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Using AI to Unleash the Power of Your People

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Welcome! Using AI to Unleash the Power of Your People Appreciative Inquiry is a positive, strength based alternative to problem solving as a means of initiating ... – PowerPoint PPT presentation

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Title: Using AI to Unleash the Power of Your People


1
Using AI to Unleash the Power of Your People
  • Welcome!

2
Appreciative Inquiry
  • The study of what gives life to human systems
    when they are at their best.
  • A methodology for positive change
  • An invitation to a positive revolution
  • A process for whole system transformation (e.g.
    Avon Mexico)

3
Appreciative Inquiry
  • is a positive, strength based
  • alternative to problem solving
  • as a means of initiating
  • and managing change in
  • organizations.

4
Why Should You be Interested?
  • Appreciative Inquiry can give your organization
    a competitive advantage by
  • Fully engaging the creativity and talent of your
    existing employees unleashing their potential
  • Magnifying the speed at which you can execute
    positive innovations
  • Creating an organizational culture that attracts
    the best and brightest talent to it, and keeps it.

5
Two Approaches to Initiating/Managing Change
  • Problem Solving Approach
  • Asks What are the problems here?
  • Focuses on Problems, deficiencies, whats wrong,
    whats broken, what isnt working. Seeks fixes
    to problems.
  • Appreciative Approach since 1987
  • Asks What works well here? What is this
    organization like when it is at its best?
  • Focuses on Peak experiences, best practices,
    life giving/life enriching forces.

6
Appreciative Inquiry is based on the ancient
wisdom that
  • Whatever you focus your
  • attention on
  • G R O W S

7
The Case of BP Pro Care
79 Customer Satisfaction Desire to
improve First they held focus groups with
Dissatisfied Customers
8
The Case of BP Pro Care
  • Using this approach
  • the bottom dropped out
  • Customer satisfaction plunged
  • Staff morale plunged

9
The Case of BP Pro Care
  • The Appreciative Inquiry Alternative
  • Interviews with satisfied customers
  • ...Outstanding Customer Satisfaction Experience
  • Generative Benchmarking
  • 95 fully satisfied customers after 8 months

10
British Airways
  • Lost Baggage

11
British Airways
  • Exceptional arrival experiences

12
Because whatever you focus your attention on
grows
  • Appreciative Inquiry seeks to discover the root
    causes of success rather than the root causes of
    failure.

13
The term Appreciative Inquiry comes from
  • appreciate
  • to value or admire highly
  • to recognize with gratitude
  • to increase in value, like money in a good
    investment
  • inquiry
  • to seek to understand through the asking of
    questions

14
  • Appreciative Inquiry is used to make some
    existing positive quality in the organization
    appreciate, by systematically inquiring into
    where this quality already exists within the
    organization, even if it currently exists only in
    very small amounts. (e.g. Avon Mexico)

15
  • Appreciative Inquiry is used to get more of
    something.

16
What do you want more of in your
company/organization?
  • Profits/Productivity?
  • Employee loyalty? Customer loyalty?
  • Effective teamwork?
  • Increased creativity and innovation?
  • Shared leadership?
  • High morale and enthusiasm for the job?
  • Fiscal responsibility accountability?

17
  • Whatever positive quality you want more of in
    your organization, Appreciative Inquiry can help
    you get it by discovering where the quality
    already exists in your organization, and then
    leveraging this to create more.

18
  • Business Results
  • Using
  • Appreciative Inquiry

19
Green Mountain Coffee Roasters
  • Enhancing Profitability Through
  • Business Process Excellence 2003
  • The 25 cent Challenge attempted for 10 years
  • Net income 2004 year end 2005 Year End
    Increase
  • (in 000) 7,825 8,956 1,131
  • (source GMCR Financial Statements) 14.45
  • Feb. 05 Feb, 06 Increase
  • Stock Price 26.02 38.02 46.1
  • (source Yahoo Finance)

20
Green Mountain Coffee Roasters
21
  • According to their web site, GMCR has had double
    digit net sales growth for the last 27
    consecutive quarters. (as of January 2010)

22
Business Results Using AI
  • GTE Telecommunications (Verizon) 67,000 employees
    (during communications industry restructuring,
    job cuts)
  • In just one years time (1996 to 1997)
    employees support for GTEs business direction
    jumped 50 percent and their perception that
    information is shared openly rose nearly 140
    percent.

23
More Business Results Using AI
  • GTE Telecommunications (Verizon)
  • credit verification process, resulting in 3
    million collected in 1996.
  • payment process, saving 7 to 8 million
    annually.
  • insufficient funds process, saving 4 million in
    1996 (Cheny Jarrett, 1998, p.46)

24
More Business Results Using AI
  • GTE Telecommunications (Verizon)
  • Over 10,000 innovations were attributed to the
    Appreciative Inquiry process.

25
More Business Results Using AI
  • John Deere (Harvester Works Division)
  • reduced their product development cycle from 5
    years to 3 years
  • produced immediate savings of 6 million
  • positively transformed labour management
    relations

26
More Business Results Using AI
  • Roadway Express
  • (teamster union shop)
  • employee driven improvements translated into 17
    million in additional revenue for a year, and 7
    million annual profit

27
Two More Examples
  • Nutrimental Foods of Brazil
  • Spectacular increases in profits (200 after 1
    year, 300 after two years) and decreases in
    employee absenteeism
  • Hunter Douglas Window Fashions
  • Increased productivity/decreased waste in
    manufacturing to levels they had previously
    thought were mathematically impossible.

28
5 Generic Processes
  • 1. Choose the positive as the focus of inquiry
  • 2. Inquire into stories of life-giving forces
  • 3. Locate themes that appear in the stories and
    select topics for further inquiry
  • 4. Create shared images of a preferred future
  • 5. Find innovative ways to create that future

29
  • The 4D Model

30
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32
Who is harassing women and when are they doing
it? What circumstances give rise to harassment?
What kinds of harassment policies do we need?
What is preventing womens advancement in the
company and how can we reduce the barriers?
33
When have there been times that men and women
have worked together in this company and the
experience was very positive for both? What
circumstances made these positive experiences
possible? How can we recreate these conditions so
that men and women have more "best" experiences
working together?
Who is harassing women and when are they doing
it? What circumstances give rise to harassment?
What kinds of harassment policies do we need?
What is preventing womens advancement in the
company and how can we reduce the barriers?
34
When have there been times that men and women
have worked together in this company and the
experience was very positive for both? What
circumstances made these positive experiences
possible? How can we recreate these conditions so
that men and women have more "best" experiences
working together?
Who is harassing women and when are they doing
it? What circumstances give rise to harassment?
What kinds of harassment policies do we need?
What is preventing womens advancement in the
company and how can we reduce the barriers?
35
  • "When people are asked to participate in a
    change effort targeted at changing behaviors -
    specifically their behaviors - they are
    ambivalent at best. When people are asked to
    bring their best forward for the benefit of the
    organization they do so with enthusiasm and
    pride." Diana Whitney, David Cooperrider,
    Maureen Garrison and Jean Moore in "Appreciative
    Inquiry and Culture Change at GTE Launching a
    Positive Revolution"

36
Developing an Appreciative Mindset
  • Gervase Bushe
  • www.gervasebushe.ca
  • The Appreciative Self
  • Tracking
  • Fanning

37
1st D - Discovery
  • This is generally done using one on one
    interviews lasting between 1-2 hours
  • Conscious decisions about who interviews whom
    add value to the process.
  • Uses pre-written questionnaires. All of the
    questions have a positive focus.

38
1st D - Discovery
  • Introductory Questions
  • Topic Questions 3-5 topics
  • Concluding Questions

39
  • Time to Try It!
  • Use Introductory Questions - conversation

40
Brief Debrief
  • How was that?

41
Best in Class
  • Please do this one as an interview 90/10

42
Brief Debrief
  • How was that?

43
Compiling and Handling the Data
  • Interviews are summarized on Interview Summary
    Forms and distributed as widely as possible
    among organizational members prior to the Dream
    phase.

44
2nd D Dream group activity
Imagining the best possible future for the
organization that is grounded in the very best of
what has already been. A vision/image of that
best possible future is collectively created.
45
  • Organizations are not pushed by their past
    they are pulled by the collective image they
    hold of their future.
  • The wake does not drive the boat!
  • The heliotropic principle

46
The Generative Metaphor Intervention
  • Medic Inn
  • transformed organizational culture from one of
    hostility, suspicion, backbiting and negativity,
    into one of openness, cooperation and
    collaboration
  • transformed the hotel from a 1 star to 4 star
    facility in one year

47
  • Time to Try It!
  • Imagine that every problem or inadequacy of
    your organization is solved, and your
    organization is now in its best possible state.
    What does that look like?
  • Draw some images on the blank sheet.

48
Provocative Propositions
  • Written in bold affirmative language in the
    present tense
  • provocative offer stretch and challenge, but
    are achievable
  • Grounded in the best of what is
  • Reflect peoples highest aspirations they
    provoke passion

49
CommunicationRed Deer Public Library
  • We communicate openly, honestly, accurately and
    in a timely manner while being sensitive to the
    context and individuals involved. We recognize
    that individuals have different preferred methods
    of communication, and we accommodate these
    differences as much as possible. All staff have
    access to a single internal point of contact to
    communicate essential information. We provide
    appropriate channels to facilitate the free flow
    of information up, down and throughout the
    organization and to our external stakeholders.

50
RDPLs Action Steps
  • Hold a 1-hour training session for the use of the
    blog learn _at_ lunch
  • Have sections on the blog for each department
  • Use one or more of the monitors as an info
    board specifically for staff
  • Have a computer in the staff room
  • Designate the blog as the central source of info
    for staff encourage its use.

51
3rd D - Design
First we shape our structures and then our
structures shape us. Winston Churchill Design
with an Appreciative Lens Appreciative Inquiry
is an invitation to embed your most cherished
values in the structures that guide individual
and collective action.
52
Designing with an Appreciative Lens
It is an invitation to design the social
architecture of your organization or community
so that your values are inevitable. the
relationships, practices, programs, processes,
products, services, policies, communications and
technology
53
The AI Design Process
  • Identify the elements of your social architecture
    that were most talked about in your discovery and
    dream activities.
  • Consider the data what did your discovery and
    dream activities say about the ideal for each
    element?
  • Write a set of Design Principles that describe
    and affirm your ideals, that put your values into
    the elements you selected.

54
Values-Based Organizational Design
  • Value Openness, Transparency
  • Architecture Executive Offices First Floor,
    Glass Walls.
  • Social Architecture Meeting Participation Open
    to one person from any other department, just had
    to rsvp in advance.
  • Social Architecture Financial Information Open
    books to all employees.

55
Values-Based Organizational Design
  • Value Human Well Being
  • Architecture Office Space Secretaries desks
    by the windows Managers offices on the inside
    walls since they spend most of their time away
    from their desks in meetings.
  • Social Architecture Executive Sabbatical Each
    executive goes away from the company for 6 months
    every 5 years.

56
4th D - Destiny
  • The specific action plans and strategies for
    bringing the vision into existence
  • How the energy and focus generated by the inquiry
    plays itself out over time. Ideally it helps to
    create an appreciative learning culture

57
4th D - Destiny
  • 1. Review, communicate and celebrate achievements
    to date to everyone in the organization
  • 2. For each provocative proposition, generate a
    list of all possible actions that will bring it
    into being
  • 3. Self organize for Inspired Action Projects
  • 4. Support Success of the Self Organized Projects
  • 5. Systematically apply AI to all aspects of the
    organization

58
The Five Core Principles Defined
  • The constructionist principle
  • Social knowledge and community destiny are
    living, human constructions created through the
    conversations that we have with each other.
    "Reality is a negotiated interpretation." Shapiro
    Carr, 1991

59
The five core principles defined continued
  • The principle of simultaneity
  • Inquiry and change occur simultaneously . It
    is not the case that "first we do the analysis
    and then we decide on change." The very process
    of inquiry/analysis creates its own changes.

60
The five core principles defined continued
  • The anticipatory principle
  • Current behaviour is guided by images of the
    future. Organizations are not pushed by their
    past (the wake does not drive the boat) they are
    pulled by the collective image they hold of
    their future. Self-fulfilling prophecy
    Pygmalion effect, placebo effect.

61
The five core principles defined continued
  • The poetic principle
  • Human organizations, including communities, are
    an open book, constantly being revised and
    co-authored. Its past, present and future are an
    endless source of learning, inspiration and
    interpretation.

62
The five core principles defined continued
  • The positive principle
  • The momentum for change requires positive
    thinking and social bonding-qualities like hope,
    inspiration and joy in creating with one another.
    Positive questions guide organizational
    development and foster long-lasting and effective
    changes. People, businesses, organizations and
    communities move in the direction of their
    questions. "What impact is my question having on
    our lives together ... is it helping to generate
    conversations about the good, the better, the
    possible ... is it strengthening our
    relationships?"

63
Reshaping Org. Culture
  • AI gives you a powerful, positive process to do
    this

64
Roadway Express
  • Wanted to reduce costs because of the pressure
    they were experiencing from non-unionized
    trucking companies.
  • They didnt use cost cutting initiatives

65
Roadway Express AI Questionnaire
  • Question 4 A truly outstanding organization is
    one where each person is given the opportunity to
    display financial responsibility. Understanding
    how what I do impacts the bottom line, doing
    things right the first time, and being aware of
    the costs of doing business are all components of
    financial responsibility.
  • Describe a time when you felt you exhibited a
    clear sense of financial responsibility. What was
    it about the situation that enabled you to do
    this?
  • What 3 things could be done to strengthen
    everyones sense of financial responsibility?

66
Change is InevitableThe best way to predict
the future is to create it.
67
Appreciative Inquiry is a positive, visionary
approach that
  • energizes and empowers people, and releases their
    potential
  • promotes buy-in, reduces resistance
  • strengthens relationships
  • builds loyalty, morale and commitment
  • creates happier, more productive organizational
    cultures.

68
  • AI is based on a deceptively simple premise
    that organizations grow in the direction of what
    they repeatedly ask questions about and focus
    their attention on. AI does not focus on
    changing people. Instead, it invites people to
    engage in building the kinds of organizations
    they want to live in. Thats hard to resist.
    Gervase Bushe

69
  • Organizations, says AI theory, are centers of
    human relatedness, first and foremost, and
    relationships thrive where there is an
    appreciative eye when people see the best in
    one another, when they share their dreams and
    ultimate concerns in affirming ways, and when
    they are connected in full voice to create not
    just new worlds, but better worlds.

70
Mini Discovery
  • What was your peak experience over the last
    1-1/2 hours?
  • What is the most significant idea or concept you
    will take away from this morning, and how will
    you use it in your organization?

71
Thank you!
  • Jim Taylor
  • 403 343-7388
  • www.rolyat.ca
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