Rethinking What Gives Life to Organizational Transformation - PowerPoint PPT Presentation

Loading...

PPT – Rethinking What Gives Life to Organizational Transformation PowerPoint presentation | free to view - id: f646b-ZDc1Z



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Rethinking What Gives Life to Organizational Transformation

Description:

A collaborative search to identify and understand the organization's strengths, ... James, Barnard, McGregor, Frankl... Pioneering Research. Across Many Fields ... – PowerPoint PPT presentation

Number of Views:16
Avg rating:3.0/5.0
Slides: 26
Provided by: erikam1
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Rethinking What Gives Life to Organizational Transformation


1
Rethinking What Gives Life to Organizational
Transformation
  • Ronald E. Fry, Ph.D.
  • Department of Organizational Behavior
  • Case Western Reserve University

2
Appreciative Inquiry
  • A collaborative search to identify and
    understand the organizations strengths, its
    potentials, the greatest opportunities, and
    peoples hopes for the future.

3
What is AI?
  • Learn from the best of the our past
  • to envision our future
  • Celebrate and exploit our Positive Core
  • Create bold, positive images of our future to
    drive organizational change
  • Work together on ideas that most attract us

4
Whos Using It?
  • US Navy
  • British Airways
  • Roadway Express
  • MacDonalds
  • Dalai Lama
  • Nutrimental (Brazil)
  • Palestine/Jewish Entrepreneurs
  • Avon Mexico
  • American Red Cross
  • Cleveland Public Schools

5
Los 5 Principios de AI
  • El Principio Construccionista - Organizations
    move in the direction of what they most talk
    about.
  • El Principio de Simultaneidad - Change begins
    with the first question you ask.
  • El Principio Poético - Anything can be studied in
    every social system.
  • El Principio de Anticipación - Deep change
    change in our active images of the future.
  • El Principio Positivo - The more positive the
    anticipatory image, the more positive the change.

6
2 Key Questions
  • 1. What, in this particular context, has made
    (organizing) possible?
  • 2. What possibilities exist, latent or explicit,
    to have even more effective forms of
    (organizing) in the future?

7
Background
  • US Navy 6 AI Summits since 12/01
  • 250-300 persons each
  • 3.5 to 4 days each
  • Seaman to Admiral External Stakeholders
  • System-wide and community- centered
  • Chief Naval Operations
  • Family Services
  • Third Fleet Command Ship
  • Informational Professional Community - 2
  • Naval Reserves

8
Classic Leading of Change
  • Unfreezing Establish Urgency Form Coalition
    to Guide
  • Changing Create Vision Communicate
    Vision Empower Others to Act Plan/Create
    Short-term Success
  • Refreezing Consolidate Successes Eliminate
    Barriers
  • Intro. New Opportunities Institutionalize
    New Approaches
  • DecideAdvocateDefend

9
AI Summit 4-D Cycle
  • Discovery
  • Opportunity Call
  • Positive Core
  • History
  • Destiny
  • People Actions
  • Learning
  • Improvisation
  • Dream
  • New Story
  • Provocative Aspirations

Affirmative Topic
  • Design
  • 1 yr. Targets
  • Actionable steps


10
An Emerging View
Tapping into Passages
(Powley, 2002) Separation Initiation
(Liminality) Aggregation (Reincorporation)
  • Unleashing Positive Change
  • Affirmative Dislodgement of Certainty
  • Elaborating the Positive Core
  • Synchronous Experience of Positive Affect
  • Centrifugal Processes of Attunement

11
Propositions from our Experiences with AI
Summits
  • Positive change begins with an Appreciative
    Dislodgement of Certainty
  • Holistic (Re)Discovery through voice and
    storytelling
  • Separation (Turner, 1969) detachment of the
    person either from a fixed point in social
    structure or a set of cultural conditions (a
    state)

12
Propositions
  • Elaboration of the Cooperative Core Creates a
    Holding Environment that Encourages
    Experimentation and Enables Further Exploration
    of the Unknown
  • Positive Core is always rooted in cooperative
    acts
  • Psychological Safety
  • Experience of Liminality (Turner) Transition
    between stable states subjects are passengers
    through unknown territory where significant
    knowledge is revealed through sacred stories.
  • Connection to Communitas (Turner)

13
What would you call it?(all these things taken
together)
  • Achievements
  • Strategic opportunities
  • Cooperative Moments
  • Technical assets
  • Innovations
  • Elevated thoughts
  • Community assets
  • Positive emotions
  • Community wisdom
  • Core competencies
  • Visions of possibility
  • Vital traditions, values
  • Social capital
  • Embedded knowledge
  • Financial assets

14
The Positive Core
  • Complete Organizational Wealth Well-being
  • An Incredible Energy
  • Source of Continuity

15
Propositions
  • Synchronous Experiences of Positive Affect
    Generate Interest in Shared Possibilities
  • Positive sentiment from AI conversations
    stimulates non-required activity and more
    interaction (self-organizing). (Homans, 1950)
  • Cathartic Commitment derives from frame of mind
    and emotionality in which it is received the
    Affirmative Topic offers a business case and
    the Appreciative Inquiry interactions create
    positive affect (Sekerka, 2002)

16
Whole Organizational Connection to the Positive
Core
  • Elevates elicits positive emotions of hope,
    inspiration, confidence, joy raises
    intelligence expands the language of life
    (internal dialogue) increases in appreciative
    interchange and mutually elevating relationships
    heightens creativity, ignites decision making,
    increases collective capacity.
  • Undoes Negative Impacts releases, makes
    irrelevant, finishes the residual of negative
    past.
  • Protects Increases health, resilience,
    accumulation of power - like an increase in
    immune system functioning.

17
The Idea of Positive Change
  • Any form of organization change, re-design, or
    planning that begins with comprehensive analysis
    of an organizations positive core and then
    links this knowledge to the heart of any
    strategic change agenda.
  • Because human systems move toward what they
    persistently ask questions about, positive change
    involves the deliberate discovery of everything
    that gives a system life when it is most
    effective in economic and human terms.
  • Link the positive core directly to any strategic
    agenda, and changes never thought possible are
    more rapidly mobilized while simultaneously
    building enthusiasm, corporate confidence, and
    human energy.

18
Propositions
  • Acts of Positive Change are Spread and Sustained
    through Centrifugal Processes of Attunement
  • Process of Inclusion widening circles of
    dialogue about possibilities (Fry Srikantia,
    2000)
  • Center-out (vs. top-down)
  • Improvisational dynamics (Barrett, 2000) in
    egalitarian context

19
Call for an Appreciative Declaration of Faith
  • Positive Change is fostered through an
    appreciative declaration of faith in the
    universal goodness of human groups and
    organizations.
  • Recurring voice of possibility
  • James, Barnard, McGregor, Frankl

20
Pioneering Research Across Many Fields
  • An Emerging Vocabulary of Positive Change

21
Positive Images of Future Drives Positive Change
Many Disciplines
Placebo Effect Pygmalion Effect The Role of
Positive Emotions? Imbalanced Inner
Dialogue Cultural Consequences Learned
Affirmative Capacity
22
What Good are Positive Emotions?
JOY Play INTEREST Exploration CONTENTME
NT Savor Integrate LOVE All of the
above Positive Emotions broaden our
thought and action repertories B.
Frederickson
23
Empirical Support
  • In the moment, Positive Emotions
  • 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
  • (Fredrickson, Tugade, Waugh Larkin, 2002
    Tugade Fredrickson, 2002)

24
Empirical Support
  • Over time, Positive Emotions
  • Prevent depression
  • (Fredrickson, Tugade, Waugh, Larkin,
    2002)
  • Trigger Upward Spirals to Increase Well-being
    (Fredrickson Joiner, 2002 Tugade
    Fredrickson, 2002)
  • Build optimism, tranquility, and resilience
    (Fredrickson, Tugade, Waugh, Larkin, 2002)

25
A Theory of Positive Organizational Change
Activation of Energy
Expansion of RelatednessLow Universal
Capacity High
Fusion of Strength
Elevation of Inquiry
w
Inquiry into The Appreciable World
Initiating
Advancing
About PowerShow.com