1. Igniting Leadership at all Levels: EPA-ORD Working Together to Ensure the Earth’s Vitality Pervasive Leadership Liberating Collaboration Engendering Trust * Slides for the ORD’s Leadership Summit Jan. 2003 in Baltimore. See http://ai.cwru.edu for David Cooperrider’s articles on Appreciative Inquiry (AI) and the “AI Summit” Large Group Planning Process. http://ai.cwru.edu

2. “Internal & External Stakeholders” Caring Voices Students STAR fellows Regional and other EPA staff Other government agency staff Business leaders SES candidates Program office representatives College dean ORD –Engineers –Administrative –Scientists –Management

3. The First International Conference on Appreciative Inquiry U.S. Environmental Protection Agency Office of Research and Development Presentation to ORD Leadership Summit January 2003 Creating an ORD Where Everyone Counts Henry L. Longest IOAA

4. Our Recent History We started in 1995 when ORD was reorganized We held Williamsburg I and II-to listen to our people about change Management Meeting on our Strategic Plan Administrative Conference -“Partners in Excellence” The Science Forum, May 2002 and now a Leadership Summit to ignite Leadership at all levels

5. Our Commitment to Change Throughout the last six years we have also implemented five ORD Organizational Climate Surveys with the last survey resulting in 75% response from you We continue to ask you and you continue to tell us! We are committed to continuing our change efforts and today begins a new era for ORD

6. The Question “Is this the BIG one?”

7. The Answer Yes, this is the BIG one!

8. Why We Need Pervasive Leadership Our theme today and for the next few days is pervasive leadership—why do we need it –A “retiring” explosion in the next few years with high projections of turnover –Need new energy and new blood –SES Candidates-None from ORD

9. ORD Rankings – Executive Core Qualifications The Agency used a selection process based on 5 Executive Core Qualifications. ORD ranked this way 1.HighestCommunications/Building Coalitions 2.HighResults-Driven 3.MediumLeading Change 4.LowestLeading Peopleand 5.LowestBusiness Acumen

10. ORD Results – SES Selection Total number of applicants655 ORD applicants 40 (6%) (ORD is 10% of the Agency) Round 1 Of the Top Ranked 200 ORD applicants selected to move on 11 (5.5%) (Based on core qualifications review) Round 2 After SES Panel review Round 3 4 After Assessment Center and Interview Panels ORD applicants selected for program

11. ORD Results – SES Selection ZERO!!!!! Our history is top down and it doesn’t work anymore!

12. High Point Leadership Experience Senior Master Sergeant relied on group leaders Group leaders relied on their people Their people relied on each other and their leaders They listened to each other, helped each other And got the job done

13. High Point Leadership Experience The result? Completion of the 40 units Everyone pulling their weight Relying on each other Trusting each other Celebration of getting the job done together!

14. Leadership Lessons from Football The New York Times reported the reason why the Jets won: –...” We had energy out there and we were feeding off each other...among the Jets now, players listen to coaches, coaches listen to players, players listen to players. They are all absorbing the teaching, the preparation, sharing knowledge, trusting each other.” Struck by the collaboration at every level resulting in a BIG win, the reporter wrote. “You get that and you get a beautiful thing!!! (41 - 0) !!!

15. My Charge to You Make the most of the days ahead Step outside of the box Talk with each other Discover, dream and plan Create an ORD where EVERYONE counts –An ORD for tomorrow –An ORD working together to ensure the earth’s vitality!

16. It is not just change, but change in the order of magnitude of change… The change that is taking place on the earth and in our minds is one of the greatest changes ever to take place in human affairs, perhaps the greatest, since what we are talking about is not simply another historical change or cultural modification, but a change of geological and biological as well as psychological order of magnitude. We are changing the earth on a scale comparable only to the changes in the structure of the earth and of life that took place during some hundreds of millions of years of earth development.. --Thomas Berry, Dream of the Earth

17. A Time to Re-think Human Organization and Change… Thank God our precious time is now – M.L. King Global Context of Democratization End of Apartheid No Limits to Cooperation & No Boundaries in Knowledge Anticipatory Learning… and Whole Systems Thinking Together

18. We are at the very point in time when a 400-year old age is dying and another is struggling to be born, a shifting of culture, science, society, and institutions enormously greater than the world has ever experienced. Ahead, the possibility of the regeneration of relationships, liberty, community, and ethics such as the world has never known, and a harmony with nature, with one another, and with the divine intelligence such as the world has never dreamed. --Dee Hock, Founder & CEO--Visa

19. Ap-pre’ci-ate, v., 1. Valuing … –The act of recognizing the best in people and the world around us; –Affirming past and present strengths, successes, and potentials; –To perceive those things that give life (health, vitality, and excellence) to living systems. 2. To increase in value, e.g. the economy has appreciated in value. –Synonyms: valuing, prizing, esteeming, and honoring.

20. In-quire’ (kwir), v., 1. The act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials and possibilities. –Synonyms: discovery, search, study and systematic exploration.

21. What is an “AI” (Appreciative Inquiry) Summit?

22. The AI Summit: Key Characteristics  “Whole System” in the Room  Task is Clear  Future Focus & Continuity Search  Self-Management, Dialogue, Inquiry  Honor Differences, Discover Common Ground  3-4 Day event/100 to 2000 Participants  Uncommon Action/Follow Through— Leadership at Every Level  Exciting Examples: Navy, Cleveland Clinic, Roadway, etc.

23. Discovery Opportunity & Call Positive Core Discovery Opportunity & Call Positive Core Dream Images of Future Shared Visions Dream Images of Future Shared Visions Design Possibility Propositions Ideal Organizational Designs Design Possibility Propositions Ideal Organizational Designs Destiny Actions/Projects Pilots Improvisation Destiny Actions/Projects Pilots Improvisation AI Summit “4-D” Cycle Igniting Leadership Every Level: Working Together to Ensure the Earth’s Vitality

24. Today DISCOVERY Opening Inquiry Forming Groups: Trends, Events, Opportunities, and patterns/causes of moments of effectiveness Analysis of the “Positive Core” for Our Future Continuity, Novelty, Transition: Three Tasks of Leadership Stories of Change In the Area of “Pervasive Leadership at Every Level” e.g. US Navy, Roadway The Future of Science…Getting Ready for Tomorrow

25. Opening Conversation (using all 6 questions on page 4-8) A-->B (40 min) B-->A (40 min) Spirit of discovery Someone from a different function, level, etc. Take brief notes, search At the end.. summary & thanks return at: 10:50

26. Self Management and Group leadership roles… Discussion leader Timekeeper Recorder reporter

27. Groups Form: 2+2+2+2=8 see worksheets, p. 10-11 1. Introduce your partners vis-à-vis your interviews—share highlights, insights—using questions in #1 abc & #2 ab. 2. Everyone listen for patterns/insights in two areas (see worksheet on page 11): High Point Stories of Change: Root Causes of Success? Key Trends, Events, Developments  ORD Opportunities? PLUS: choose one “high point” story from your group for someone to re-tell Reports at: 11: 40

28. On the theme of leadership… “These are hard times in which a genius would wish to live. Great necessities call forth great leaders.” Abigail Adams in a letter to Thomas Jefferson --1790

29. Management of NOVELTY Management of NOVELTY Management of TRANSITION A-->B Management of TRANSITION A-->B Management of CONTINUITY Management of CONTINUITY Leading Change: Searching For Vital Balance

30. Functions of Continuity For Individuals: Pride, confidence to act, ethical guidance connection to others, freedom For the Organization: Strengthened commitment, better decision making; decentralized control; mission stability; organizational learning; long term thinking; customized change.

31. What We Want to Carry Forward… “Positive Core” ORD See page 12-13 for groups reports @_2:10______

32. The US Navy Story of Change V. Admiral Al Harms, Chief of Naval Education and Training Served on many ships: USS Ranger, Commanding Officer USS John F. Kennedy Many decorations of merit Leading “Bold and Enlightened Leaders at Every Level: Forging a Culture of Excellence A great person!

33. An Exciting Story & Example of Ai In Action Recently Featured in Fast Company. From 300 to Zero Grievances, e.g. Akron Terminal Powerful Product Innovations, e.g. Mannhatten Project New Culture of Leadership…Leaders Developing Leaders at Every Level Powerful Learning Partnerships: Alcoa, Boeing, Cisco, Harley- Davidson, US Navy. Beyond Negative Culture (“Internal Dialogue”) to a Narrative Rich Positive Revolution in Change Many thanks…Sheri Schulte!

34. The First International Conference on Appreciative Inquiry Pioneering Research Across Many Fields An Emerging Vocabulary of “Positive Change”

35. Positive Health…Placebo, etc. Pygmalion: We are Made and Imagined In Each Others Eyes Imbalanced “Inner Dialogue” Rise and Fall of Cultures What Good are Positive Emotions? Inspiration, Hope, Joy, Curiosity… Affirmative Capacity Many Disciplines Positive Images of Future ---> Positive Action

36. Images of the Future: Dreams of ORD We Want See worksheet page: 15--16 Creative presentations at: 11:10

37. What Do We Mean by “Design” ? Both a product and a process As a verb…”to design”…Is to invent, to innovate, to conceive and to make choices - about the purpose, principles, roles, processes, practices and structures which will house, support and give life to the organizations members and the dream they have created. As a noun, “the organization design” …Is the set of choices we have made about the above

38. Does Design Matter? “ First we shape our structures and then our structures shape us ” Winston Churchill

39. Does Design Matter? “ Most people spend 50% of their time not just doing their job but fighting their own institutional bureaucracies ” - Dee Hock, Founder, Visa International

40. Does Design Matter? “ All systems are perfectly designed to achieve the results they are currently achieving”

41. Example The Dream Key Relationships/Partnerships (Internal and External) Choices/Elements in the Formal Organization Ways we move, assign and develop people Recruitment Retention strategies Who makes what decisions Reward/recognition practices Tools and Equipment Our practices for challenging ourselves. renewing ourselves And continuously improving How people are grouped together Ways of connecting with the BU’s Processes for understanding the business context and setting priorities Mechanisms we use within to stay linked and in sync Processes for Prioritization Goals and Measures of Performance That we use Physical layout And location Who has what Information and how? Professional Bodies Universities External Suppliers Technical VP’s Bus. Unit Leaders Gov't and Regulatory agencies Our Staff

42. “Design Elements” in the dreams: See page Open forum discussion @

43. Design elements…things heard, implied in presentations High quality magnetic work environment—work is exciting, attracts great people Scientific Excellence: World class reputation for science (how we are seen) Elevated, ignited sense of purpose Proactive partnerships with industry, ngos, Collaborative, team based work environments Enthusiastic people, fun, high passion

44. Design elements…things heard, implied in presentations Organizational agility, capacity to change Organizational learning capacity—foresight, anticipation, innovation, Technologies for virtual team and collaboration (virtual office) Positive climate of trust, enthusiasm, Diversity and valuing diversity Global environmental relationships (international partnerships and impact)

45. Design elements…things heard, implied in presentations Great training and leadership development opporunties Structures—networked, flat, flexible Rewards and recognitions systems (valuing, celebrating) Effective communications and connectivity with public Business (financial excellence) and collaborative use of resources Organizational agility, capacity to change and grow

46. Design elements…things heard, implied in presentations Internal communications Decision making Career development, mentorship, performance appraisal Mechanisms for best practice sharing Planning Processes for the future and clarity across all levels Collaboration with and support of the Program Offices Education of the public

47. Design elements…things heard, implied in presentations

49. What area (design element) generates the most energy for you? Look around the room at the design elements on flip charts on the walls. Think about one area (e.g. communications, training, organizational learning, etc) that generates energy for you— something that you can contribute to—on behalf of the whole. Go to that flip chart and form a new group of 8. If there are 16 people there, then form two groups of 8. Its OK to have several groups using the same design element.

50. Organizational Design Elements we heard in the Dreams Structures (from vertical hierarchies to networked systems) Communications in ORD Communications with the world (marketing etc) Organizational learning processes/events Partnerships with industry

51. A Possibility Proposition is... A statement describing your ideal organization. It is a bridge from the “positive core” of past and present to the desired and new future. Its like being an architect…a social architect.

52. Example Proposition: Strategic Impact in World ORD is a vital force in the EPA and is the world’s premiere environmental research organization. Through our science and massive public education and awareness building capabilities, an environmental ethic is replacing ignorance, and ecological awareness based on good science is shared throughout the country.

53. Example Proposition Design Element: Org. Learning Fairmont Minerals is an organization that is productive with learning where everyone is part of an online positive change learning network, constantly searching for and spreading stories of innovation, achievement, and generosity. Our online positive change web is alive with sharing because every year we bring together all stakeholders in a person summit to do the annual best practice sharing for the future. Through this process we have created a climate of participation where the organization is in “full voice” and everyone feels part of one seamless and integral whole.

54. Your propositions…enter them on disk Choose someone to finalize your draft proposition Type these onto a disk (word perfect)—there are 8 computers in KENT A&B on harborside level— leave your disk in the box right there…by 6:30pm! Also bring the proposition (well written) on a flip chart and leave in KENT room Tomorrow we will …move to action…destiny. Joyce…closing tonight.

55. Good (Design) Propositions They are bold…they are a stretch “provocative” Build on strengths (continuity) and vision (novelty) Represent real beliefs you hold about the healthy, vital, significant organization of the future (are not platitudes but point the way toward actionable practice)…think of them as guiding principles, like a constitution. Stated in the present…”ORD is an organization that…”

56. Group task: see page 18 Craft a possibility proposition, and write your draft on a flip chart page. Presentations on propositions at:

57. Today Moving to Action “Destiny” Improvisation and Creativity, Frank Barrett Phd. Re-visiting our possibility propositions for the future as a prelude to moving to action Leadership and open space—what is open space? Open space: round one Open space: round two

58. Looking at all the propositions as a package We will review and get a sense of the meeting with a polling process; We will have a chance to write post-it notes to add, edit, challenge, change. All this will be taken up by a group to go through more drafting and improving.

59. Overview of all the propositions Green: “I like the substance of the proposition and (assuming some editing) feel like it is an ideal we should aspire to” Yellow: “ I like the substance mostly and would like to add some notes for either 1. stretching it further 2. making some additions or changes, or 3. deepening our discussion of it.” Red: “ This is a red light for me…not a direction I think we should go”

60. Open Space: If anything imaginable was possible…? Conveners can convene and open space group around an initiative, a project, a topic for learning, a possibility—ways to help us move in the direction of igniting leadership at every level Whoever comes is the right people Whatever happens is the only thing that could have When it starts is the right time When its over it is over “the law of two feet”

61. Possible roles in open space Convener—proposes the “first note” of an idea for an initiative or project or simply a topic for dialogue. Collaborative partners —might co-create and commit to helping make something happen…. Thinking partner– interested in the topic/initiative today…and wants to help today to lift up or enrich the action plan.

62. afternoon Round one open space sessions 1:00—2:30 Round two open space sessions 2:30—4:00 Closing our day getting ready for presentations next morning 4:00 (ballroom) Conveners see: Action planning sheets, pg 21- 22…bring these tomorrow Tomorrow presentations (e,g collaboration website, etc)

63. Action planning sheets, page 21-22 Conveners and reporters will bring summary of the initiative or project to whole group. All summaries will be part of the summit report. Presentations on morning last day (Thursday).

64. Today Projects, Initiatives—Highlights and Summaries Chance for one more quick “huddle”—set very next step Key learnings, reflections on our work The power of appreciation Closing

65. Open Forum on Highlights From Your Open Space Planning Highlights…group name, contacts, purpose, next steps Up to 2 minutes Also: need hard copies of everyone’s project/pilot/action ideas (see page 21-22 for forms) before leaving today (box up front). Thanks conveners!

66. Some Closing Reflections on The Power of Appreciation

67. We Are Born To Appreciate: Three Facts About All Human Beings Exceptionality Essentiality Equality/Voice and Vision

68. Wide Ranging Applicability of Appreciative Inquiry  AI Organization Summit Method  Strategic Change/Planning  Full Engagement of People: Organizations, Schools Communities. Networks.  AI Benchmarking Tools/Learning Partnerships  Labor-management Partnerships  Transformation of Measurement Systems  Project Teams, Rapid Design Events  Mergers, Alliances and Customer Partnering  Knowledge Magnification: The “PLN” Software  Action Learning & Leadership Development  Call Monica: CWRU for training 216-368-6405

69. Being a Coach (turn to person next to you) What do you do best already--from a life-affirming leadership perspective? What would you like to do more of? One leadership or personal development initiative (small or large) you would like to take on-- to develop yourself and/or others? What one message, positive action, or commitment do you want to take from this summit and share with others that were not here?

70. Closing Reflections and Learnings About Our Work Here Insights, learning, new understanding? Feelings? One big hope?

71. Website Sharing AI Tools and Writings... Leading Positive Change http://ai.cwru.edu www.worldinquiry.org “Appreciative Inquiry Commons” Weatherhead School of Management, Case Western Reserve University