1. Bliss W. Browne President, Imagine Chicago www.imaginechicago.org Imagine: A Conversation with the Future

2. I’ve come here to tell of a powerful thing, A thing as enchanting as flowers in spring. It tickles your mind and opens the door To stories and wonder, and oh, so much more! This thing leads the way to worlds still unknown And each time you meet one, you’ll find YOU have grown! What is this magical thing?? (Can you guess?) Are you starting to wonder? (I hope you say yes!) You are already holding a very big clue Whenever you say How? What? Why? When? Where? Who? This BIG thing’s a QUESTION, a question that’s tall (for the thing about questions is none need be small) Each one has a purpose, each springs from a place Of mystery in us that’s quite hard to trace. And the magic discovered with practice, I find, Is strengthening questions that open the mind Asset-based questions inspiring and bold That stretch the world bigger just so it can hold The wonder created by what we have dared To hope and to ask and, with smiles, to have shared! ~ Bliss W. Browne December 5, 2008

3. What is the shape of hope? What images of hope have authority in you? When was a time you trusted beyond doubt that “people working together can really can make a difference… “ When have you stood in your strengths most fully and shared them most eagerly? Hope Mapping

4. What questions shape your growing edge right now? What are you curious about, eager to understand better? What have you learned here that makes you glad to have come? Please share with someone near you an image of hope, a current question, and the name of someone who has inspired you at this conference. Opening Worlds ? ?

5. A question is a living edge that opens a world, opens a system. What worlds are your questions creating? Where do they lead? What assumptions do they reflect and reinforce? What worlds are your questions creating? Where do they lead? What assumptions do they reflect and reinforce? Setting a Direction and Invitation: The Power of the Question

6. The Questions We Ask Determine What We Find People want and need to create better worlds (and questions); People want and need to create better worlds (and questions); Constructive questions move us forward and help us identify experience we can draw on to get there. Constructive questions move us forward and help us identify experience we can draw on to get there. People feel confident and energized to move into the future when they can bring with them experience that is trusted in areas that are of high value and impact. People feel confident and energized to move into the future when they can bring with them experience that is trusted in areas that are of high value and impact.

7. Leaders enable learning Leadership is neededwhenever the learning in hand is not sufficient to the challenge at hand. Leadership is needed whenever the learning in hand is not sufficient to the challenge at hand. Ronald Heifetz, Leadership Without Easy Answers

8. Inspiring Leadership Requires Constructive Language and Questions The challenge: The challenge: Problem and deficit-based culture of public communication Cynicism which passes for sophistication

9. SOCIALLY CONSTRUCTION OF KNOWLEDGE : Knowledge is relational. There is no “immaculate perception.” W e create the worlds we live in with our words and questions. Language is a moral choice! Our worlds are continuously recreated through dialogue. SOCIALLY CONSTRUCTION OF KNOWLEDGE : Knowledge is relational. There is no “immaculate perception.” W e create the worlds we live in with our words and questions. Language is a moral choice! Our worlds are continuously recreated through dialogue.

10. We live out of what we believe to be true.

12. What makes a question powerful, stretching, interesting, bridging? What makes a question powerful, stretching, interesting, bridging?

13. World-changing questions put to me in October 1991: What is God’s dream for Chicago? What would it take to bring it to life?

14. A New World Opens The animating image awakened in response: The recycling symbol as an image of the Trinity and of God’s economy in which nothing and no one is wasted The resulting next question: How can we encourage people to think about Chicago as a whole, to create a place to belong and a way to make a difference for everyone, especially those whose gifts have been discounted?

15. Imagine Chicago Track record of nurturing hope and civic investment on six continents since 1992 Track record of nurturing hope and civic investment on six continents since 1992 Holding space for what’s possible Holding space for what’s possible –across generations –across cultures –across sectors –across divisions of geography and economics

16. IMAGINE CHICAGO mission: Cultivate hope and civic engagement Cultivate hope and civic engagement Catalytic partnership projects that build capacity Catalytic partnership projects that build capacity –of the individual participant –of their organization –of the city UNDERSTAND, IMAGINE, CREATE!

17. How do we create opportunities for exchanges of ideas, resources and experiences that generate new public knowledge, expand civic engagement and enhance public good – in a way that is reliably inspiring and productive?

18. IMAGINE CHICAGO Key Decisions Positive communications frameworks are essential to fostering hope and imagination – ask constructive questions around affirmative topics. Positive communications frameworks are essential to fostering hope and imagination – ask constructive questions around affirmative topics. Involve young people as leaders of the process to disarm the cynicism and activate hope Involve young people as leaders of the process to disarm the cynicism and activate hope

19. Imagine Process –UNDERSTAND best of what is-- affirmative, value-oriented, connecting –IMAGINE what can be--possible, particular, hopeful –CREATE what will be--practical, visible, organized

20. How does IC encourage constructive community participation? Recognize what community values Recognize what community values Connect people and opportunities Connect people and opportunities Leverage existing community networks, especially organizations which cross boundaries Leverage existing community networks, especially organizations which cross boundaries Encourage creativity of expression Encourage creativity of expression Create constructive public dialogue and encourage articulation of what community members most want and how it can happen Create constructive public dialogue and encourage articulation of what community members most want and how it can happen

21. n Intergenerational civic interviews n Citizen Leaders n Urban Imagination Network (school/community partnerships and family literacy) n American Pluralism and Identity (NEH) n Ubumama (arts-based global maternal health project) Imagine Chicago examples

22. What Have We Learned Inspires Community Engagement? Inviting Inclusive Participation Inviting Inclusive Participation Strength-based Communications Strength-based Communications Animating Vision and Voice Animating Vision and Voice Constructive Reframing Constructive Reframing Designing Enabling Structures Designing Enabling Structures Building Collaborations Building Collaborations Empowering and Aligning Action Empowering and Aligning Action

23. TRADITION I NNOVATION MANAGED CHANGE The Generative Edge * Successful community engagement requires pathways to participation that include everyone.

24. Strength-based communications: Creating a Culture of Possibility Language is a moral choice To frame social development in problem talk creates expertise and focus on what communities don’t want and what doesn’t work. To regenerate communities requires focusing on possibilities, focusing on what works instead of what’s wrong.

25. Deficit-based analysis, while powerful in diagnosis, undermines human organizing because it evokes a sense of threat, defensiveness and deference to experts and hierarchies. Innovation methods that invite people to envision positive images of the future grounded in the best of the past have greater potential to produce deep and sustaining change. Problem solving is limited as a process for inspiring and sustaining human systems change

26. "Felt Need" Appreciating "Felt Need" Appreciating Identification of Problem The Best of "What is" Identification of Problem The Best of "What is" Analysis of Causes Imagining Analysis of Causes Imagining What might be" What might be" Analysis of Possible Solutions Designing Analysis of Possible Solutions Designing "What we most want" "What we most want" Action Planning Innovating Action Planning Innovating “ What will be" “ What will be" BASIC ASSUMPTION:BASIC ASSUMPTION: BASIC ASSUMPTION:BASIC ASSUMPTION: LIFE IS A PROBLEM TO BE SOLVED LIFE IS A MYSTERY TO BE EMBRACED LIFE IS A PROBLEM TO BE SOLVED LIFE IS A MYSTERY TO BE EMBRACED Note: From D. L. Cooperrider and Associates (1996). A constructive approach to organization development and change. Problem Solving vs. Appreciative Inquiry

27. Appreciative Inquiry A major assumption of AI is that in every organization/ community some things work well. Lasting change can be catalyzed by identifying what works, and building on that. A major assumption of AI is that in every organization/ community some things work well. Lasting change can be catalyzed by identifying what works, and building on that. AI engages people in asking questions around affirmative topics that evoke powerful, grounded stories. Sharing those stories stretches the collective imagination. New partners connect and find energy to bring the envisioned future into being. AI engages people in asking questions around affirmative topics that evoke powerful, grounded stories. Sharing those stories stretches the collective imagination. New partners connect and find energy to bring the envisioned future into being.

28. Appreciative Inquiry Process Select key affirmative topics – topic choice is a fateful act. (These are orienting beacons… What do you most want to understand? ) Select key affirmative topics – topic choice is a fateful act. (These are orienting beacons… What do you most want to understand? ) Identify and Value the “Best of What Is” using open- ended constructive questions. Identify and Value the “Best of What Is” using open- ended constructive questions. Collectively discuss and imagine what can be, building on this trustworthy foundation Collectively discuss and imagine what can be, building on this trustworthy foundation Design systems and structures which enable this vision to be lived Design systems and structures which enable this vision to be lived Work together to create the shared vision. Work together to create the shared vision.

29. Encouraging Constructive Experiences of Difference Uncommon partners often produce the most innovative outcomes since difference helps to shift perspectives. Uncommon partners often produce the most innovative outcomes since difference helps to shift perspectives. Positive experiences of difference (e.g. constructive conversations and joint action among unlikely partners) enlarge the possibilities for cooperative action and mutual accountability. Positive experiences of difference (e.g. constructive conversations and joint action among unlikely partners) enlarge the possibilities for cooperative action and mutual accountability.

30. Embodying Hope: Animating Vision/ Enabling Structure Communities need opportunities to articulate visions of what they want and are willing to work for. People find energy to move forward together toward the future they have imagined if there are structures that support collective action on behalf of their visions. Communities need opportunities to articulate visions of what they want and are willing to work for. People find energy to move forward together toward the future they have imagined if there are structures that support collective action on behalf of their visions.

31. Futures Triangle PUSH PULL WEIGHT Sohail Inayatullah www.metafutures.org - Sohail Inayatullah www.metafutures.org Futures Triangle

32. Shifting frames and setting direction for Constructive Change. Don’t want ?? Do want Visible difference

33. Reframing leadership from expert model to teamwork serving the whole v Reframing leadership from expert model to teamwork serving the whole. Image: musicians jamming. Image: musicians jamming. Trusting open-ended process. Image: open book. Some chapters not yet written but there is a v Trusting open-ended process. Image: open book. Some chapters not yet written but there is a history here. Communities get to write their own next chapters building on a proud past. Policymakers respond to what communities propose rather than set out an agenda communities have to fulfill. history here. Communities get to write their own next chapters building on a proud past. Policymakers respond to what communities propose rather than set out an agenda communities have to fulfill. v Harnessing local energy rather than social control. Image: garden maze with only one way in. and no way through but couple hovering above asking “Why not fly?” How can the path to the future be reimagined locally by communities rather than limited by external views and forces? v Clear and open communication with positive framing and actions. “Bloomin’ communities” or “communities in bloom”? Solving problems creates co-dependency between organizations and problems. There is an alternative. Image: bright yellow flower not yet finished growing. Grass roots are ideas (ah-ha moments). Stems of development support growth. v Following path of hope and respect. Image: Path of hope with inspiring people…fun…laughter, telling stories, working in partnership, engaging…optimism, creativity, action purpose honesty, realism, this makes sense Risk taking. Image: Can of worms in various stages of being opened. Have to risk opening can of worms for other things to become possible. If you open up the cans, worms can escape. Mayor of Singapore: important not to confuse worms and caterpillars Risk taking. Image: Can of worms in various stages of being opened. Have to risk opening can of worms for other things to become possible. If you open up the cans, worms can escape. Mayor of Singapore: important not to confuse worms and caterpillars Communities Scotland Masterclass Images of community empowerment

34. Leadership Dynamics An Animating Vision (listen for this and help name it) An Animating Vision (listen for this and help name it) Enabling Structures Enabling Structures Practices that show it is possible to live this way Practices that show it is possible to live this way Uncommon connections that keep the system open Uncommon connections that keep the system open

35. Harnessing Imagination for Public Good How can we encourage expression of worthy (and accessible) images of public life? (positive image/positive action) How can we encourage expression of worthy (and accessible) images of public life? (positive image/positive action) How can we learn to be “skilled midwives” for birth of community dreams? How can we learn to be “skilled midwives” for birth of community dreams? How will we help sustain the lives of those who take the risk of giving birth to something new— and create structures that sustain the promise of life which is coming to birth? How will we help sustain the lives of those who take the risk of giving birth to something new— and create structures that sustain the promise of life which is coming to birth?

36. www.ubumama.org YES, WE CAN!

37. What question would you appreciate being asked? What question would you love to see your community/country asking and exploring over the next 3-5 years? What worlds will you invite into being with your questions? How will you expand a culture of blessing? TAKE THE PLUNGE AT TEA-TIME AND SHARE…