire
    change theory around strengths?

6
Two Ideas
  • 1. Strength-Based Change
  • 2. Engagement of the Whole
  • Everyones Part of the
  • Inner Circle of Strategy

7
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8
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9
Opening Inquiry
  • Questions for Discovery - individual reflection
    first
  • Conversation (pairs)

10
Introduction A little about you and sense of
purpose in your life and work
  • One of the core tasks for all of us as human
    beings is to discover our sense of life purpose
    and then to live it, to the best of our ability
  • A. Please share a story about a moment or period
    of time where clarity in lifes purpose began to
    emerge for you it might have been a special
    experience, a teacher, a relationship, a powerful
    project, a life challenge, etc?
  • B. Your future horizons or growing edgeimages
    of yourself in the future? What do you sense you
    are supposed to do in the future?

11
A highpoint experience in organizational life?
  • Share the story the most memorable parts of the
    initiative, including challenges and innovations.
  • Reflect on root causes of success
  • Youwhat were you're 3 best qualities, or
    experienced strengths?

12
2. When do people feel most passionate? Signature
strengths?
  • A. Your observations and experiences
  • When do people feel most passionate and connected
    at your organization? Can you share an example
    a hot team, great innovation, entrepreneurial
    spirit?
  • B. Your Organizations Signature Strengths
    (continuity question) assuming your corporation
    will change in the future, what are those best
    qualities distinctive capacities, signature
    strengths, assets, etc --that you would want to
    keep or build upon, even as the system moves into
    a new and changing future?
  • An example of those strengths in action?

13
3. Images of the Future(Your Organization in
2012)
  • We wake upit is 2012what do you see that is
    new, different, changed, better?
  • I will be most proud of my company in 2012 when?

14
Starting AI Interview (dialogue
in pairs)
  • A--gtB (20 min)
  • B--gtA (20 min)
  • Spirit of discovery
  • Take brief notes
  • At the end.. summary thanks
  • Return _at_1100

15
Pioneering ResearchAcross Many Fields
  • An Emerging Vocabulary of Positive Change

16
William James interest moments of
extraordinary positive experienceand how these
too can be cultivated to ignite explosive
change
  • Emotional occasions, especially violent ones, are
    extremely potent in precipitating mental
    rearrangements. The sudden and explosive ways in
    which jealousy, guilt, fear, remorse, or anger
    can seize upon one are known to everybody. Hope,
    happiness, security, resolve, emotions
    characteristic of conversion, however, can be
    equally explosive. And emotions that come in this
    explosive way seldom leave things as they found
    them (James, 1902, p. 163-164 ).

17
William James
  • James went on to say that what we truly need is
    much more understanding about the kind of change
    that happens when things are hot and alive
    within us, and where everything has to
    re-crystallize about it (James, 1902, p. 162).

18
Science of Human Strengths
  • Six categories of character strengths or virtues
  • Wisdom Knowledge creativity, curiosity,
    perspective
  • Courage persistence, bravery, integrity
  • Humanity love, kindness, emotional intelligence
  • Justice Citizenship, responsibility, fairness,
    leadership
  • Temperance forgiveness, humility-modesty,
    self-control
  • Transcendence appreciation, purpose hope,
    humor, spirituality

Source Peterson Seligman (2004)
19
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20
Positive Emotions BroadenThought-Action
Repertoires
  • Joy...play, innovate
  • Interest..expansive, explore
  • Contentment...savor, integrate
  • Love..connect, relate

21
Empirical Support for Broaden and Build Theory
of Change
  • Three Revolutionary Contributions
  • Broaden Attention and Thinking
    (Fredrickson Branigan, 2002 Waugh
    Fredrickson, in prep)
  • Undo Lingering Negative Emotional Arousal
    (Fredrickson Levenson, 1998 Fredrickson,
    Mancuso, Branigan Tugade, 2000)
  • Fuel Resilient Coping, Like Immune System
  • (Fredrickson, Tugade, Waugh Larkin, 2002
    Tugade Fredrickson, 2002)

22
Empirical Support
  • Over time, Positive Emotions
  • Prevent depression
  • (Fredrickson, Tugade, Waugh, Larkin, 2002)
  • Build optimism, and resilience, and elevated
    relationships of benefit (Fredrickson, Tugade,
    Waugh, Larkin, 2002 Haight 2003)
  • Trigger Upward Spirals to Increase Well-being
    (Fredrickson
    Joiner, 2002 Tugade Fredrickson, 2002)

23
Losadas Research Business Teams
  • HIGH PERFORMING
  • 61 ratio of positive (strength-based and
    opportunity) focused dialogue to negative
    (deficiency focus) dialogue.
  • 21 ratio of inquiry (learning focused
    questions) versus advocacy (closed positions)
    type conversation.
  • LOW PERFOMING
  • 13 ratio one positive statement in the team for
    every three deficiency focused statements.
  • 120 ratio one inquiry (open-learning type
    questions) for every twenty remarks based on
    advocacy.

24
Quick conversation
  • What areasPygmalion, inner dialogue, what good
    are positive emotions, rise and fall of
    cultures, affirmative capabilityare most
    interesting to you?
  • Other research? An experience for your life?

25
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26
Form Groups22228return
  • Introduce your partners vis-à-vis your
    interviewsshare highlights.
  • Everyone listen for patterns/insights in three
    areas
  • High Point Stories And Analysis Root Causes of
    Success?
  • Continuity themes Things Best, To Keep ,
    Signature Strengths
  • Images of the Future Key Visions

27
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28
PATTERNS/THEMESreturn
29
Lets Get Into It Now Principles of AI
  • Constructionist Principle
  • Principle of Simultaneity
  • Open Book Poetic Principle
  • Anticipatory Principle
  • Positive Principle

30
What Does All This Mean for Our Work With
Organizational Change?
31
For Us It Began to Raise New Awareness the
Deficit Theory of Change Pervasive.
  • Identify problem
  • Conduct root cause analysis
  • Brainstorm solutionsand analyze
  • Develop action plans/intervention
  • Most schools, companies, families and
    organizations function on an unwritten rule
  • Lets fix whats wrong and let the strengths
    take care of themselves
  • --Gallop Poll

Metaphor Organizations are problems to be solved
32
Overuse of Deficit-Based Management Unintended
Consequences the Point of Diminishing Returns
  • Most schools, companies, families and
    organizations function on an unwritten
    ruleLets fix whats wrong and let the
    strengths take care of themselves
  • --Gallop Poll
  • The signal accomplishment of the industrial
    age was the notion of continuous improvement. It
    remains the secular religion of most managers
    has reached the point of diminishing returns in
    incremental improvement programs. Gary Hamel,
    Leading The Revolution
  • Fragmentation
  • Few New Images of Possibility
  • Exhaustion
  • The Experts Must KnowDependence and Hierarchy
  • Spirals in Deficit Vocabularies
  • Closed Door Meetings
  • Disempowering Climate
  • Anti-innovation

33
PROBLEM ANALYTIC CHANGE VS. APPRECIATIVE INQUIRY
Problem solving (deficit based change)
Appreciative inquiry (strength based innovation)
Basic beliefs
What we focus on becomes our reality
Felt Need Identify problem
Valuing the best of what is Appreciate
Reality is created in the moment, and there are
multiple realities
Conduct root cause analysis
Imagine (What might be)
In every ongoing team/group/ organisation . . .
Some-thing(s) work
Dialogue and design (What should be)
Analyze Possible Solutions
People have more confidence and comfort to
journey to the future (the unknown) when they
carry forward parts of the past (the known)
Develop action plan (Treatment)
Create (What will be)
Basic assumption problem-to-be solved
Basic assumption mystery organization is a
web of strengths linked to infinite capacity,
infinite imagination alive
The mode and language of inquiry effects the org.
being observed
34
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.
  • There are only two ways to live your life. One
    is as though nothing is a miracle. The other is
    as though everything is a miracle.
  • Albert Einstein

35
Moving From Strength to StrengthWhat Would We
Call It?
  • What about the kind of change that is not just
    about moving from a -2 back to a 0?
  • What about the kind of change that moves from a
    2 to a 20?
  • How?

36
Ap-preci-ate, v.,
  • 1. Valuing
  • The act of recognizing the best in people and the
    world around us
  • Affirming past and present strengths, successes,
    and potentials
  • To perceive those things that give life (health,
    vitality, and excellence) to living systems.
  • 2. To increase in value, e.g. the economy has
    appreciated in value.
  • Synonyms valuing, prizing, esteeming,and
    honoring.

37
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, studyand systematic
    exploration.

38
What would you call it?(all these things taken
together)
  • Achievements
  • Strategic opportunities
  • Technical assets
  • Innovations
  • Elevated thoughts
  • Best practices
  • Positive emotions
  • Financial assets
  • Value created
  • Economic and social investments
  • Tacit Wisdom
  • Core competency
  • Visions of possibility
  • Reputation and brand
  • Vital traditions
  • Positive macrotrends
  • Social capital
  • Strengths business ecosystem e.g. strengths
    suppliers, partners, customers

39
The Positive Core
  • AI systematically and collaboratively creates a
    knowledge link between the entire enterprise and
    the life-generating core of past, present, and
    future capacities and opportunities this
    ignites change!

40
Topic Choice A Fateful Act
  • Organizations move in the direction of what they
    study.
  • Questions we ask determine what we find. . .
  • Process choice point Who does topic choice
    executive team core team or whole system?

41
Best Way to Build High Engagement and Enthusiasm?
  • Do an organization survey of low morale?
  • Magnify and learn from moment of highest
    engagement enthusiasm?

42
Do we really ??? want to do one more study of
  • or entrepreneurial commitment factors
  • ormagnetic work environment
  • or.?
  • or instinctive execution
  • orrevolutionary customer responsiveness
  • or.. Unstoppable confidence
  • Low morale
  • High turnover
  • Excessive baggage loss
  • Lack of follow-through and execution
  • Customer complaints
  • resistance what are things getting in the way?

43
Topic Re-framing Can Lead to Exciting
Breakthrough Results
  • Is environmental regulation or social
    responsibility a burden or a business
    opportunity for breakthrough profit and new
    value?
  • Is the topic how to reduce harm?
  • Or how to unleash eco-imagination high
    purpose profit?Fairmount Minerals Case Clipping

44
Topic Choice
  • Human systems move in the direction of what they
    most frequently and persistently ask questions
    about.
  • What you study, GROWS

45
The AI 4-D Model
Discovery What gives life? The best of what
is. Appreciating
Dream What might be? Envisioning Results/Impact
Destiny How to empower, learn, and
improvise? Sustaining
Affirmative Topic
Design What should be the ideal? Co-construct
ing
46
Today
  • Topic Choice and the Art of the Question
  • The AI Summit Method Variety of Applications
  • Case stories results
  • Yellow Roadway, United Nations (with BP,
    Vodofone, Novartis, Nokia, Goldman Sachs,
    Ericcson), Nutrimental Foods, etc.

47
Most AI Type Organizational Studies Have 3-5
Topics
  • Principle of Simultaneity
  • Art of Framing and Re-framing
  • More seminal than technologicalhuman systems
    grow in the direction of our topics
  • seeing the mighty oak in the acorn
  • --Tojo Thachenkery

48
Topic Choice Examples
Magnetic 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
49
Groups return at__1000 am_Craft 2-3
Transformational Topics
  • Draw upon earlier work high points, continuity
    question, images of the future
  • Create 2-3 Topics topics that could move and
    transform organizations toward the visions and
    ideals we hold.
  • Good Topics are bold, desired, spark learning,
    have energizing words, sometimes bring opposites
    together, strategic value for the business,
    generative potential.

50
Genius is Creatingthe 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

51
The Art of the Question in Leadership and Change
  • What possibilities exist that we have not yet
    considered?
  • Whats the smallest change that could make the
    biggest impact?
  • What solutions would have us both win?
  • Whats 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 are the issues that keep you up at night?

52
The Encyclopedia ofPositive Questions
  • A Craft That Can Change Everything
  • Consider the Shifts

53
What New Questions?
  • From a Study Customer Dissatisfaction and
    Complaints

54
Magnetic Connections
  • Preface
  • In the physical world, all matter is held
    together by the pull between opposite electric
    charges. Likewise, successful companies are
    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. Knowledge networks
    form as catalysts for innovation and creativity.

55
Magnetic Connections (continued)
  • 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? What did it feel like?
  • B. As you look into the future, describe how you
    see us connected to our customers and our
    colleagues in ways that are so strong that we
    are seen as inseparable business partners.

56
Allstate Insurance
  • 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 others diverse strength. 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?

57
The Surprise of Friendship!
  • One could say a key task in life is to discover
    and define our life purpose, and then accomplish
    it to the best of our ability.     
  • Can you share a story of a moment, or the period
    of time, where clarity about life purpose emerged
    for you. For example, a moment where your calling
    happened, where there was an important awakening
    or teaching, where there was a special experience
    or event, or where you received some guiding
    vision?

58
We Live in the Worlds Our Questions Create
  • Be patient and try to love the questions
    themselves. Live the questions now. Perhaps you
    will then gradually, without noticing it, live
    along some distant day into the answer.
  • Rainer Maria Rilke

59
Engagement and Positive Energy
  • Preface
  • 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. What's more, this positive energy is
    appreciated and celebrated so it deepens and
    lasts.

60
Engagement Energy
  • A. Tell me about 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?
  • B. If positive energy were the flame of the
    organization, how would you spark it? How would
    you fuel it to keep it burning bright?

61
Ways of Asking Questions
  • High Point questions
  • Images of Desired Futures questions
  • We have all, at some time or another, been part
    of a really great teamId like you to reflect on
    a high point.?
  • Lets assume tonight, after our session, you go
    into a great sleep..?

62
Questions (continued)
  • Continuity questions
  • Root Cause of Success questions
  • As we think about the future we know there will
    be many changesbut what are those things we want
    to keep, even as we change?
  • How do you explain the positive results you
    achieved?

63
Questions (continued)
  • Instead questions
  • How questions
  • On track questions
  • When this is no longer a concern, what will you
    be doing instead?
  • How will you know when you reach your goal?
  • What could you do that would be a first step
    making it happen?

64
  • There is no such thing as a Neutral question!

65
GroupsCrafting the Questionreturn 215
  • Choose one of your Topics? the Ai question (s) 3
    PARTS
  • I. Positive Prefaceit is a topic intro.
  • A question to evoke a story from persons history

  • A question to evoke/help give voice to their best
    images of future
  • return...

66
Appreciative Inquiry 4-D Cycle
Discovery What gives life? (The best of what
is) Appreciating
Destiny How to empower, learn, and
adjust/improvise? Sustaining
Dream What might be? (What is the world calling
for) Envisioning Results
Affirmative Topic Choice
Design What should be--the ideal? Co-constructi
ng

67
The AI Organization Summit Method
Increasing positive capacity through large
group methods
68
4 Common Approaches to Change
  • Top Down Strategies
  • Bottom Up Strategies
  • Representative Cross-Section Strategies
  • Pilot Strategies
  • Back Room

69
Typical Results
  • Less Informed and Ultimately Less Effective
    Change Efforts
  • A Few Try to Convince Many That Change is Needed
  • Partial Responsibility Mindset
  • Change Occurs Sequentially
  • Change is Perceived as a Disruption of Real Work

70
Typical Results (cont)
  • Pace of Change is Too Slow
  • Substantial Change in Part or Modest Change in an
    Entire Organization
  • Breakdown at Implementation

71
Dream Design The AI Organization Summit
  • Whole System in the Room
  • Task is Clear...
  • Future Focus Continuity Search
  • Self-Management and Dialogue
  • Narrative Rich Inter-generational
  • From Common Ground to Inspired Action
  • 3-Day event/100 to 1000 Participants
  • Uncommon Action/Follow Through

72
Nutrimental FoodsFrom Internal Empowerment to
Societal Change Leadership
  • Rodrigo Loures
  • Commitment to Human Development and Empowerment
  • 600 Increase in Profitablity
  • 75 Decrease in Absenteeism
  • Appointment to President Lulas Economic and
    Social Council
  • 2003 B.A.W.B. Conference on Sustainability
    Indicators1200 People at the Conferences
  • World Business Academy Award
  • Top 100 Companies in Brazil
  • Leadership with peace-building
  • Key Puzzle Is there a directionality to BAWB
    (e.g. Urie Bronfrenbrenners ecology of human
    development?

73
Everyone is fully engaged in the success of
Roadway and committed to the success of each
other
74
Why Does Experience of Wholeness
  • Bring out the best in human beings?
  • Propel innovation?
  • New life?
  • Eclipse old patterns?
  • So easy?

75
Roadway Express 65 Ai Summits Energized,
Unified
  • Recently Featured in Fast Company and Forbes.
  • Stock Prices rise--14 to 41 per share
  • From 300 to Zero Grievances, e.g. Akron Terminal
  • Powerful Product Innovations, e.g. Manhattan
    Project
  • New Culture of Leadership
  • Powerful Learning Partnerships Alcoa, Boeing,
    Cisco, Harley-Davidson, US Navy.
  • Roadway Has Done 65 Appreciative Inquiry Summits
  • 10,000 People Engaged

76
Why Engagement of the Client System ?The
Business Case
  • Approaches to competitive advantage
  • Low price less than 60 days
  • Operational/technical expertise less than 3
    years
  • Fully engaged employees(people think and act
    like owners)
  • more than 7 years

77
Corporate Merger of Strength with Appreciative
Inquiry Scenes From a 8 Billion Dollar Merger
Integration Summit
78
Gallop Study 1.7 Million Employees
  • I have the opportunity to do what I do best
  • What percentage of people do you think - 1.7
    million people from 101 companies - strongly
    agreed that they are empowered to do what they do
    best in their work and company?
  • The wealth of unrealized capacity in enormous -
    people are dying to be tapped on the shoulder and
    asked for more engagement in the strategic issues
    of the day - like the Navy example.

79
AI 4-D Cycle
  • Discovery
  • Opportunity Call
  • Positive Core
  • History
  • Destiny
  • Self-initiated Actions
  • Collective Programs
  • Innovation Structures
  • Dream
  • Purpose
  • Vision

Igniting Leadership at All Levels Navy Summit
  • Design
  • Principles Propositions
  • Ideal Organizational Designs


80
Appreciative Inquiry Summit Method at the UN
Global Compact With 500 CEOs and Civil Society
Leaders
81
Results Vision of 100,000 Companies by 2015
  • 20 major financial companies pledged to begin
    integrating social, environmental and governance
    issues into investment analysis and
    decision-making-- representing 6 trillion in
    assets
  • 10 stock exchanges pledged that they will embark
    on a Global Compact awareness-raising campaign
    with their listed companies.
  • Aspen Institutes TIPmillions of young managers
  • Integration of principles operations,
    strategies, cultures, supply chains, products and
    services
  • 43 local networksgrow deeply woven local roots
  • Corporate social responsibility is going to grow
    and grow and grow!

82
Examples Emerging Stories
83
October 23-25th 2007 Global Forum
www.bawbglobalforum.org
84
The Appreciable World Much Larger Than Our
Everyday Appreciative Knowing Capacity
  • "If we did all the things we are capable of
    doing, we would literally astound ourselves."
  • --Thomas Edison

85
Ai Theory of Positive Organizational Change
Elevate and Extend? Broaden and Build?
Establish and Eclipse
Activation of Energy
Extension of Relatedness Universal Capacity
High
Pro-Fusion of Strength
Elevation and Extension of Inquiry
Lo w
Elevating of Inquiry into The Appreciable World
Initiating
Advancing
86
Knowledge Resources Appreciative Inquiry Cases
and Tools
  • AI Commons http//ai.cwru.edu
  • Business as Agent of World Benefit
  • www.worldinquiry.org
  • The First Masters Degree in Positive Organization
    Development
  • http//weatherhead.case.edu/mpod/
  • AI Certificate Program in Positive Business and
    Society Change
  • http//weatherhead.case.edu/seminars/certificate_a
    ppreciative.cfm
  • www.2007AIConference.com

87
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88
Why is this moving so quickly? Stakeholders are
now a powerful force in business
89
Growth of Non-Governmental Organizations
(NGOs)and instant world wide web information
Source UIA Yearbooks and SVP research
90
Environmental regulations
Source US EPA
91
Definition of sustainability
Meeting the needs of the present without
compromising the ability of future generations to
meet their own needs Brundtland Commission,
1987 A business approach to creating
long-term shareholder value by embracing
opportunities and risks deriving from economic,
environmental, and social developments The
Dow Jones Sustainability Group Index,
92
Cases Partnerships Locally Fairmount Minerals
  • Committed to
  • Sustainable Development

93
University Connected as PartnerFairmount
Continues to Prosper
94
By any measure earth is at the tipping
point--Time Magazine, April 2006
  • Our discussion with His Holiness the Dalai Lama
  • The Noble Purpose of BusinessMckinsey and BP
  • Young people ahead of us
  • CEOs ahead of us
  • New Courses Leadership and the Global
    Agendathe excitement
  • This is The Business School Opportunity of the
    21st Century

95
The AI Summit Can Be Adapted in Many Ways
  • Web casts and video conferencing
  • Small rapid design summitslike kaiezen events
    for small wins, project launches, alliance
    formation.
  • Key Success Factors It is Easy When--
  • Right Task
  • Right People multiple stakeholders
  • Right Questions AI continuity search and future
    search.
  • Right match with the organizational, and
    community culture

96
What is Design?
  • Designing renders visible our hopes and dreams,
    it is the first signal of human intentions.
  • --William McDonough

97
Lets Look at World Class Designing in Action
  • Nightlines Design Challenge to IDEO
  • AI Appreciative Inquiry Summit Design Methods
    at Roadway Express
  • --900 people designing new customer
    prototypes

98
Recent Nobel Prize Laureatesin Economics (left)
Peace (right) How About a Nobel for Business?
99
The Invitation To Design the PrototypeA
Nobel Prize for Business as An Agent of World
Benefit
  • To discover and celebrate the business and
    society innovation which has, in the previous
    year had the largest benefit to humankind.

100
Business as an Agent of World Benefit
101
The AI 4-D Model
  • Discovery
  • What gives life?
  • The best of what is.
  • Observations
  • Analogous Storytelling
  • Dream
  • How might we?
  • Brainstormer
  • Destiny
  • How to empower, learn, and improvise?
  • Prototype
  • Implementation

Our Design Opportunity Nobel Prize Business
  • Design
  • If anything imaginable?
  • Rapid Prototyping

102
DreamHold A Brainstormer
  • If anything imaginable were possible, how might
    we design a Business and Society Prize that grows
    to have as much or more stature, respect, and
    impact than that of a Nobel?
  • It might be named after? Mandela and ____?
  • Kinds of people on a blue ribbon international
    committee?
  • Ways in which nominations and leads are
    surfaced all over the world?
  • Symbolism, identity? Images? Look?
  • Kinds of ceremony or honoring?
  • How to maximize global learning, action, and new
    visions of business and society for the 21st
    century?
  • How might we best use the internetmost
    creatively?

103
The Perfect BrainstormerThe best way to get a
good idea is to generate lots of ideas--Linus
Pauling
  • Defer Judgment Dont Dismiss Any Ideas
  • Encourage Wild Ideas
  • Build and Jump No Buts Only Ands
  • Go For Quantity
  • Be Visual
  • One Contribution At A Time

104
Design Prototypes(present at _____3-4 minutes)
  • A visual presentation of your prototype
  • Vision or drawing
  • A headline news story in the Times or BBC World
    News
  • A bodystorm or skit to show us.
  • Note Where possible please weave in examples or
    exemplars from companies today.

105
Rapid PrototypingAll Life is an Experiment.
The More Experiments You Make the Better Ralph
Waldo Emerson
  • Design a new experience
  • Mock up everything products, services, spaces,
    customer experiences, etc.
  • Go fast build fast and cheaply
  • Avoid paralysis.
  • No frills make prototypes that demonstrate and
    make visual a design idea without sweating looks
    or details.
  • Create scenarios
  • Bodystorm act out customers, roles.

106
Learning From Designers
  • Design is about Legacy leadership.
  • It is a way of knowingDesigners see and observe
    everything from the perspective of
    possibilityeven failure, mistakes, waste. The
    world is not a problem-to-be-solved but an
    invitation to create with all the creative
    materials
  • Designing is entirely collaborative with one
    difference. It always starts with designing
    something of value externally for the customer,
    or the world
  • Continued-?

107
Learning from Designers
  • Involves both liquid and crystal states
    Creativity unleashed with deadlines. Rapid
    prototypes set into motion and refined in the
    real world.
  • The creativity involved the methods, design
    tools, etcwhen used religiously and
    strategically (not sporadically) creates the
    lasting patterns or culture of innovation and
    collaboration that companies today are aching
    for.
  • Its HOTinnovation is in. Its FUN.
  • Its the future of OD
  • designing products, customer experiences

108
The Age of the Network
Small Groups
Hierarchy
Bureaucracy
Networks



Nomadic
Agricultural
Industrial
Information
160,000 BCE.
10,000 BCE
18th century...
20th century...
109
Networks of Best Practice Sharing they
Connect
Over time Online Offline
110
Its not about Technology
111
The Network Challenge
Face to Face Meeting
Face to Face Meeting
Down time between events
112
Purpose of the 94 Now Network
  • Our purpose is to create a positive revolution in
    our capacity for change-- to accelerate the
    speed of realizing our company goal of 94 Now
    through rapid and effective Roadway-wide sharing
    of all innovation and best practice knowledge.

113

Examples how the network has benefited the company
  • One facility
  • 671 added one more shipment on every outbound
    load.
  • 429,000 Profit after taxes
  • Transfer to Company
  • What if we had 1 more shipment on every linehaul
    trip?
  • 13 million Profit after taxes
  • It is happening! Recent 10 million
    SavingsOperating RatioWinston Salem Story2000
    people on last call

114
The Opportunity Sustaining Inspired Action
115
Event-Driven Renewal Organizational
Transformation
116
Supporting Post Summit Action
Focused Communications
Action Group Workspaces
All Supporting Documents
Tools for data/story gathering, prioritization
and reporting
Online Learning Tools for AI
Directory of Key Stakeholders
Results from Summit
117
AI Scholarship and Positive Social ScienceStudy
of Best in Life What Gives Life?
118
  • World-wide search new ways for business to live
    in mutual benefit with the earths ecosystems and
    the worlds societies
  • Public trust of best business innovations for
    sustainable future
  • Global dialogue about the role and the future of
    business in society
  • The Club of Rome Challenge

119
Exciting Application Arenas Appreciative Inquiry
Strength-based Approaches
  • AI Organization Summit
  • Corporate Strategy
  • Design Products, Services Org Design
  • Business Technology
  • Lean Operations, Sustainable Green Design
  • AI Knowledge Alliances Webs
  • Labor-management Partnerships
  • Measurement Scorecards
  • Project Management
  • Mergers Acquisitions
  • Internal and External Branding
  • Leadership Practice and Culture Change

120
Lets Imagine ProjectsWhere Might an AI Approach
Create Value in My Work, or Community, or World?
  • If anything imaginable were possibleassuming
    there are no constraints whatsoeverwhat kind of
    AI initiative, project, or experiment might I
    want to launch?
  • Name the possibility or possibilitiesand begin
    the conversation with your original interview
    partnerwhat/where/why/who?
  • What is one small initiative or possibility?
  • What is one big possibilitysomething that would
    be a real stretch?

121
Next Steps return at
  • Things I do best from an appreciative
    perspective
  • One pilot or experiment I want to do with these
    ideas- Topic choice
  • - Discovery- Dream
  • - Design
  • - Destiny

122
We Are Born To Appreciate Three Facts About All
Human Beings
  • Exceptionality
  • Essentiality
  • Equality/Voice and Vision
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