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Re-ThinkingRe-ThinkingHuman Organization & ChangeHuman Organization & Changethrough Appreciative Inquirythrough Appreciative Inquiry

Ronald E. Fry, Ph.D.Department of Organizational Behavior

Case Western Reserve Universityrxf5@cwru.edu

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It is a Time for Re-It is a Time for Re-thinkingthinkingHuman Organization and Human Organization and ChangeChange

““We are at the very point in time when a 400-We are at the very point in time when a 400-year old age is dying and another is struggling year old age is dying and another is struggling to be born, a shifting of culture, science, to be born, a shifting of culture, science, society, and institutions enormously greater society, and institutions enormously greater than the world has ever experienced. Ahead, than the world has ever experienced. Ahead, the possibility of the regeneration of the possibility of the regeneration of relationships, liberty, community, and ethics relationships, liberty, community, and ethics such as the world has never known, and a such as the world has never known, and a harmony with nature, with one another, and harmony with nature, with one another, and with the divine intelligence such as the world with the divine intelligence such as the world has never dreamed.” has never dreamed.”

--Dee Hock, Founder & CEO--Visa--Dee Hock, Founder & CEO--Visa

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Deficit Theory of Change Deficit Theory of Change … and Cultural … and Cultural Consequences of Deficit Consequences of Deficit DiscourseDiscourse

Identify problemConduct root cause analysisBrainstorm solutionsand analyzeDevelop action plans

“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

Metaphor…Metaphor…Organizations Organizations are problems to are problems to be solved!be solved!

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Consequences Consequences of Deficit Discourseof Deficit Discourse

FragmentationFew New Images of Possibility… Self-Fulfilling Frames/QuestionsExhaustion &Visionless Voice“The Experts Must Know” …Dependence and HierarchySpirals in Deficit Vocabularies Breakdown in Relations/Closed Door Meetings/Decrease in Public Space/Cycle of despair …

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Appreciative Appreciative Inquiry Inquiry is a Shift…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

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Appreciative InquiryAppreciative Inquiry

A collaborative search to A collaborative search to identify and understand identify and understand the organization’s the organization’s strengths, its’ potentials, strengths, its’ potentials, the greatest the greatest opportunities, and opportunities, and people’s hopes for the people’s hopes for the future.future.

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What is AI?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

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Who’s Using It?Who’s Using It?

US Navy

British Airways Roadway Express MacDonalds Dalai Lama Nutrimental (Brazil) Palestine/Jewish Entrepreneurs Avon Mexico American Red Cross Cleveland Public Schools

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Los 5 Principios de Los 5 Principios de “AI”“AI”

El Principio ConstruccionistaEl Principio Construccionista - - Organizations move in the direction of what they most talk about.

El Principio de SimultaneidadEl Principio de Simultaneidad - - Change begins with the first question you ask.

El Principio PoéticoEl Principio Poético - - Anything can be studied in every social system.

El Principio de AnticipaciónEl Principio de Anticipación - - Deep change = change in our active images of the future.

El Principio PositivoEl Principio Positivo - - The more positive the anticipatory image, the more positive the change.

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2 Key 2 Key Questions…Questions…

1. What, in this particular 1. What, in this particular context, has made context, has made (organizing)(organizing) possible? possible?

2. What possibilities exist, latent 2. What possibilities exist, latent or explicit, to have even more or explicit, to have even more effective forms of effective forms of (organizing)(organizing) in the future? in the future?

#1. Peak Experience#1. Peak Experience

A story of a recentA story of a recent

““high point” high point” experienceexperience

# 2. Leading Positive # 2. Leading Positive ChangeChange

An exceptional moment of An exceptional moment of organizingorganizing

for Positive Changefor Positive Change

What do you value most about Your contribution…?

What do you value most about the contribution of

Others…?

…the Organization, situation, structure, task, etc…?

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#3. Envisioning #3. Envisioning thethe Future we Future we wantwant

Wake up from a long sleep…describe the ideal state as if it were happening.

3 Wishes for your organization so that Exceptional Leadership was experienced by everyone, everyday:

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Starting AI Starting AI InterviewInterview

(dialogue in pairs)(dialogue in pairs)A-->B (12 min) - #1 & #2B-->A (12 min) - #1 & #2A and B (6 min) - #3 Spirit of discovery – “eye of the child”Take brief notes At the end.. summary & thanks

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The Power of AI StoriesThe Power of AI Stories

• Stories stick like glue…Stories stick like glue…• Make information easier to Make information easier to

remember…”Whole brain”remember…”Whole brain”• Builds identities and fosters relationshipsBuilds identities and fosters relationships• Medium for conveying values, visionsMedium for conveying values, visions• Moves the internal dialogue of the Moves the internal dialogue of the

system…builds sense of cooperative system…builds sense of cooperative potentialpotential

• Human Hope…suspends notions of why Human Hope…suspends notions of why things cannot happenthings cannot happen

Story-getting and Story-telling areStory-getting and Story-telling are untapped management tools! untapped management tools!

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In Groups of Pairs:

• Introduce your partner with main headline or theme from his/her “highpoint” story

• List common “life giving” factors toExceptional Leadership that spanseveral of your stories (Question #2)

• Share the images for the Future that came up (Question #3) and list most

common wishes

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Metaphor… Metaphor… Organization as a Organization as a “wonder” to “wonder” to embraceembrace

DiscoveryDiscovery““What gives life?”What gives life?”

(The best of what is)(The best of what is)AppreciatingAppreciating

DiscoveryDiscovery““What gives life?”What gives life?”

(The best of what is)(The best of what is)AppreciatingAppreciating

DreamDream““What might be?”What might be?”(What is the world(What is the world

calling for)calling for)Envisioning ResultsEnvisioning Results

DreamDream““What might be?”What might be?”(What is the world(What is the world

calling for)calling for)Envisioning ResultsEnvisioning Results

DesignDesign““What should be—What should be—

the ideal?”the ideal?”Co-constructingCo-constructing

DesignDesign““What should be—What should be—

the ideal?”the ideal?”Co-constructingCo-constructing

DestinyDestiny““How to empower, learn,How to empower, learn,

and improvise?”and improvise?”SustainingSustaining

DestinyDestiny““How to empower, learn,How to empower, learn,

and improvise?”and improvise?”SustainingSustaining

AffirmativeAffirmativeTopic ChoiceTopic Choice

AI “4D”AI “4D”CycleCycle

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What would What would youyou call it? call it?(all these things taken together)(all these things taken together)

AchievementsStrategic opportunitiesCooperative MomentsTechnical assetsInnovationsElevated thoughtsCommunity assetsPositive emotions

Community wisdomCore competenciesVisions of possibilityVital traditions, valuesSocial capitalEmbedded knowledgeFinancial assets

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The “Positive Core”The “Positive Core”

Complete Organizational Wealth— ”Well-being”

An Incredible Energy

Source of Continuity

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Whole Whole Organizational Organizational Connection to the Connection to the “Positive Core”“Positive Core”

Elevates:Elevates: elicits positive emotions of hope, elicits positive emotions of hope, inspiration, confidence, joy; raises intelligence; inspiration, confidence, joy; raises intelligence; expands the language of life (internal expands the language of life (internal dialogue); increases in appreciative dialogue); increases in appreciative interchange and mutually elevating interchange and mutually elevating relationships; heightens creativity, ignites relationships; heightens creativity, ignites decision making, increases collective capacity.decision making, increases collective capacity.

““Undoes” Negative Impacts:Undoes” Negative Impacts: releases, makes releases, makes irrelevant, finishes the residual of negative irrelevant, finishes the residual of negative past.past.

Protects:Protects: Increases health, resilience, Increases health, resilience, accumulation of power - like an increase in accumulation of power - like an increase in immune system functioning.immune system functioning.

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The Idea of Positive Change

The Idea of Positive Change

Any form of organization change, re-design, or planning that begins with comprehensive analysis of an organization’s “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.

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Positive Change begins with Positive Change begins with Positive Topic ChoicePositive Topic Choice

Human systems move in the direction Human systems move in the direction of what we deeply and persistently of what we deeply and persistently ask questions aboutask questions about

Transformational topics are possible Transformational topics are possible in in anyany situation, and will generate situation, and will generate more positive change—every time.more positive change—every time.

The skill of framing and re-framingThe skill of framing and re-framing

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What would you rather What would you rather study?study?

Low MoraleLow Moraleoror

High EnthusiasmHigh Enthusiasm

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Exceptional Arrival Exceptional Arrival ExperiencesExperiences

Preface:Our goal is to provide an exceptional travel experience both in the air and on the ground.The handling of a flight’s arrival and baggage reconciliation is of equal importance to any other aspect of a passenger’s journey. The arrival experience is the time to leave a wonderful lasting impression. It also provides the opportunity to recover from any service shortfall the customer may have encountered. Focusing on Exceptional Arrival Experience demonstrates commitment to both our customers and to one another.

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Exceptional Arrival Exceptional Arrival Experiences (continued)Experiences (continued)

Describe your most memorable arrival experience, as a customer or, as airline personnel. What made it memorable for you? How did you feel?Tell me a story about your most powerful service recovery. Describe the situation.

What was it about you that made it happen? Who else was involved and why were they

significant? What tools did you use or what did you do that

others might be able to do when in a similar situation?

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Exceptional Arrival Exceptional Arrival Experience Experience (continued)(continued)

If you had a magic wand, how would you use it to enhance our overall arrivals experience for our customers? What ideas do you have to ensure exceptional arrival experiences for all our customers? And to make the process easier for us, as well!

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Affirmative Topic Affirmative Topic Creation:Creation: (Examples)(Examples)

Community in “Full Voice”

Transformative Cooperation

Culture of Inclusion

Remarkable Margins

Magnetic Work Environment

Exceptional Arrival Experiences

Business as an Agent of World Benefit

Leadership at Every Level

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FROM:FROM: “Throughput”“Throughput”

TO:TO: “Winning with “Winning with Employee-Driven Employee-Driven Throughput: Crushing non-Throughput: Crushing non-union competition by union competition by delivering unsurpassed delivering unsurpassed speed and leveraging speed and leveraging employee pride and employee pride and involvement.”involvement.”

Roadway ExpressRoadway Express

Why does AI Why does AI work?work?

Pioneering ResearchPioneering Research Across Many Fields: Across Many Fields:

An Emerging Vocabulary An Emerging Vocabulary of “Positive Change”of “Positive Change”

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Placebo Effect:

Pygmalion Effect:

The Role of Positive Emotions?

Imbalanced “Inner Dialogue”

Cultural Consequences

Learned Affirmative Capacity

Many Many DisciplinesDisciplines

Positive Positive Images of Images of Future Drives Future Drives Positive Positive ChangeChange

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What Good are Positive What Good are Positive Emotions?Emotions?

JOY JOY PlayPlay

INTERESTINTEREST ExplorationExploration

CONTENTMENTCONTENTMENT Savor & IntegrateSavor & Integrate

LOVELOVE All of the aboveAll of the above

Positive Emotions broaden our thoughtPositive Emotions broaden our thoughtand action repertories…and action repertories…

B. FredericksonB. Frederickson

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Empirical Empirical SupportSupport

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)

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Empirical SupportEmpirical 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)

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Applications of Applications of Appreciative Inquiry*Appreciative Inquiry*Applications of Applications of Appreciative Inquiry*Appreciative Inquiry*

Culture change Strategic Change/Planning Full Engagement of People: Schools

Communities, Networks, Movements, Organizations

Strength of Diversity: Cultures of Unity Labor-management partnerships Good Supervision Operational Excellence: “Optimal Margins” Mergers; New Teams Performance Valuation* AI & Organizational Transformation: Reports from the

field. R. Fry, et. al. (Eds.) Westport, CN: Quorum, 2001.

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There is No such thing as There is No such thing as a “Neutral” Question!a “Neutral” Question!

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Application DiscussionApplication Discussion

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AppreciativeAppreciative Leadership Leadership

To continuously Value the best in people and in the organization today

To continuously Inquire into the possibilities to do better in the future

To nurture and sustain the Positive Core

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“To survive and succeed, every organization will have to learn to turn itself into a change agent. The most effective way to manage change is to successfully create it. But experience has shown that grafting innovation on to traditional enterprise does not work. The enterprise has to become the change agent…It requires organized abandonment of things unsuccessful and exploitation of successes.

Peter F. Drucker

Managing in the New Society, 2002

The Call for Positive ChangeThe Call for Positive Change

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Remember…Remember…

Organizing is a miraclemiracle to be embraced

People and Organisations are “heliotropic”“heliotropic”

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ExceptionalityEssentialityEquality/Voice

We are born to Appreciate!We are born to Appreciate!

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Website For These Website For These SlidesSlides and for Sharing AI Tools and for Sharing AI Tools

http://ai.cwru.edu

(“Appreciative Inquiry Commons”, Weatherhead School of Management, Case Western Reserve University)

Please submit/share your new tools, stories, studies!