James
D. Ludema, Connie S. Fuller, Thomas J. Griffin
Introduction
Large group interventions have become an essential component in organization
change efforts in many organizations today. They are favored because
they include and give voice to greater numbers of stakeholders, promote
whole system organizational learning, produce faster and more sustainable
change, generate higher levels of commitment from organization members,
and achieve business results. All indications are that this trend will
continue at an ever-increasing rate as new hybrid forms of large group
interventions are developed and tested. The external environment continues
to put enormous pressure on organizations to change almost instantaneously,
and many of the traditional methods of change implementation (top-down,
bottom-up, representative groups, pilot tests, survey feedback) are
simply too slow and unable to generate the creativity, innovation, and
commitment needed of organizational members.
In the last 20 years or so, a variety of high-involvement, high-velocity
large group intervention approaches have been developed, tested, and
proven effective. Bunker and Alban (1997) identify twelve methods for
whole systems change: Search Conference (Emery & Purser, 1996),
Future Search (Weisbord & Janoff, 1995), Real Time Strategic Change
(Jacobs, 1994), ICA Strategic Planning Process (Spencer, 1989), The
Conference Model (Axelrod, 1992), Fast Cycle Full Participation (Pasmore,
1994), Real Time Work Design (Dannemiller & Jacobs, 1992), Participative
Design (Cabana, 1995; Emery, 1995), Simu-Real (Klein, 1992), Work-Out
(Tichy & Sherman, 1993), Open Space Technology (Owen, 1992), and
Large Scale Interactive Events (Dannemiller & Jacobs, 1992). Add
to this list, the Appreciative Inquiry (AI) Summit (Whitney & Cooperrider,
1998).
Drawing their theoretical inspiration from systems theory (von Bertalanffy,
1952; Miller & Rice, 1967), socio-technical systems theory (Emery
& Trist, 1960), values theory (Maslow, 1943; McGregor, 1960), social
psychology (Lewin, 1951; Katz & Kahn 1978), group dynamics (Bion,
1961), and, more recently, social constructionism (Berger & Luckman,
1967; Gergen, 1994), large group interventions are designed to involve
the whole system, internal and external, in the change process (Bunker
& Alban, 1997). They are well planned, highly organized, and usually
facilitated by outside experts. They have been used effectively to promote
innovation and foster change in record breaking time with hundreds of
organizations - corporations, non-profits, governments, communities
- in a variety of applications, such as organization development, organization
redesign, restructuring, strategic planning, visioning, values clarification,
process improvement, customer service, global learning, formation of
collaborative alliances, and others. Some organizations have even begun
to use these large group interventions as a way of managing on an on-going
basis.
This article provides a graphic illustration of how two whole system
change methodologies - Appreciative Inquiry and Future Search - were
combined to shape the strategic direction and organization design for
a large, global non-profit organization (American Baptist International
Ministries). It begins by providing a brief introduction to Appreciative
Inquiry and Future Search. It then moves on to demonstrate how the two
methodologies were used to involve over 1200 stakeholders worldwide
in helping to shape the strategic future and design of International
Ministries. At the heart of this initiative was a three-day "Appreciative
Future Search Conference that brought together from around the
world and across cultures and languages over two hundred International
Ministries staff, missionaries, and youth to set priorities for the
organizations future. As a result of the event, International
Ministries radically altered many of its primary institutional objectives
and strategies and dramatically redesigned its organization to advance
the new priorities. The article concludes with an examination of the
underlying OD values and principles that allow the Appreciative Future
Search to achieve its persuasive results.
Appreciative
Inquiry
Appreciative inquiry (Cooperrider & Srivastva, 1987) is an OD process
which grows out of social constructionist thought and has been applied
in multiple settings to management and organization transformation.
Appreciative inquiry is based on the premise that OD has reached the
end of problem solving as a mode of inquiry capable of generating and
sustaining large-system learning and change. The future of OD belongs
to methods that can involve whole systems (groups of hundreds, thousands,
and even millions in the context of cyberspace) in meaningful conversation
to learn, envision, and build mutually desired futures.
Appreciative inquiry distinguishes itself from other OD methodologies
by its deliberately affirmative assumptions about people, organizations,
and relationships. It focuses on asking positive questions to ignite
transformative dialogue and action within human systems. As a method
of organizational intervention, appreciative inquiry differs from conventional
managerial problem solving. The basic assumption of problem solving
seems to be that "organizing-is-a-problem-to-be-solved." The
process usually involves: (1) identifying the key problems; (2) analyzing
the causes; (3) analyzing the solutions; and (4) developing an action
plan. In contrast, the underlying assumption of appreciative inquiry
is that organizing is a possibility to be embraced. The steps include:
(1) discovering and valuing; (2) envisioning; (3) design through dialogue;
and (4) co-constructing the future. In other words, the four phases
of an appreciative inquiry include discovery, dream, design, delivery.
This appreciative or "positive approach to organization change
provides some significant advantages over traditional "deficit-based
methodologies (Ludema, Cooperrider, & Barrett, 2000). First, it
releases an outpouring of new constructive conversations that refocus
an organizations attention away from problems and toward hopeful,
energizing possibilities. Second, it produces forward momentum for change
by generating large amounts of positive affect and social bonding -
including experiences of hope, inspiration, and the joy of creating
with one another. Third, the appreciative approach unleashes a self-sustaining
learning capacity within an organization. As organization members learn
more and more about what enables their health, vitality and success,
they deepen their understanding and strengthen their capacity to put
those possibilities into practice on an everyday basis. Fourth, by expanding
dialogue about innovative possibilities, equalizing relationships, promoting
learning, and providing broad access to decision making, appreciative
inquiry creates the conditions necessary for self-organizing to flourish.
Finally, appreciative inquiry provides a reservoir of strength for positive
change. As organizations inquire ever more deeply into the forces and
factors that give them life, they tap into what can be called their
"positive core (Cooperrider & Whitney, 1999). Once an
idea or initiative is connected to the positive core, it takes a quantum
leap forward toward its eventual realization.
Future
Search
Future Search Conferencing (Weisbord & Janoff, 1995) represents
a dynamic new way of engaging large groups of stakeholders in strategic
planning for the organizations of which they are a part. It uses specific
techniques to involve participants in exploring the past and present,
creating an ideal future, finding common ground, and choosing the actions
that will make that future a reality. Through Future Search, it is possible
(1) to bring together people who don't ordinarily meet face-to-face,
(2) to allow everyone in the organization to understand the "big
picture before acting "locally, (3) to create a positive
future rather than focus on past problems and conflicts, and (4) to
engage all organizational members in taking responsibility for their
own behavior instead of trying to change each other.
The framework for a Future Search Conference differs from typical participatory
meetings or strategic planning sessions in several ways. First, it involves
the whole system. Participants representing a cross section of stakeholders
from as many different key constituency groups as possible participate
in the event. This means that there is more diversity and less hierarchy
than one would ordinarily find in a strategic planning or decision making
session. Second, scenarios regarding topics are put into both local
and global perspectives. By encouraging participants to think globally
before acting locally, shared understanding and greater commitment to
act are generated. The range of potential actions is also increased.
Third, participants are invited to self-manage their work, and to use
dialogue as the main tool for completing their tasks. Finally, participants
are encouraged to find "common ground rather than enter into
"conflict management. This is distinctly different from traditional
"problem-solving" approaches to organization change. The focus
in the Future Search is to honor differences (rather than try to reconcile
them), find points of agreement, and move forward together in constructive
action.
IMagine 2010!: An Appreciative Future Search Conference Experience
Green Lake Conference Center, Green Lake, Wisconsin
January, 1999
The room was large, half the size of a ballroom, long and narrow. It
was filled with tables, 20 in all. Color markers sat in trays on flip
charts next to each table. A raised platform at the front of the room
was set up for those who would be speaking to the group. Clustered around
each table were eight to ten people of different race, gender, age,
and color. Over 30 different languages could be heard among the 200
voices. There was a low buzz that belied the anticipation of what lay
ahead. Organizational members from around the globe had come to this
place to build their future, together. "IMagine 2010! was
about to begin.
IMagine 2010! was an Appreciate Future Search Conference sponsored by
American Baptist International Ministries to engage staff and missionaries
living and working worldwide in the creation of a strategic plan for
the organization for the new millennium. This conference was a carefully
planned event that had its origin nearly a year earlier. It was Phase
2 of a three-part, two-year Appreciative Inquiry process that concluded
with significant organizational change and re-design. What follows is
a description of how Appreciative Future Search helped International
Ministries create their future.
Phase
1 - Discovery
Phase 1 of the appreciative planning process, which was undertaken in
1998, was designed to be a discovery phase. During discovery, members
of an IMagine 2010! Planning Task Force, assisted by additional International
Ministries staffers, missionaries and supporters, interviewed over 1200
mission partners worldwide. Using the following Appreciative Inquiry
protocol, interviewers sought to discover "the best of what is
and "the hopes, dreams, and aspirations of International
Ministries staff and partners.
Appreciative
Interview Protocol
1. Tell me a story about when your organization has been at its best.
What were you doing? What made that moment great?
2. When has your relationship with International Ministries been at
its best? What was your organization doing? What was International Ministries
doing?
2. What do you most value about your organization and the ministries
you carry out in the world?
3. What do you most value about International Ministries, and about
the relationship between your organization and International Ministries?
4. In the light of Gods call to the church to be salt and light,
and in the light of the tremendous changes that are taking place in
our world, it may be that God is calling us to do new things. What might
be some of the new things that God may be calling your organization
and International Ministries to do together?
5. What are your three greatest hopes or dreams for enhancing the partnership
between your organization and International Ministries?
Information
from the interviews was compiled by the Planning Task Force and drawn
into a set of 11 "Provocative Propositions. These Propositions
were designed to "stretch the status quo, challenge common assumptions
and routines, and suggest real and desired possibilities for the future."
The Propositions were used to shape the future of the organization in
Phase 2 of the process, the Appreciative Future Search Conference.
Phase 2 - Dream & Design
It was a strong desire of the Planning Task Force to use the Appreciative
Future Search Conference to create community within this missionary
assemblage. The gathering in Wisconsin was the first of its kind, the
first time missionaries from around the globe had been brought together,
to the same place, at the same time.
Day One
Day one started after lunch. As they entered the ballroom, participants
migrated toward assigned seats at one of the 20 round tables. Seating
was specifically designed to bring together people who did not know
each other prior to the conference. Participants included some young
people of high school or college age fondly referred to as MK's, or
Missionary Kids. They, too, were spread throughout the room, one or
two at each table. After hearing opening remarks, participants spend
the first hour introducing themselves at their tables using an appreciative
inquiry protocol similar to the one above. Facilitators then roamed
the room with microphones, giving those who wished to share their thoughts,
highlights of their discussions, challenges, or excitement with the
larger group an opportunity to do so. Those who chose to speak invariably
told of how they had been moved by another story at their table. There
was a sense of reverence among the participants for each other as they
shared stories, and a bond was forming between participants at each
table. This bond became a foundation for the sense of community realized
by these 200 individuals as they departed the conference at the end
of Day 3.
Timelines - Capturing the Past
After a break, participants were asked to individually make notes on
memorable personal, local/global, and International Ministries events
and trends that, for them, represented milestones or turning points
in their work. Participants then transferred reflections onto large
pieces of butcher paper that had been placed on long tables around the
room. Each piece of butcher paper was divided into three time frames,
1900 to 1960; 1960s and 1970s; and 1980s and 1990s. Each sheet had a
theme: Personal, Local and Global, and International Ministries. A fourth
sheet was dedicated reflections of the young people in the room.
The room came to life! Nearly 200 people were milling about, passing
markers from one to another, and adding their own bits and pieces of
information to each sheet. In less than an hour, huge sheets of blank,
white butcher paper were transformed into information-packed documents
depicting nearly a century of the participants' collective history.
The four charts were then hung across one end of the meeting room to
create a colorful wall of memories and reflections.
Timeline
Wall
Personal
1900 - 1960 1960s & 1970s 1980s & 1990s
Local & Global
1900 - 1960 1960s & 1970s 1980s & 1990s
International
Ministry 1900 - 1960 1960s & 1970s 1980s & 1990s
Youth
1900 - 1960 1960s & 1970s 1980s & 1990s
By
design, the timeline wall was not debriefed on Day 1. Instead, people
were encouraged to study the wall, reflect on it, and let it speak to
them personally. The quiet contemplation and whispered conversations left
no doubt that the wall spoke volumes to each of the 200 participants about
their shared history and purpose.
Day
2
As people reconnected with others at their tables, new kinds of relationships
became evident. There was an identity within the table groups that transcended
the great diversity represented in the room. The first exercise on Day
2 was to debrief the timeline. Tables were assigned a specific chart
to review: Personal, Local & Global, or International Ministries.
Everyone was to review the chart prepared by the youth. There were two
questions for each table to answer about their assigned charts. The
first was, "What story can you tell about us, the folks in this
room, by what is on the chart?" The second was, "What connections
do you see to other charts?" This exercise brought focus to the
themes and events that had shaped International Ministries throughout
almost 100 years of history. There was also a keen awareness of the
increasing complexity of life as events moved from the 1900-1960 time
frame to the present.
As discussions continued at individual tables, there was a perceptible
rise in the noise level, a reflection of the increasing energy throughout
the room. The exercise was debriefed with the entire room by way of
roving microphones. The urgency with which hands were waved for the
microphone, the rising pitch of voices calling for a turn, underscored
the importance of insights each table had shared.
Mind
Maps - Reflecting on the Present
After the break, the format for the conference changed. Participants
were divided into three smaller groups (of about 60-70 persons each)
and sent off into three separate rooms. In each break-out room, there
was one facilitator and representatives of each of the six primary geographical
areas represented at the conference: Latin America and Caribe, Europe
and Middle East, Africa, South East Asia, East Asia and India, and North
America. Participants were asked to sit at tables with others from their
region. At one end of the room, a large square of butcher paper (6'
x 12') was attached to the wall. This chart had a large circle in the
center, into which the words "IMagine 2010!" had been written.
The rest of the chart was blank.
After introductions, participants were encouraged to call out trends,
which were put onto lines drawn out from the circle on the chart. This
collection of trends began the creation of a huge mind map for the group
as a whole. Each line coming out from the circle was in a different
color until there were so many lines that some colors had to be used
more than once. Some trends were stand-alone items coming out from the
center, with tiny offshoots representing related trends. Other trends
ended up as a subset of larger issues. After 45 minutes of brainstorming,
the huge white chart at the end of the room was filled with lines and
words and colors representing current and impending issues affecting
International Ministries around the world. Prior to breaking for lunch,
each person was given seven Avery dots that were color coded to their
country; i.e., Africa had red dots, South East Asia, yellow, and so
on. The seven dots were to be placed on the mind map by each person
according to the trends they felt to be most important.
Mind mapping continued after lunch, in the breakout rooms, but this
time it was done by each of the six geographical groups independent
of others in the room and of their counterparts in other rooms. Using
flip charts that had been placed at each table during the lunch break,
with the large mind map as a resource, each group developed a mind map
of its own around issues and trends that were of particular importance
to their particular country/region. Then, in different colors, each
group charted for each trend (1) what was already being doing to address
the issue, and (2) what might be done to address the issue in the future.
Groups were allowed a little over an hour to prepare their mind maps.
Each regional group then presented its results to other groups in the
breakout room to encourage cross-regional understanding. Each breakout
room then designated one spokesperson to report a high-level summary
of its afternoon experiences to the large group in the ballroom. After
the presentations, open discussion was held using two roving microphones.
The facilitators could only watch in fascination as participants passionately
created common ground. When the positive energy was spent, the workday
was brought to a close.
Day 3 - Anticipating the Future
Using information generated over the previous day and a half, as well
as the 11 "Provocative Propositions prepared by the Planning
Task Force based on the 1200 interviews conducted in Phase 1 of the
process, participants were invited to review, discuss, and strategize
a future for the organization. Original small groups at each of the
20 tables were reconvened. Participants were asked to discuss (1) what
excited them, compelled them about the 11 Propositions, (2) what was
perplexing, unclear, or misdirected, and (3) what they would like to
see expanded, enhanced, enriched, or taken on as a completely new priority.
The next step was for this body to rank the Propositions and the new
themes according to their strategic importance for the organization.
The ranking exercise was significant because it validated the effectiveness
and merit of the Appreciative Future Search process. Of the top ten
items that emerged from this dialogue process, six were from the original
11 Provocative Propositions. Three of the original 11 were included
in the next ten items, and two fell into the bottom one-third of the
list. It is interesting to note that the top item on the list was not
one of the original Propositions. Had implementation proceeded without
the involvement and participation of the "whole system, it
is likely that resonance with and commitment to the plan would have
been less than optimal. By demonstrating their willingness and openness
to hear the voices of those who would live out the strategies put in
place, the Planning Task Force greatly improved the likelihood of success
for IMagine 2010!.
When priorities had been established, participants regrouped according
to the item about which they felt most passionate. In small groups,
suggestions for implementation and specific action initiatives were
developed.
Close
The Conference ended with personal reflections on work done over the
previous 2-1/2 days, and prayers for the future of International Ministries.
While there was an expression of realistic concern that the energy and
power generated by this session would be diminished or lost after participants
returned to their day-to-day challenges, there was an equal strength
of commitment to follow through on the rich insights and suggestions
generated by this group of dedicated people. The planners of this session,
as well as the participants, were overwhelmed by what they experienced
during the conference, and confident that they had the right information
as they prepared to move into Phase 3.
Phase
3 - Destiny
The knowledge generated at Appreciative Future Search Conference, combined
with that from the 1200 interviews with organizational stakeholders,
was used by the Planning Task Force to establish a strategic plan for
International Ministries for the first decade of the New Millennium.
The plan was written in some 18 different drafts, each of which was
circulated (in multiple languages) to stakeholders around the world
for input before writing the next draft. The plan reaffirmed a host
of current priorities, but also charted a range of new directions for
the organization. The most noteworthy of these included: (1) a shift
in its identity from an organization that "sends out missionaries
to an organization that links people "from every continent to every
continent in creative and dynamic ministry relationships, (2)
a strategic focus on urban centers around the world, and (3) a new and
significantly expanded relational approach to fundraising and philanthropy.
In addition, extensive organizational re-design work has begun (using
a similar Appreciative Future Search approach) to support the new strategic
directions.
OD
Values and Principles at Work in the Appreciative Future Search
This case illustration demonstrates how Appreciative Inquiry and Future
Search can be combined to involve the whole system in creating positive
organizational change. A number of important OD values and principles
are at work in the Appreciative Future Search approach that deserve
mention.
Creating
a High-Involvement, High-Participation Organization
Learning theory suggests that people tend to support what they help
create (Weisbord, 1987). By involving larger numbers of stakeholders
in the change effort, greater, more robust and enduring levels of commitment
are produced. Appreciative Future Search through its use of high involvement
and participation practices expedites decision making, lessen resistance,
and speeds up the overall change process.
Appreciative Future Search conferences involve getting a critical mass
of organizational stakeholders together at the same time in the same
place to share information, improve relationships, and address important
business issues. As few as 30 or as many as 5000 employees have been
included in these large group events. The underlying assumption here
is that it takes everyones knowledge (whole system) to design
and enact the desired future. Involving the whole system contributes
to the creation of what is referred to as a "common data base.
Inherent in this idea is the belief that the knowledge necessary to
change the system already resides within it. Using this common data
base, you get a better perspective (knowledge, information, and interdependencies)
of the whole system because the critical information owners (those closest
to the "field or "end users) have been included
in the input phase. This knowledge and information is most often critical
to the success of any organizational change effort.
Generating
Positive Energy Throughout the Organization
Perhaps the most important consequence of an appreciative approach to
whole system change is that it releases an outpouring of new constructive
conversations that refocus an organizations attention away from
problems and toward positive possibilities. Appreciative Future Search
creates a dialogue rich environment in which communication is open,
multidimensional, and hopeful. This shifts the energy within the organization
from one of finger pointing, blame, and eventual immobilization to one
of dynamism, engagement, and excitement about the future. It allows
organizational stakeholders to move beyond the recriminations of the
past and live into positive guiding image of the future.
Appreciative Future Search is focused on asking positive questions that
engage organization members in conversations that foster greater levels
of understanding among groups, departments, divisions, and even business
units. By promoting greater levels of understanding among different
stakeholder groups, an appreciation of the inter-relationships begins
to emerge and recognition of their relationship to the whole system
develops. Through structured activities, legions of voices can be heard
and included without the confusion and discouragement associated with
deficit-based approaches. Appreciative Future Search promotes the pursuit
of "higher ground (Whitney & Cooperrider, 1998) on which
organization members can create a culture of encouragement and success.
Learning
From a Sense of Wholeness
Appreciative Future Search conferences generate a sense of "wholeness
that promotes organizational continuity and reinforces stakeholders
sense of identity with the larger community or system. "Wholeness
is defined as the state of being complete. It means including everything
or everyone together as one entity without exception - a unified body
of individuals or system. In Appreciative Future Search, people with
common history, or common social or professional interests come together
in face to face dialogue to reaffirm or fundamentally transform in direct
and personal ways the organizations vision, mission, and core
values.
The coming together of whole systems or communities to work together
on common issues or common futures produces tremendous amounts of positive
energy, affect, and relational bonding. People experience in very personal
ways the ups and downs of joy, hope, inspiration, connectedness, affiliation
and empathy as well as at times confusion, discomfit, and differences.
This rise and fall of emotion combined with creative thinking and the
launching of action initiatives produces what Jacobs (1994) calls "alignment,
what Weisbord and Janoff (1995) call "common ground or, what
Dannemiller (1992) describes as the "one brain, one heart
effect. When these effects are produced, people have a better understanding
of how the whole system fits together and in turn can impact it in more
profound and efficacious ways.
Accelerating
the Rate of Change
Appreciative Future Search accelerates change because it produces involvement
throughout the organizational system. Top-down and bottom-up change
face the same two major problems: (1) they create resistance to change
from those who are not involved in the process, and (2) they take a
long time to put the change in place. Changes that "trickle down"
from the top or "percolate up" from the bottom often stagnate
or get distorted. Appreciative Future Search speeds up the change process
by directly engaging the entire organizational system in envisioning,
designing, and implementing the change.
Appreciative Future Search conferences accelerate change because they
provide more collaborative and democratic (self-governing, voluntary,
and flexible) mode of organizing. In these events, the whole system
works together to understand, examine, envision, and enact their current
realities and future possibilities. The modes of organizing that these
type of events represent facilitates the alignment of both individual
and organization core values. When individual and organizational values
are closely aligned and integrated into organizational change efforts,
ownership, commitment, and support for the change is intensified and
resistance is minimized.
Achieving
Business Results
Appreciative Future Search focuses on relevant and systemic system-wide
issues that impact multiple constituencies throughout the organization.
Therefore much work is done before, during, and after the event to ensure
its success and institutionalize the change. Selecting the right topic
for the inquiry is essential so that a critical mass of people has information
to share on the subject as well as a strong desire to influence it (Wiesbord
& Janoff, 1995). It is recommended that organizations make their
most important business issue the focus of the event. Doing so brings
relevance and passion to the situation - there is a good reason why
we are here. It is also crucial to frame the topic in affirmative language
so that the inquiry leads in a positive direction and produces positive
results (Cooperrider & Srivastva, 1987).
Appreciative Future Search conferences are highly structured and use
efficient processes (individual, group, and system level) to manage
the content and achieve the desired outcomes of the event. They use
well thought out processes to: foster dialogue, clarify relationships,
review organizational history, scan the environment, implement break
through thinking, articulate hopes and aspirations, dissect key processes,
set direction and envision a new future, create and document action
plans, reinforce new behaviors, communicate progress, and follow up.
These processes if used effectively become a means to an end (successful
change).
Conclusion
Rich, new, and openhearted dialogue techniques are perpetually arising
as powerful methods of organizational inquiry that stimulate social
learning and collective intelligence. Dialogue and inquiry processes
are the hallmark of Appreciative Future Search, and greater efforts
must be made to discover how to include more voices in the development,
improvement, and execution of organization systems, processes, and practices.
The more we as OD practitioners seek to develop and refine these techniques,
the more we amplify the creative expression that is needed to heighten
organizational learning and spur innovation throughout the system.
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