MOOC Slides - Fry - Weeks 4-6 PDF

Leading Positive Change
through Appreciative
Insert Course Icon Inquiry
Image here
Ronald Fry, PhD

Department of Organizational Behavior
Leading
LeadingPositive
PositiveChange
Change
Through
ThroughAppreciative
appreciativeInquiry
Inquiry
Week Four
Session A
“Rethinking How and Why

Human systems Change”

Through Appreciative Inquiry
Words Create Worlds: We move
Principles of “AI” in the direction of what we most
interact about
• Constructionist Principle
Our questions are fateful: Change
begins with the first questions we
• Principle of Simultaneity ask;
Whatever we study…will GROW:

• Open Book “Poetic Principle” We can study anything in any
human system
• Anticipatory Principle Fundamental change comes from changing
the Images of the Future
• Positive Principle
Positive Images  Positive Actions
• Narrative Principle Stories unite across boundaries; generations

Through Appreciative Inquiry3
The New Model
Many of Strength-
Disciplines based Change
• Positive Anticipatory Images — research on positive

health, placebo effect
• Positive perception — pygmalion research
• Language and words — inner/outer dialogue research
• Positive emotions — hope, inspiration, joy
• Power of stories — studies on rise and fall of cultures
• Positive relationships — high quality connections

Positive Image  Positive Action
PLACEBO EFFECT
PYGMALION EFFECT

2:1 Imbalance in favor
of Positive Images
for Health and Well-being
“No, not Trees!”

Research on High Performing
Business Teams
HIGH PERFORMING LOW PERFOMING
6:1 ratio of positive– (strength- 1:3 ratio: one positive statement

based and opportunity) in the team for every three
focused dialogue to negative deficiency focused
(deficiency focus) dialogue. statements.
1:1 balance of inquiry (learning

focused questions) versus 1:20 ratio: one inquiry (open-
advocacy (closed positions) learning type questions) for
type conversation. every twenty remarks based
on advocacy.
Losada & Heaphy (2005)

The “Imbalance Ratio Effect” Example 2: Co-Elevation
Ratios in 10 Organization Change Programs Linda Robson, 2015
High Moderate Low

Performers Performers Performers
Number of
Programs 4 3 3
All Data Combined 4:1 2:1 1:1
Interview Data 3:1 1:1 1:1
Group Meeting Data 2:1 1:1 1:4
Website Data 26:1 28:1 12:1

Our studies show that to Succeed as a
Positive Change Leader, you need 3 things:
1. A Guiding Change Platform to provide a shared roadmap
2. You need to excel in the Management of Continuity
3. You need tools and methods to create at least a

4:1 Ratio of Hope and Inspiration vs. Despair and Deficit

Leader Tip
Positive Change = Imbalance of Positive

over Negative!
Experience of Elevation
Experience of Deficit Despair

What is the role
of the “positive”
in leadership
and good
management?

What Good are Positive Emotions?
JOY Play
INTEREST Exploration
CONTENTMENT Savor &

Integrate
LOVE All of the above
Positive Emotions broaden our thought

and action repertories … B. Frederickson

Positivity Changes How Your Mind Works
Positivity Builds Resources
Positivity Has An Undoing Effect
Positivity Builds Resilience & Longer Life
Positivity Is a Means to Better Ends
Positivity Can Be Cultivated
Fredrickson (1998). R eview of General P sychology, 2 , 300-319.

Fredrickson (2001). Am erican P sychologist, 56 , 218-226.
Fredrickson (2003). Am erican Scientist, 91 , 330-335.

Two Primary Nervous System Responses
– The brain has an ‘open loop’ system
– We are ‘wired’ to pick up subtle clues from one
another
Resonance is Contagious … So Is Dissonance

Two Attractors:
Positive Emotional Negative Emotional
Attractor Attractor
– Parasympathetic – Sympathetic Nervous
Nervous System System
– Specific neural arousal – Specific neural arousal
– Ideal Self – Real Self / Social Self
– Strengths – Gaps / Weaknesses
– Focus on Future – Focus on Past
– Hope – Fear
– Possibilities – Problems
– Optimism – Pessimism
– Learning Agenda & Goals – Cope with Now: Fight or
________________
© Richard E. Boyatzis, 2003. Flight
Leader Tip
The Burning Platform is a TRAP!
Unfreezing people to “ready them” for change
typically creates NEA through the use of threat,
disconfirmation, or guilt induction  therefore
sympathetic nervous system response and over-
all resistance to change ideas
Leaders need to help others turn toward uncertainty

with Humility and Curiosity How?
Connect around stories of strengths in action

16
AI “4D” Cycle
Discovery
“What gives life?”
(The best of what is)
Appreciating
Destiny Dream
Affirmative “What might be?”
“How to empower, learn,
(What is the world
and improvise?” Topic Choice calling for)
Sustaining Envisioning Results
Design
“How Might We…?
Action-Planning
Co-constructing
It Begins with Choice of
Affirmative Topic
Human systems move in the direction of what we
deeply and persistently ask questions about
Transformational topics are possible in any

situation, and will generate more positive
change—every time.
Whatever we study, we GROW in that direction!

Best Way to Build High
Engagement and Enthusiasm?
 Do an organization survey
of low morale?
 Magnify and learn from

moments of highest
engagement &
commitment?

US Navy
From: “Retention”
“Engaged and Empowered
To:
Leaders at Every Level”

British Airways
British
Airways
From: “Reduce Lost
& Damaged
Baggage Claims”
To: Exceptional Arrival Experiences

Do we really want to do one more
study of…
• Low morale • Or…a “high commitment sense
of shared ownership”
• High turnover • Or….”magnetic work

environment”
• Lack of follow-through
and execution • Or…’instinctive execution”
• Customer complaints • Or…”revolutionary customer

experiences”
• resistance; the things • Or… moments of “nonstop
getting in the way confidence”

Topic Choice: Examples
Magnetic Work Environments
Revolutionary Customer Responsiveness
Liberating Collaboration
Mergers as “A Symphony of Strengths”
Instinctive Execution
Game Changing Innovation
Optimizing Margins
Goals that Change the World for Children
“High Purpose Profit Opportunities”
Meat Shopping Experience that WOWs Customers

Inquiry and Change
What is your “Return on the Question”
100 Expensive Studies of Costly Turnover

Will Not Teach us
One Thing About:
INSPIRED WORKPLACES

Where Do Good Topics Come From?
How to “home-grow” from the 3 generic AI questions
TOPIC
creation
Images of the
Future We Want
Continuity
strengths we
want to keep
High Point
stories--
when we are
at our best
Leader Tip
For a long time, we have assumed that if you study
“bad,” you will get “good.” We’re WRONG! If you
study “bad” you get, “not bad.”
If you want Good, or Great, or Excellent, you

must study what is good, great or excellent.
The way you frame the issue, challenge, problem or

opportunity sets a direction of change in motion.
Appreciative Inquiry is a Shift
“No problem can be solved
from the same level of
consciousness that
created it. We must learn
to see the world anew.”
– Albert Einstein
RE-FRAME the POSSIBLE

before you try to change something!

AI “4D” Cycle
Discovery
“What gives life?”
(The best of what is)
Appreciating
Destiny Dream
Affirmative “What might be?”
“How to empower, learn,
(What is the world
and improvise?” Topic Choice calling for)
Sustaining Envisioning Results
Design
“How Might We…?
Action-Planning
Co-constructing
Roadway Express
Our Vision: Everyone is fully engaged in the
success of Roadway and committed
to the success of each other
Roadway Turnaround:
Click
Agile, to edit Master
Energized, Unified title style
 Featured in Fast Company and Forbes

Click to edit Master text styles
– Second
 From 300 level
to Zero Grievances – Akron Terminal
• Third level
 Stock Prices:Fourth
$14 to $41 in recession
level
» Fifth level
 $114 million in cost savings: 2003-04
 Average cost savings per AI site

= 7x non-AI site

30
AI at Roadway
Clickevents
 3-day to edit Master
with title
150-300 style
stakeholders
- Search for core strengths and best practices
- Dream a shared future state
Click to edit
- Co-design waysMaster
to reach text styles
highest aspirations
- Implement
• Secondmulti-stakeholder
level change initiatives
– Third level
 Over 10,000 (of 26,000) employees have
Fourth level
participated since ’01
» Fifth level
 Whole system is represented
 Commitments to Action
 New Era of Partnership between

Management and the Union 31
Topic choice:
From: “Throughput”
To: Winning with Employee Driven

Throughput: Crushing the
non-union competition by delivering
unsurpassed speed and leveraging
employee pride and involvement.

Discovery Interviews
Throughput represents how quickly we can process the freight through our facility.
We win the battle for the 1 & 2 day market when we accelerate the processing of
freight from pick-up, through the 211 gate, across the dock, and down the road.
System speed… that’s our need. If we can achieve maximum throughput, we will
crush the non-union regionals and we will dominate the market.
Question 1: Think back to a time at work that you recall as a “highpoint” . . . an

experience or moment you remember as having left you with an intense sense of
pride, excitement, or involvement in having been a part of something that was
meaningful. . . a time that you truly felt you had contributed to the betterment of a
fellow employee(s), the customer, or the organization.
Describe that experience; what was going on, who was involved,
what made it so memorable?

Question 2: Tell me about a time when you thought throughput
(speed) was at its best at 211, or when you were involved in
moving a shipment quickly through facility to final destination in
order to meet a customer requirement.
• Tell the story of what was going on – who was involved and
what happened.
• What did you do? What did you value most about your
involvement in that story?
• What do you value most about the contribution of others in

that story?

Question 3: Tomorrow’s reality. Imagine that you have awakened from a
deep sleep and 3 years have passed. It is 2004 and Roadway dominates the
non-union regional carriers in the marketplace! Wall Street is buzzing over
the dramatic success Roadway has had in the regional markets! Articles in
Transport Topics describe how Roadway – by tapping into the pride and
involvement of its employees – has leveraged a dramatic improvement in
speed at the 211 complex! This muscular, yet agile system has catapulted
Roadway Akron to the forefront in reducing costs while establishing
unparalleled levels of customer service and employee satisfaction. For
customers, it’s now imperative that they do their 1 & 2 day regional business
with 211/Akron! For employees, 211 is a place that they would rather work
than any other place!
• What happened to allow for this kind of success?

• What part did you play in this success?
• What 3 wishes do you have to help Akron Roadway reach and sustain this
success?

AKRON 211 Summit
Click
 Focus to edit
on “Employee Master
Driven title style
Throughput”
 7 Self-managing teams
Click to edit Master text styles
– Second
- Freight ReadylevelEarlier
- All Stakeholders Involved
• Third level
- Bridge-the-Gap:
Fourth level
Bids
» Fifth level
Attendance
Positive Pride
- Educate and Leverage
Employee Experience
- Measurement, Technology,
Procedures & Equipment
37
Aspiration Statement: Freight Ready Earlier Team
Roadway Express is #1 transportation provider in the
world due to our unsurpassed throughput service.
“Teamsell” is contagious. Each employee is a
stakeholder engaged in celebrating the success of the
company. Customers are honored to have 211
employees handle their business. All customer contact
work groups are key components in our success. They
are recognized as the best trained, most highly
motivated sales force in the universe.
NO COMPETITOR IS SAFE!

Stop to watch video

AKRON Summit – 6th Month Results
Click to edit Master title style
- Average throughput improved 47% to 64%
- Average transit speed

Clickreduced
to edit2.3
Master
days totext styles
2.1 days
– Second level
- Average production efficiency
• Third level
increased 59% to 64%
Fourth level
» Fifth level
- Percent freight dispatched by 0500
increased 16% to 27%
- Reduced need for formal

grievance mechanism
[>300 to 0-2!!]
40
Who is using the AI 4-D Process?
United Nations Global Compact BBC
Fairmount-Santrol Roadway Express
GoJo Industries World Vision International
Smuckers Verizon (GTE)
U S Navy John Deere
Sustainable Cleveland 2019 Imagine Chicago
Los Angeles Fire Department American Red Cross
Clarke Industries Houston Mental Health Assoc.
Nutramental Foods American Dairy Association
Parker The National Grid
Green Mountain Coffee Mid-Ohio foodbank
Lowes Food … AI is practiced in over 40
Dealer Tire countries

Leader Tip
There is untapped cooperative capacity in all

living systems – the Appreciative Leader engages
with his/her people to co-discover shared,
positive, uplifting future images that attract
collective action.

Week Six
Session A
“One Last Story: The Root Cause of Positive Change”

One More Story!
Dramatic Change in a Steel Mill

Steel Mill USA
• Part of multi-national firm; one of top 5
largest in the world
• Most productive mill: one ton/man hour
• Lowest quartile of North American plants
reporting safety performance to OSHA
• Locally, site reborn out of bankruptcy with
participative managers, loyal workforce, and
venture capitalists
Safety Action Team
Summit Aspiration Statement:
Steel Mill USA is an organization that is injury –

free! All employees understand that safety is
our #1 priority. We are all committed to take
action to correct safety issues. We take
ownership in our injury – free environment
and culture.

Through Appreciative
46
Inquiry
Safety Team Action Plan
 Goal – interview 1400/1800 employees – all areas
of the plant to be represented
(Employee to Employee Interviews)
- September – November, 2006
 November 2006 to February 2007

- Compile and theme data
- Create new, refined Topic and questions for the
Safety Summit
- Invite participants

47
Inquiry
AI Interview Questions:
• Tell me about a time when you felt most safe and secure working
in this mill. What in particular helped make you feel safe?
• Tell me about a time when you did something to prevent an

accident from happening; a time when you did or said something
to keep yourself and/or others from getting hurt.
• Imagine we are truly injury free! We are the safest workplace in

the entire global system. Everyone goes home after work just as
safe and when they came in that day. What does it look like?

AI Safety Summit
“Working Together As One” 3/30/07
• 275 participants
• Employees to commit to specific Key Initiatives developed
at the summit:
– Safety as a Core Value
– Union/Management/Contractor Safety
– Housekeeping
– Knowledge Transfer
• 100 Day On Boarding Program Project (Projected
New Hourly Hires)
– Health & Wellness Center
• Project Team – August
49
Inquiry
Cleveland Plant
Cleveland Y TD OSHA Rates
2006 & 2007
8.00
7.00
6.00
43% Improvement
5.00
2006
4.00
2007
3.00
2.00
1.00
0.00
January February March April May June July August September October November December

50
Inquiry
Finishing Division OSHA Recordable Injuries
Finishing Division
OSHA Recordable Injuries
4
One-on-One AI AI
Interviews Summit
3
0
Ja
Ju
No
Ja
Ju
No
Ja
Ju
Se
Se
ar
ay
ar
ay
ar
ay
n-
l-
n-
l-
n-
l-
p-
p-
v
v
-0
-0
-0
06
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07
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08
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6
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-1

51
Inquiry
Why did the real behavioral change
happen before the summit; before
any new safety-focused action
teams or projects were formed?

Words Create Worlds!
All human system move in the

direction of what they most frequently
talk and ask questions about

Steel Mill USA
• Still the most productive site in the global
company!
• Now in Top Quartile of sites reporting to

OSHA; continuing to perform at record levels
re. safety

Week Six
Session B
“Being AI: Not just Doing AI”

Why “Positive” Change?
The
ELEVATION OF INQUIRY Negative Normal Positive
| | |
Individual-Level
Physiological Illness Health Wellness
Psychological Illness Health Flow
Organization-Level
Effectiveness Ineffective Effective Excellence
Efficiency Inefficient Efficient Extraordinary
Quality Error-prone Reliable Flawless
Ethics Unethical Ethical Virtuousness
Relationships Harmful Helpful Honoring
Adaptation Threat-rigidity Coping Flourishing
Social Responsibility Irresponsible Profitable Common good
Kim Cameron, University of Michigan 2003

The Strength-Based Perspective:
(Bright, Fry, Barrett, Powley & Cooperrider: 2005)
Weakness Normal Strength
Normative Momentum Normative Momentum
Dynamics of Dynamics of
Reaction & Appreciation &
Restoration Extension
- Close Gaps - Elevate Potential
- Healing - Build Capacity
Fix Problems Elevate Strengths

The Dynamics of “Appreciative Space”
Normal Strength
“Positive Deviance”
Metaphor: Organizing is a ‘miracle to be discovered’
APPRECIATING DYNAMIC
Appreciating Space:
- Balanced Inquiry with Advocacy
- 3-5 times more Affirming vs. Disconfirming imagery
- Connection to Positive Core
- Questions/conversations that create PEA

Appreciative Leaders
SEE what there is to value or appreciate in the situation
ASK intentionally positive questions
ENGAGE & EMPOWER their people by connecting them

to their Strengths
CONNECT stakeholders through Story Telling
ENLIVEN meetings by sharing Positive Stories
CREATE at least a 4:1 imbalance of Hope vs. Despair

in their dialogues
Leading Positive
NEOMED Change
Academic
Leadership Inquiry
Program
The Art of the Question in Leadership
and Change
• What’s the biggest problem
here? • What possibilities exist that
we have not yet considered?
• Why did I have to be born in
such a troubled family? • What’s the smallest change
that could make the biggest
• Why do you blow it so often? impact?
• What troubles you most— • I will be most proud of this

what keeps you up at night? corporation in 2020 when…?

Do you scan for the positives or
strengths first?
Write one positive email to someone you work
with—positive progress feedback or something
you are grateful for—with example:

Its and exciting time in re-thinking how human
systems change for the good
Over 300 published applications of AI

From strategy work to everyday management

Appreciative Inquiry Applications, Research Studies, and Tools

We are Born to Appreciate
3 FACTS about all of us – We are at our best when

we experience…
• Exceptionality
• Essentiality
• Equality/Voice and Vision


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Leading Positive Change

Ronald Fry, PhD

“Rethinking How and Why

Leading Positive Change

Whatever we study…will GROW:

• Narrative Principle Stories unite across boundaries; generations

Leading Positive Change

• Positive Anticipatory Images — research on positive

Leading Positive Change

Leading Positive Change

“No, not Trees!”

Leading Positive Change

6:1 ratio of positive– (strength- 1:3 ratio: one positive statement

1:1 balance of inquiry (learning

Leading Positive Change

High Moderate Low

All Data Combined 4:1 2:1 1:1

Interview Data 3:1 1:1 1:1

Group Meeting Data 2:1 1:1 1:4

Website Data 26:1 28:1 12:1

Leading Positive Change

1. A Guiding Change Platform to provide a shared roadmap

2. You need to excel in the Management of Continuity

3. You need tools and methods to create at least a

Leading Positive Change

Positive Change = Imbalance of Positive

Experience of Deficit Despair

Leading Positive Change

Leading Positive Change

CONTENTMENT Savor &

LOVE All of the above

Positive Emotions broaden our thought

Leading Positive Change

Positivity Builds Resources

Positivity Has An Undoing Effect

Positivity Builds Resilience & Longer Life

Positivity Is a Means to Better Ends

Positivity Can Be Cultivated

Fredrickson (1998). R eview of General P sychology, 2 , 300-319.

Leading Positive Change

Resonance is Contagious … So Is Dissonance

Leading Positive Change

Leaders need to help others turn toward uncertainty

Connect around stories of strengths in action

Transformational topics are possible in any

Whatever we study, we GROW in that direction!

Leading Positive Change

 Magnify and learn from

Leading Positive Change

Leading Positive Change

To: Exceptional Arrival Experiences

Leading Positive Change

• High turnover • Or….”magnetic work

• Customer complaints • Or…”revolutionary customer

Leading Positive Change

Meat Shopping Experience that WOWs Customers

Leading Positive Change

100 Expensive Studies of Costly Turnover

Leading Positive Change

If you want Good, or Great, or Excellent, you

The way you frame the issue, challenge, problem or

RE-FRAME the POSSIBLE

Leading Positive Change