thinking and leading appreciatively

8/11/2019 Thinking and Leading Appreciatively

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Thinking and Leading

Appreciatively

Paul D. Tolchinsky, PhD27 March 2014

Learning & Development Summit V

Bucharest, Romania


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I Wish I Worked Here!

Melissa R:

When I think about our culture, I think about the many inspiring people

and experiences. I am so fortunate to have been involved in the growthof our company from the beginninga time when we did not have the

Ten Core Commandments on paper, but when they were practiced day

in and day out and became the foundation for our amazing culture

today. I have witnessed and been a part of dreams coming true for this

company, especially this past year and for that I am very grateful. I

recently took a sabbatical and was able to reflect on my time with the

company. The culture is one in a million and for me personally, one of

the greatest experiences of my life that I know will not happen again!

2


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And Here Too!

Brenda B:

I remember the first All Hands meeting that I attended for the company.

It was the first time I had the opportunity to see the culture in full force,and I can remember how proud and honored I felt to have been chosen

to work here. It was the first time that I was able to witness, for myself,

the close family bond that the company had built with its employees ad

I remember the great sense of relief I felt, know that this would be my

new home. I was amazed [still am] at what the company has been able

to accomplish with its culture and GREAT employer/employee

relationships. I can truly say that I feel like the FAMED Charlie of Willie

Wonka and the Chocolate Factory. I KNOW I have FOUND the golden

ticket!

3


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What is Energy?

The acquired ability to be physically energized,

emotionally resilient, mentally focused and spiritually

aligned with what matters most to you. (HPI Institute,

Canada)

A spark, motivation, something that propels the

individual and others around them to greater heights

(Wenzl, Austria)

Eastern cultures think in terms of potential energy (yin)and usable or kinetic energy (yang)

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What Creates Energy in Organizations?

HOPE POWER

5

Energy

MEANING


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Hope

Strengths

Resources

Leveraging Potentialities, Talents

Embraces Diversity

Comes from seeing the results of our efforts

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Power

Is Primarily About Inclusion and Engagement

Having Input and Being Involved, Being Heard

The Ability to Influence the Situation

Making a Contribution to the End Result

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REFLECTION: SMALL GROUPDISCUSSION # 1


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What Energizes/Gets You Pumped?

Think about your work life and the energy you have had in

different positions and situations.

Take moment and draw an energy line with all the peaks

and valleys:

5 minutes for everyone to draw their energy line, then 10

to share and highlight what creates the peak experiences.

Energy

Time


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Small Group Work for 15 minutes

At the peaks, what was going on that made it so?

At the valleys, what is blocking your energy?

Who/what is getting your best energy right now? What gets in the way of high energy for you?


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What Everyone is Looking For?

To Feel Valued

To Be Heard

To Have a Voice

To belong to a community in which they are

appreciated

To belong to a community that makes adifference in the lives of others

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LEADING APPRECIATIVELY


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Why So Important

Three quarters of the world's workforce is not committed

to their organization(Towers Perrin: Global Workforce Study 2009)

Over 50% of those under 30 are looking for something

more than a job

Only 8% of change efforts are successful in the

timeframe set

14 % were horrible failures

The #1 implementation issue is the speed of ownership andcommitment

Only 38% of employees think of their managers as a

good leader!


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Followers are Different Today

Younger works seek different environments and

cultures

They are more values oriented See themselves as highly capable and requiring little

leadership and little learning

Seek meaning and purpose with a social consciousness

Results do not cause results, the RIGHT ATTITUDE isTHE essential motivating force


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Roots of Positive Thinking and Whole-

Scale Change

PositiveConcepts

PositivePsychology

Seligman,Csikszentmihalyi

AppreciativeInquiry

David Cooperrider

Strengths-based

Management

Marcus Buckingham

Gallup

Positive

OrganizationalScholarshipKim Cameron

Focus: Individual Focus: Organization


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FEAR

FACTS

FORCE

THE OLD WAY OF LEADERSHIP


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THE NEW WAY LEADERSHIP


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Positive Deviants


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In every community thereare people whose

unusual practices or

behaviors enable them

to find better solutions toproblems than their

neighbors who have access

to the same

resources.


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The Old Sufi Mystic Parable

Nasrudin is a notorious smuggler who routinely crosses the

frontier with his string of donkeys, saddle bags loaded

with straw. Customs inspectors search in vain for the

contraband that accounts for his steady accumulation of

wealth. Years go by. Nasrudin retires. One day he

encounters the former chief of customs in a local tea

house. The retired officer broaches a long suppressed

question: Nasrudin, as we are now old men who have

ended our careers and are no longer a threat to eachother, tell me, during all those years, what were you

smuggling?


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Key Concepts of Appreciative Leading

Ownership not buy-in

The group is the guru

Dont decide aboutme, without me

Act your way into a

new way of thinking

What and how, not

why


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25

Core Ideas of Appreciative Learning

Focus on what works

Focus on positive deviation of organizational

performance

Learn from successes (even with the worstperformer)

Focus on development rather than on problem

solving

Bring positive energy to people and to theorganizations


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WE CAN NOT YET CLONE

PEOPLE, BUT WE CAN

ADOPT THEIR SUCCESSFULBEHAVIORS/STRATEGIES


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Its easier to ACT your way into a new

way of THINKING,

than to THINK your way into a new

way of ACTING


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Lao Tzu Said it Best

Go to the people. Live with them.

Learn from them. Appreciate them.

Start with what they know. Build withwhat they have. And with the best of

leaders, when the work is done, the

task accomplished, the people will say:We have done this ourselves.


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Finally---- Research Shows

The most effective leaders are always investing

in strengths

The most effective leaders surround themselveswith the right people and then maximize their

teams performance

The most effective leaders understand their

followers needs


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People Want:

To Be Heard

To Have a Voice in the Decisions that Affect Them

To Belong To Communities That They Can Believe in

To Have What They Need to Be Good Citizens in Their

Communities

To Stay Informed About How Their Communities Are Doing


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WHOLE-SCALE CHANGE


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Large Group Opportunities

Max mix represents

whole organisation

Real time change

Mass education and

validation of policies

Thoughts and ideas

of people who know

Commitment and

will to change

Do it in a new

way?


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Change Formula for Leadership

D x V x F > R

Vision of the Future

Resistance to

change

First Steps

Data, Drivers
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Appreciative Thinking

DiscoveryWhat gives life?

What gives energy?What does function

well?

DreamWhat might be?

What is important forthe world?

DesignWhat should be?How it could be?

DestinyHow to empower

How to do it?How to manage?


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1.LeadershipGives mandate and

develops attractive vision

2. Microcosm:a) plan and organize the process

b) create a common database

3. Large Group Workshops:Up to 2000 employees

Real-time strategic change

4. Microcosm:Evaluate and summarize date,

monitor progress

LSIPHow Does It Work?


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39

Large

GroupWork

Small

Group

Small

Group

Small

GroupSmall

Group

Small

Group

Small

Group

Small

Group

Small

Group

Small

Group

Large

GroupWork

Converge-Diverge Model


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Whole-ScaleChange Concepts

Arthritic Theory

Microcosms

Maximum Mixtures

Common Database

Uniting Head and Heart

DxVxF > R


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What is Whole-Scale Change?

Components

Systems Thinking

Simultaneity Socio-Technical Systems Theory

Action Research

Appreciative Inquiry


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Bibliography

www.positivedeviance.org, Best Site Available

you tube, positive devianceand you will find 5 or 6 short videos

Kim Cameron: Positive Leadership, Berret Koehler Publishers, San

Francisco. 2008

Kim Cameron: Organisational Effectiveness: Its Demise and Re-Emergence

through Positive Organizational Scholarship; Michigan Ross School of

Business; in "Handbook of Management Theory", London: Oxford

University Press

David R Marsh, Dirk G Schroeder, Kirk A Dearden, Jerry Sternin and

Monique Sternin, The Power of Positive Deviance, British Medical Journal,vol. 329, pp1177-1179, 2004)

Mihaly Csikszentmihalyi: Flow. Klett-Cotta 2007 (13.Aufl.)
http://www.positivedeviance.org/http://search.sweetim.com/search.asp?q=youtube%2C%20positive%20deviance&ln=en&src=1006&lcr=0&crg=3.27010003&st=12&barid={71691a5e-7f43-4c59-88c2-eb04b66d6be9}http://search.sweetim.com/search.asp?q=youtube%2C%20positive%20deviance&ln=en&src=1006&lcr=0&crg=3.27010003&st=12&barid={71691a5e-7f43-4c59-88c2-eb04b66d6be9}http://search.sweetim.com/search.asp?q=youtube%2C%20positive%20deviance&ln=en&src=1006&lcr=0&crg=3.27010003&st=12&barid={71691a5e-7f43-4c59-88c2-eb04b66d6be9}http://search.sweetim.com/search.asp?q=youtube%2C%20positive%20deviance&ln=en&src=1006&lcr=0&crg=3.27010003&st=12&barid={71691a5e-7f43-4c59-88c2-eb04b66d6be9}http://www.positivedeviance.org/

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