1. Appreciative Inquiry: Leadership in Context Leading Transition United Nations University International Leadership Institute Maria Fernanda T. da Costa

2. Our day today n Introduction of AI main concepts; n Experience of AI intervew about Leadership in Context; n Group work crafting images of future leadership in the world; n Presentations;

3. What is Appreciative Inquiry?

4. A Positive Revolution in Change

5. The Birth of Appreciative Inquiry “I think the seed of the question emerged on me when was junior in College. And it was a very powerful experience for a young man to visit the site of the first atomic bomb. And I felt some powerful feelings and it felt like an atomic bomb of awareness was going off inside of me...

6. The Birth of Appreciative Inquiry “And the awareness was shaking me away to the miracle of life of this planet, to the fragile and the whole miracle of life on this planet that’s in our hands more than we think...

7. The Birth of Appreciative Inquiry And so a question came to me at that time: “What in the social sciences might be as positive in the process of human relationships and as powerful as the atomic bomb is in the negative sense?” That was the seed of Appreciative Inquiry

8. The Birth of Appreciative Inquiry “The world isn’t a problem to be solved but it’s a miracle to be embraced. If we can cultivate this awareness everyday, and begin to raise awareness of what is it that gives life to human systems, we might be able to help that process of building more and better life.” David Cooperrider

9. n Begin with David Cooperrider & Suresh Srivastva in 1987...

10. And now is all over: n United States n Canada n South America n United Kingdom n Europe n Australia n New Zealand n Africa n Asia

11. What Is Appreciative Inquiry Used For? n Dialogue with people n Take ownership from past experience n Involve whole organisation or community in change n Build a vision for the future that everyone can share and help put into practice

12. What Is Appreciative Inquiry Used For? n Strategic Planning n School Improvement n Action Research n Evaluation n Mentoring & Performance Management n Leadership Training n Community Development n Customer Service / Client Satisfaction n Culture Change & Transformation

13. Some examples... n United Religions Initiative n Roadway Express, GTE, Hunter Douglas n Nutrimental Foods Brazil n U. S. Environmental Protection Agency n Avon Mexico n The Children’s Hospital of Philadelphia n Discover Nepal n The Whaiti School New Zealand

14. Ap-pre’ci-ate (verb) n Valuing... –the act of recognizing the best in people or the world around us; –affirming past and present strengths, successes, and potentials; –to perceive those things that give life (health, vitality, excellence) to living systems n To increase in value, e.g. the economy has appreciated in value –Synonyms: valuing, prizing, esteeming and honouring

15. In-quire’ (kwir) (verb) n the act of exploration and discovery n to ask questions; to be open to seeing new potentials and possibilities Synonyms: discovery, search, systematic exploration and study Synonyms: discovery, search, systematic exploration and study

16. Deficit Theory of Change…And How Pervasive. n Identify problem n Conduct root cause analysis n Brainstorm solutions and analyze n Develop action plans/intervention Metaphor: Organizations are problems to be solved

17. Cultural Consequences of Deficit Discourse n Fragmentation n Few New Images of Possibility n “The Experts Must Know”…Dependence and Hierarchy n Spirals in Deficit Vocabularies n Breakdown Relations/Closed Door Planning n Note: For More see Ken Gergen Realities and Relationships Harvard University Press.

18. Appreciative Inquiry is a Shift... Organizations Are Centers of Human Relatedness, Alive With Infinite Capacity, Strength & Possibility Strength & Possibility

19. What would you call it? (all these things taken together) n Achievements n Strategic opportunities n Technical assets n Innovations n Elevated thoughts n Best practices n Positive emotions n Financial assets n Tacit Wisdom n Core competency n Visions of possibility n Vital traditions n Positive macrotrends n Social capital n Strengths: Business ecosystem e.g. strengths suppliers, partners, customers

20. The Positive Core AI systematically and collaboratively creates a knowledge link between the entire system and the life-generating core of past, present, and future capacities…and this ignites change

21. Discovery “What gives life?” (The best of what is) Appreciating Discovery “What gives life?” (The best of what is) Appreciating Dream “What might be?” (What is the world calling for) Envisioning Results Dream “What might be?” (What is the world calling for) Envisioning Results Design “What should be - the ideal?” Co-constructing Design “What should be - the ideal?” Co-constructing Destiny “How to empower, learn, and adjust/improvise?” Sustaining Destiny “How to empower, learn, and adjust/improvise?” Sustaining Affirmative Topic Choice The “4-D Cycle”

22. “No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.”

23. “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

24. Principles of Appreciative Inquiry n Constructionist Principle n Simultaneity Principle n Poetic Principle n Anticipatory Principle n Positive Principle n Wholeness Principle

25. Constructionist Principle: Words create Worlds The language we use shapes our reality From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

26. Constructionist Principle: Words create Worlds Words Are Tools: To a hammer everything is a nail!

27. Simultaneity Principle: Inquiry creates change The act of asking questions influences the outcome in some way From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

28. Simultaneity Principle: Inquiry creates change Reality is created in the moment and there are multiple realities From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

29. Poetic Principle: We can choose what we study Organizations, like works of art, are endless sources of study and learning Organizations, like works of art, are endless sources of study and learning

30. Anticipatory Principle: Image Inspires Action What we focus on becomes our reality From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

31. Anticipatory Principle: Image Inspires Action n Human systems move in the direction of their images of the future n Positive image leads to Positive action

32. Positive Principle: Positive Questions Lead to Positive Change –Brings out the best in people –Inspires positive action –Creates possibilities –More sustainable –“magnectic work environments” X “low morale” “low morale”

33. Genius is in Creating the Question “What would the universe look like if I were riding on the end of a light beam at the speed of light?” (Albert Einstein)

34. n Powerful placebo n Pygmalion effect n Positive affect & learned helpfulness n Imbalanced inner dialogue (2:1) n Positive imagery as a dynamic force n Affirmative capability Six main areas of research:

35. Leadership tips from David... n You know, a couple of years ago I met Peter Drucker and asked him, “What is your definition of good leadership?” He said, “It’s very simple. The task of the leader is to create an alignment of strength that make people’s weaknesses irrelevant.”

36. Leadership tips from David... Three Facts About All Human Beings: –Exceptionality –Essentiality –Equality of Voice and Vision

37. Acknowledgements n A debt of gratitude is owed to the CWRU Apreciative Inquiry website and all it´s collaborators, specially: –David Cooperrider –Cheri Torres –Sue James

38. Maria Fernanda Teixeira da Costa Phone: (55 11) 3178 3544 Mobile: (55 11) 9198 7329 mariafernanda@elosbrasil.org.brhttp://www.elosbrasil.org.brhttp://appreciativeinquiry.cwru.edu/