Jane Farthing, Tony Silbert, Appreciative Inquiry Conference Baltimore, MD October 2, 2001

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Jane Farthing,Tony Silbert,Appreciative Inquiry
ConferenceBaltimore, MDOctober 2, 2001
Appreciative Inquiry Case Studies
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Discovering the Positive CoreA Case Study

• International departmental organization formed
  from two diverse legacy organizations
• Operationally joined, yet structurally separate

• Two organizational structures
• Two HR systems and programs
• Two distinct corporate cultures
• Many international cultures

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The Challenge Unleash the Power of the New
Organization

• Realistic business case,
• Supportive executives,
• Shared leadership,
• Professional staff,
• Similar vision mission,
• Similar work products

but, the synergies expected were not evident.
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Used CGEYs ePositiveChange Transformation
Approach
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Define Describe the Intent

• Interviewed leadership team
• Identified the core team
• Facilitated focus groups
• Included all work groups and levels
• Identified topics for the retreat
• Designed retreat
• Accelerate through the first 4 Ds
• Developed interview protocol

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Define Client Objectives

• Build mutual respect and trust
• Re-launch cohesive, high-performing team
• Review, reconfirm and gain commitment to the
  Mission and Strategic Plan
• Develop action plans to deliver on promises

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Define Pre-retreat Focus Groups

• Identify topics of interest
• Create trust with the facilitation team
• Communicate leadership commitment for change

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Focus Group Results--Opposite Attraction?

• Methodical
• Careful
• Prudent
• Chaotic
• Slow
• Risk averse

• Flexible
• Innovative
• Fast moving
• Systematic
• Forward thinking
• Risk taking

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Discovering the Positive Core

• Appreciative Interviews designed to
• Interview member from other organization
• Discover strengths, talents, capabilities
• Debrief designed to
• Capture the shared spirit
• Highlight the similarities
• Create a sense of common purpose

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The Positive Core Mosaic
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Dream Design The Topics

• Robust Communications
• Participatory Decision Making
• Leadership Responsiveness
• Connected Operating Agreement
• Inspired and Productive Teams
• Powerful Staff Development

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Deploy Action Plan to Implement

• High-level next steps, accountability, dates
• Follow-up meeting with the core and leadership
  teams
• Debrief retreat
• Share learnings
• Plan sustaining actions

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Lessons Learned

• Sometimes you need to let participants express
  frustrations so that they can move beyond where
  they are
• Be flexible in your delivery to adjust for the
  needs of the group
• Let the energy you felt the first time you
  experienced AI boost your confidence in using it

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QA
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BREAK
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Setting the Strategic Agenda for IT
Transformation using the ePositiveChange approach

• Global financial/insurance company
• Approximately 50,000 employees world-wide
• Annual revenue 20 30 billion
• Transform major component of the IT organization
• Approximately 2,000 employees
• Support majority of business functions

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Evolution vs. RevolutionTransition vs.
Transformation The Mindset Challenge

• Creating a service culture
• Move to consulting services operating model
• Demonstrating strategic value of IT
• articulate the value of this transformation for
  business clients and partners
• Transforming while Performing
• create positive change transformation strategy
  and plan to gain organizational alignment
• create commitment, momentum, and excitement for
  the transformation
• Keep the lights on during the transformation

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ePositiveChange Transformation Approach
Define
Discover

• Dream Design
• Envisioning What
• Might be Co-constructing What Should be
• Develop positive change guiding principles
• Create future state operating model
• Create future state roadmap

Articulating the Intent
Appreciating the Best of What is

• Integrated project team
• Awareness session
• Develop interview protocol

• Conduct appreciative interviews
• Discover Internal Best Practices
• Discover Positive Core Positive Deviance Profile

Deploy
Delivering Sustaining the Destiny
Dream Design Defined

• Replicate ePositiveChange process
• Embed into work streams
• Leadership launch sessions
• Functional summits
• Develop Positive Change capacity
• Create a constructive culture

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Define Articulate the Intent

• Phase 1 Eight Weeks from Define to Destiny
• Accelerating transformation
• ePositiveChange approach, Adaptive IT,
  DesignShopTM
• Integrated project team
• Kick-off interview defining success The Way
  We Work
• Weekly ongoing transformation team meetings
• Sponsor Session (Design Day 1)
• Appreciative Inquiry theory and principles
• Conducted Positive Change interviews
• Developed tailored interview protocol

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Discover Sponsor Session

• Appreciative Inquiry Awareness
• AI theory and principles David Cooperrider
• Conducted paired interviews
• Developed tailored interview protocol for IT
  organization

• Topics
• Continuous transformation
• Revolutionary partnerships
• Adaptive and innovative environment

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Discover Interview Packet Structure

• Purpose of interviews
• Overview of interview process
• Tips for conducting interviews
• Interview questions
• Interview summary collection form

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Discover Interview Process Logistics

• Interview protocol validated
• Positive Change sub-team session to validate
  interview packet design
• Pilot interviews
• 130 interviews conducted in three weeks
• Broad cross section of IT organization and client
  stakeholder population

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Dream Design Three Days to Destiny

• Positive Change components/inputs
• Quotable quote wall
• Compelling stories
• Visions of the future - novelty
• What is valued most - continuity
• Positive Core
• Positive Deviant profile

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Dream Design Three Days to Destiny (Cont.)

• Developed transformation guiding principles
• To design future state operating model
• To guide implementation
• Iterated Positive Core and Positive Deviant
  profile
• Integrated Positive Change approach with CGEYs
  DesignShopTM approach

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Destiny Dream and Design Defined

• Commitment statement signed
• Created future state operating model consulting
  services model
• Created future state activities roadmap
• Actions since DesignShop

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Deploy Delivering and Sustaining the Destiny

• Embed Positive Change in work streams
• Develop interview protocol for selecting key
  leaders
• Design and deliver leadership launch sessions
• Design and deliver functional summits
• Create positive change network

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Lessons Learned

• Strong validation for Appreciative Inquiry
  approach in transformation efforts
• Positive change interview data and process
  ignited this transformation
• Helped shift to positive vocabulary consulting
  team and client organization
• Trust the process get multiple viewpoints and
  voices in the room, creates meaningful dialogue

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Lessons Learned (Cont.)

• Best way to enroll people is to experience the
  interview process
• Shift towards leading change and co-creating
  future organization operating model
• Demonstrated value of combining positive change
  approach with DesignShop methodology
• Modified CGEYs Adaptive IT approach

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Exercise
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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 strengths. 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?

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QA