An effective way to change organizations

Rutine disruption

How to change an organization effectively?

An organizational change program based on David Coperrider’s Appreciative Inquiry offered by MoreInfo Usługi Doradcze – Leszek Sołtysik

New challenges = new strategy

• Your organization matured? The phase of quick growth is over? Are you threatened by competition and difficult conditions? It is the time for a turnabout – but to turn a ship is not the same as turning a kayak.

• A strategy is not a list of actions. Strategy is „the state of mind” of an organization – its success depends on: – unified understanding and acceptance of it as ones own

„state of mind” by the members of the organization;

– engagement of all powers of the organization in its realization;

• But, how do you make sure that everyone „reads” your strategy the same way?

Organizations are complex systems

• A system (organization) is complex, when it consists of many different parts (people, units, departments) that interact and interconnect in ways that are specific to that system, and the system has ability to self regulate and sustain its existence.

• Human complex systems are held together by „memes” – pieces of information defining shared knowledge, values and visions. The stronger the memes the stronger the connections among members of the organization.

Genetics analogy

Genotype (biological system)

• Genes define the physical existence of organisms – the body, its functions, behaviours, form of replications, interaction with other organisms

• Genes are the markers of belonging to the same species, they also define natural enemies

Memoplex (human system)

• Memes define psychological existence of humans – individual roles, behaviours, relation to others, convictions and believes, and the way they are replicated.

• Memes are the markers of belonging to the same human grup, they also define the treatment of non-members

Emer

gen

t beh

avio

ur

Layers of comlexity and control hierarchy

Chaos

Self-regulation

Adaptation & Evolution

Characteristics of a human complex system

Long term unpredictability

SYNERGIES AND ATTRACTORS (MEMES) KEEP THE SYSTEM TOGETHER

Mem

es

Complexity in organizations

• Relationships and the process of interaction is much more important than the structure

• Actions of various parts put together in a system create new emerging qualities that cannot be recognized at the level of parts.

• The key element that provides for self-balancing is the ability of organizations to learn from their actions – successes and mistakes.

• An organizations knowledge and memory is distributed in different parts and often it is not documented.

People

• We interpret ourselves and our relation to organization

• We identify ourselves with groups to which we belong

• A sense of purpose must exist to ignite our motivation

• We consciously learn and adapt to changing conditions

“The effective executive makes strength productive. He knows that one cannot build on weakness.

To achieve results, one has to use all of the available strengths – the strengths of associates, the strengths of the superior, and one’s own strengths. These strengths are the true opportunities.

To make strength productive is the unique purpose of organization. It cannot, of course, overcome the weaknesses with which each of us is abundantly endowed. But it can make them irrelevant. Its task is to use the strength of each man as a building block for joint performance.”

8 Peter Drucker

The Method

• By conscious use of the strengths of the organization as atractors of the complex system behaviour, we create patterns of positive change.

• The way to achive this is through Appreciative Inquiry - „...cooperative search for the best in people, their organizations, and the world around them. It involves systematic discovery of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms. ...” Cooperrider & Whitney

9

What is appreciative inquiry

• Inquiry – the act of seeking information by asking questions, studying, searching for truth

• Appreciation – the act of estimating the qualities of things and giving them their proper value, clear perception and recognition of what’s best

Appreciative does not mean:

• Flattering – Complacency, bragging and self – praise are not the goals of the inquiry! The goal is to recognize the strengths and to fully understand their potential.

• Lenient – Difficulties, mistakes and weaknesses should not be ignored, however, the focus of the inquiry is on conscious use of strengths to diminish the impact of weaknesses.

Is appreciative inquiry effective?

• Combination of appreciation and inquiry renewes and strengthens the most valuable memes of the organization.

• It reverses the traditional approach to organizational development - from „fixing errors” to „building on assets”.

• The following organizations use AI: Credit Union National Association (USA), U.S. Navy, ONZ, Hewlett-Packard, Wall-Mart, Chicago City, Nutrimental (Brazylia), AVON, John Deere, British Airways, BP Castrol, Canadian Tire and many more.

Problem solving vs. AI

Problem solving

• Identify problem

• Conduct root- cause analysis

• Develop solution options, analyse and choose the best

• Implement solutions

Appreciative Inquiry

• Appreciate the best of „What is”

• Imagine „What might be”

• Determine „What should be”

• Create „What will be”

Foundations

In every organization there is something

that works well

The act of asking influences both „the

asking” and „the asked”.

People are better prepared for the

journey into the future, when they can use the best experiences from

the past.

The language we use creates our reality

acc. David Cooperrider

Problem solving and appreciative inquiry are complementary

Problem solving

• Use it for gradual, „step-by-step”, improvements to existing systems and processes

• Direct towards the „KPI and stats” aspects of the organization

Appreciative Inquiry

• Use it for „whole system” change and innovation

• Direct towards the „human experience” side of organization

Principles of Appreciative Inquiry

• Constructionist Principle – our knowledge determines our actions

• Principle of Simultaneity – the change begins at the moment of asking a question

• Poetic Principle – we can choose how we „read” an organization

• Anticipatory Principle – deep change comes from active vision of the future

• Positive Principle – by appreciating and leveraging strengths we expand them

15 acc. David Cooperrider

The Treasure

• Achievements

• Strategic opportunities

• Product strengths

• Technical assets

• Innovations

• Elevated thoughts

• Best business practices

• Positive emotions

• Financial assets

• Organization wisdom

• Core competencies

• Visions of possibility

• Vital traditions, values

• Positive macrotrends

• Social capital

• Embedded knowledge

• Business ecosystem +s

eg. suppliers, partners,

competitors, customer

acc. David Cooperrider

The „4-D” Cycle of Appreciative Inquiry

The Treasure

Discovery

Dream

Design

Destiny

Define your topic What is?

What could be?

What should be?

What will be?

Typical program outline

Preparation of inquiry

Conference I

What do we want to learn?

Discovery phase

Appreciative interviews

Conference II Dream & Design

Launch of Destiny

4 weeks from start

12 weeks from start

16 weeks from start

Preparation of the inquiry

• Stakeholders buy-in to Appreciative Inquiry

• Appreciative Inquiry Awareness presentations

• Selection of Inquiry Leaders

• Training of Inquiry Leaders

• Initial mini-interviews

• Defining the topic of the inquiry

• Organization of the Conference I

Conference I

• Introduction to Appreciative Inquiry

• The stories of success and appreciative conversations

• Formulation of Inquiry Hypotheses

• Definition of detailed inquiry questions

Discovery

• Editing of the appreciative interview questions and interview manuals

• Assignment of interviewers and interviewees • Detailed plan of appreciative conversations • Continued communication about the program to all

levels of organization • Conducting the interviews and collecting the data • Making meaning of the data, publishing the most

interesting stories, best practices and inspiring reflections.

• Development of the Organization’s Treasure Map

Conference II

• Collective dream – image and narration

• Designing the future architecture of the organization

• Formulating provocative statements describing future vision of the organization

• Creating the road map for achieving the vision – formlating the list of short and medium term initiatives

Destiny

• Launch of innovation platform

– Innovation leaders

– Self-organizing work teams

– Communication

– Management support

• Realization of initiatives

• Systemic usage of appreciative inquiry as a tool for organizational development

How can I help?

• Introduce the concept

• Assist in planning and establishing budget

• Train and mentor the core project team

• Facilitate conferences, meeting and discussions

• Manage the project

THANK YOU FOR YOUR INTEREST

Leszek Sołtysik

[email protected]