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Consumer Healthcare US
PRIDEPERFORMANCEPOSSIBILITIES
January 12-15, 2009
Las Vegas
PARTICIPANT GUIDEBOOK
Name: _____________________________________
B.E.A.T. Summit Team
Project Sponsor Roger Scarlett-Smith, President, Consumer Healthcare North America
Advisory Committee VP, Sales and Operations VP, HR VP, Business Opportunity & Strategy
Planning Team VP, Field Sales & Customer Marketing Brand Manager OTC Director, CHNA Communications Strategic Project Manager Customer Sales Manager IT Account Manager, Sales and Marketing Connections Manager, Supply Planning & Analysis Manager, Creative Production Manager, Commercial Operation Excellence Manager, Learning & Development Supervisor, Marketing Connections Communications Associate Manager, Creative Production IT Services Coordinator Director, Sales Training, Development & Communications Senior Brand Manager, Aquafresh Director, HR Organization Development VP, Business Opportunity & Strategy Oral Healthcare Consultant Manager, Training & Communications, CBI Oral Care Forecasting
Facilitation Team Bernard Mohr, Innovation Partners International Jim Ludema, Benedictine University Neil Samuels, Profound Conversations Caryn Vanstone, Ashridge Consulting Director, IT Talent Management/Organization Development Director, Corporate Talent Management Director, Corporate Executive & Leadership Development Director, Corporate Executive & Leadership Development Dianne Mairone, VP, Consumer Healthcare Leadership and Organization Development CHNA Director Sales Training, Development & Communications Director, Consumer Healthcare HR Organization Development Director, Corporate Organization Development
Logistics Team GSK Conventions and Event Management GSK Administrative Assistant
Event Management Company – ITA:
Production Company – TMW:
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Summit Purpose and Objectives
The purpose of this summit is to collectively start building a high-performance culture for Consumer Healthcare. With empowerment at its core, we will create an organization full of pride and possibilities.
By gathering our entire business together, we are at the leading edge of the GSK-wide empowerment effort championed by CEO Andrew Witty. Many eyes are upon us as we start on this journey.
Our objectives are to:
1. Discover the core strengths and values of Consumer Healthcare’s culture when we are at our best—that is, the “positive core” we want to keep and build on as we look to create an even higher-performance organization for the future.
2. Collectively dream and envision the ideal culture we want to create—the one characterized by Pride, Performance, and Possibilities.
3. Design the day-to-day relationships, processes, systems, services, and operations we need to ensure the new culture thrives.
4. Deploy a set of actions—key initiatives and implementation processes—to actively move us in the direction of our shared aspirations and commitments.
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Workbook IntroductionSimply put – we are here to help write the next chapter in the story of Consumer Healthcare. Our task is to listen to the voices of everyone in the business and agree on ideas we believe can make a real difference in creating the kind of organization we want and need.
We haven’t tried anything like this before – very few companies have – we think it is a bold and open way to build on the things that already make us special. We are here to work together. It is not a conference. There won’t be long speeches or slide presentations. There will be lots of working in groups to make sense of what we are discovering together and how best to act on what we learn. We also expect and hope that we will have fun.
The next four days will be quite varied. At times it will be noisy, busy, and action packed. At other times the pace will be reflective, slow, and more thoughtful. We all have different ways and styles of working, so we hope that the mixture will suit everyone and help us all to be at our best together. The variation in energy and pace is key to getting a great result from the event.
The meeting brings together the entire company so that the ideas and decisions that emerge make sense for us as a whole. The summit is about working hard while having fun and meeting new people. Everyone who goes on a journey through new territory needs a guide. This workbook is designed as a guide to help us through our time together.
This workbook contains detailed instructions and guidance for the activities that we will be doing together. This detail:• Limits the amount of complicated briefing our facilitators do – allowing more time for the really
important stuff – listening to each others’ stories and ideas.• Allows us to work anywhere in the main room and in breakouts and still keep a check on what is
expected.
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Summit Agenda
Day 1: Monday, January 12—DISCOVERY2:00 Opening and Welcome
Overview of the AI Summit Method and How We Will Work;Learning from Stories of Excellence: One-on-One Interviews
5:15-6:30 General Session6:30 Dinner
Day 2: Tuesday, January 13—DISCOVERY and DREAM8:00 Reconnection
Discovering the Resources in Our Community Identifying Our Positive Core of Strengths: Finding Our HeartbeatNoon-1:15 Lunch1:15 The Positive Image–Positive Action Relationship;
Our Dreams of the Ideal Culture of Pride, Performance and PossibilitiesCreative Presentation of Our Dreams
5:00 Wrap-Up and Plans for Tomorrow6:30 Dinner
Day 3: Wednesday, January 14—DREAM and DESIGN8:00 Reconnection Creative Presentation of Our Dreams Identifying and Ranking High-Impact Design OpportunitiesNoon-1:00 Lunch1:00 Outside Activities
Day 4: Thursday, January 15—DESIGN and DELIVER 8:00 Reconnection
Introduce Design and Prototyping Methods Brainstorming and Rapid Prototyping
12:30-1:30 Lunch1:30 Reviewing and Refining the Prototypes Leadership Team Fishbowl Simple Commitments4:30 Wrap-up and Close of Summit6:00-8:00 Reception and Dinner8:00 Show
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Appreciative Inquiry:Framework for the Meeting
“Appreciative Inquiry gets much better results than seeking out and solving problems. We concentrate enormous resources on correcting problems…[but] when used continually over a long time, this approach leads to a negative culture, a descent into a paralyzing sense of hopelessness. Don’t get me wrong. I’m not advocating mindless happy talk. Appreciative Inquiry is a complex science designed to make things better. We can’t ignore problems—we just need to approach them from the other side.”
- Thomas H. White, President, Telephone Operations, Verizon Wireless
“We introduced the concept of Appreciative Inquiry into our Breakthrough Leadership Program at Roadway curriculum in 2000. Our senior managers have been so enthusiastic…everyone is focused on what’s possible. The output has been amazing and provides a great map to desirable outcomes.”
- Jim Staley, President & COO, Roadway Express, Inc.
“Appreciative Inquiry is currently revolutionizing the field of organization development…it is a process of search and discovery designed to value, prize and honor. It assumes that organizations are networks of relatedness and that these networks are ‘alive.’”
- Robert Quinn, M. E. Tracy Distinguished Professor of Management, University of Michigan Business School, in Change the World: How Ordinary People can Achieve Extraordinary Results
“Watch out Dilbert. Your view of corporations as hotbeds of meaningless work and chronic alienation may hold center stage for now, but an alternative view that finds the glass half full, not half empty, is gaining followers daily. Eventually it will replace your terminally cynical take on the world. One thing’s for sure: Dilbert’s method to search for and highlight the most hilariously counterproductive workplace behavior and the times when workers are most dispirited is nearly reversed through the method of Appreciative Inquiry.”
- Eric Ramy, Human Resource Executive Magazine
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What is Appreciative Inquiry?As a method of organizational change, Appreciative Inquiry differs from traditional problem-solving approaches. The basic assumption of problem-solving methodologies is that people and organizations are fundamentally “broken” and need to be fixed. The process usually involves: (1) identifying the key problems; (2) analyzing the root causes; (3) searching for possible solutions; and (4) developing an action plan.
In contrast, the underlying assumption of Appreciative Inquiry is that people and organizations are by nature full of assets, capabilities, resources, and strengths that are just waiting to be located, affirmed, stretched, and encouraged. The steps include: (1) Choosing to use an appreciative approach to deal with the business issue; (2) discovering and valuing; (3) envisioning; (4) designing through dialogue; and (5) improvising and sustaining the future. In other words, the appreciative inquiry 5-D model includes Define, Discover, Dream, Design, and Destiny.
AI
Choose the positive as the focus of inquiry and select the topic
Inquire into stories of life-giving forces
and locate themes/patterns
Collectively envision what could be
Learn, empower, execute and improvise
Define
Destiny
Dream
Discover
Collectively determine what should be—theideal organization
Design
“Co-constructing”
“Sustaining”
“Appreciating”
“Innovating”
“Committing”
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What to Expect from this Summit
This summit differs from typical working meetings in four important ways:
The whole system participates. That means more diversity and less hierarchy than is usual in a working meeting, and a chance for each person to be heard and to learn other ways of looking at the task at hand.
Deep exploration is done into what gives life to Consumer Healthcare when we are at our best. That means learning from one another about what it is like when we are most vibrant and empowered in relation to our whole system of stakeholders.
People self-manage their work and use dialogue – not “problem solving” – as the main tool. That means helping each other do the tasks and taking responsibility for our perceptions and actions.
Common ground rather than “conflict management” is the frame of reference. That means honoring our differences rather than having to reconcile them.
Facilitation Team Set the structure and time frames Guide large group discussions Keep purpose in the forefront
Participants Contribute your best ideas Listen generously to and engage fully with others Lead with your energy and optimism Self-manage your group Focus on the future of what you want to create
Logistics Team Ensure the smooth running of all the logistics enabling us to focus on our work
Ground Rule We are all fully-functioning adults making informed choices about how to participate.
Self-Management RolesEach small group manages its own discussion, data, time, and reports. Here are useful roles for self-managing this work. Leadership roles can be rotated. Divide up the work as you wish:
DISCUSSION LEADER—Ensures that each person who wants to speak is heard within time available. Keeps group on track to finish on time.
RECORDER—Writes group’s output on flip charts, using speaker’s words. Asks people to restate long ideas briefly.
TIMEKEEPER—Keeps group aware of time left. Monitors report-outs and signals time remaining.
REPORTER—Delivers report to large group in time allotted.
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Activity #1Learning from Stories of ExcellenceOpening conversation in pairs
“The real voyage of discovery consists not in seeking new landscapes but in seeing through new eyes.”
--Marcel Proust
Purpose of this activity:To get to know each other better, to hear about our best experiences of Consumer Healthcare, and to think about how we can be at our best, here, in this Summit.
Time: 1 Hour and 45 minutes.
Guidelines:
Select an interview partner from your table – someone you do not know, someone whose role or department is different from yours.
“Interview” your partner using the interview guide on the following pages. Read the questions as they are written aloud to your partner. Each person will have 50 minutes to interview his or her partner.
Help your conversation partner to stay in “story telling mode” and to avoid explaining or analyzing things.
Listen for great quotes, images and phrases and make a note of them.
Be really curious – be open to learning and interested in what they have to say.
Help them tell concrete stories about real people and events.
Give space for thinking.
Allow silence while the interviewee works on their answers – avoid jumping in.
Let them lead with their ideas.
Listen to them – rather than thinking about your own answers to the questions, or telling your own stories.
Both of you should answer all the questions. It is best to have one person share their answers to all the questions with the other taking good notes and listening well, and then change over.
Watch your time to allow for both people to do justice to their stories.
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Interview GuideBuilding Empowerment and Alignment Together:
Pride, Performance, Possibilities
1. Your Storya. Please take a moment to share with me who you are, where you’re from, and what you do.
b. I’d like to learn about your beginnings at Consumer Healthcare. When did you come into the organization and what attracted you to join us? What were you initially excited about when you joined?
c. What are you most proud of about your work now? What do you find most meaningful and fulfilling?
I’d like to move now and talk about some specific topics the planning team identified as being crucial to creating the empowered organization we want.
2. Great TeamworkGreat teams use various components, skill sets, and perspectives in achieving results. Teams are shaped by past experiences, passion, and members’ diverse strengths. Think of a time when you were part of such a high performing team at work or elsewhere. Please describe this situation in detail.If necessary to help the person tell their story, you might ask things like:What led to the success of the team?Who was involved?What was your contribution to the team? What did others contribute?What were the outcomes and benefits you experienced?What were the factors that made it successful?
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3. Deep RespectOrganizations are at their best when they value individual differences and strengths. When respect is demonstrated, people feel safe and confident to express their thoughts and opinions, fostering innovation and learning. Please tell me about a time when you experienced a strong sense of respect from another person?
What gave you that feeling?
4. “The only failure is the one you don’t learn from”
Innovation, which is necessary for business success, does not occur without risk-taking. People take risks because they believe in the possibilities in the unknown. Warren Buffet, Thomas Edison, and Rosa Parks all took risks and they are known for their successes. Even the BEAT Summit is a business risk. Will you please describe a time when you felt inspired to take a risk?
What made you want to take the risk? What made you comfortable taking the risk? What was the best you believed could happen? How did it feel? What did you learn? What gave you the confidence to persevere? How did that experience affect how you took risks afterward?
5. Outstanding Management Support11
Managers support you when they have your best interests in mind and willingly roll up their sleeves and help --“they have your back”. They are readily available for guidance and empower you to reach your full potential. Think of a time when you gave or received such management support and tell me that story.
How did you feel?How did this affect you day to day? How has this support changed you?How has it affected others?
6. Your Best QualitiesNow let’s imagine we had a conversation with the people who know you best and we asked them to share the 3 best qualities they see in you; qualities or capabilities that you have that help bring pride, performance and possibilities to Consumer Healthcare? What would they say?
7. Essence of Consumer Healthcare.What is at the very heart of Consumer Healthcare that we must retain no matter what else may change; that one factor that gives life to our organization?
8. Your vision of the ideal Consumer Healthcare.12
Imagine it’s January 2011. Consumer Healthcare is a place where everyone feels great pride in their work and brags about GSK to their friends and neighbors. We’ve doubled our business and everyone sees the limitless possibility for themselves and the organization. Empowerment has been at the heart of the transformation.As you walk around this organization full of possibility, what do you see, hear, and feel? Be specific!
What are people talking about? What are associates doing differently? What are senior managers doing? What else has changed that has created such possibilities?
9. How did we get there?When you think about the Consumer Healthcare you described above, what were some of the changes we could make to start creating that future?
a. What are some of the larger or longer-term actions we could take?
b. What is one small step we could take tomorrow that you think would have the biggest impact?
c. What is one thing you could do?
10. Wishes for SuccessIf you had three wishes, which if granted, would help create an empowered and aligned organization characterized by individual and organizational pride, performance, and possibilities, what would they be?
a.
b.
c.
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11. What is the best that could happen in these three and a half days?This summit will be one of the most significant and memorable experiences in the history of our business. Given what you just shared with me:
a. What will make it so memorable?
b. How will you contribute to making this Summit such a marvelous experience?
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Activity #2Discovering the Resources in Our Community
Purpose: To welcome and appreciate each other and to learn about the experiences, strengths, hopes, and resources people bring to this summit and to our business.
Time: 45 minutes.
Guidelines:
Quickly select a discussion leader, timekeeper, recorder, and reporter if you choose.
Introduce your partner using their answers to question 1 and question 6.
Take notes – particularly the Recorder and the Reporter. Notice any patterns or themes emerging.
Then share your ideas about what will make this such a memorable experience and how you will contribute. (Answers to question 11).
Be ready in case your table is asked to speak out about what you discovered in this process.
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Activity #3Identifying Our Positive Core of Strengths-- Finding Our Heartbeat
Purpose: To discover the root causes of success of an empowered culture full of Pride, Performance, and Possibilities—that is, the “positive core of strengths” that we have in Consumer Healthcare that we want to keep and build on as we look to create an even better environment for the future.
Time: 1 Hour and 50 Minutes
Guidelines:
1. Quickly select a discussion leader, timekeeper, recorder, and reporter if you choose.
2. At your tables, have each person share highlights from interview questions 2, 3, 4, and 5. Focus especially on the stories that are told. Save the analysis for later—stay in story-telling mode.
3. As a group, talk about what these stories tell you about an empowered culture at its best. Find the patterns and themes lying within those stories, and in particular what were the circumstances that enabled those experiences. Look for the root causes of success that made them possible. It may take some time before the themes and patterns become clear to you as a group so do not feel pressured to come up with instant answers.
4. Now as a group, brainstorm all of the “root causes of success” you found in the stories. Try to use phrases more than single words.
5. Choose 5-7 you feel are the most important and write them on a flipchart. (These will be shared on the video so write large and neatly please.)
6. Choose one story from the interviews that powerfully illustrates an empowered culture of Pride, Performance, and Possibilities. Give the story a name and write it neatly on the White colored card provided along with the story-teller’s name.
7. On the Yellow colored cards, please write all of the answers to question 7, the Essence of Consumer Healthcare; one per card please.
8. Be ready to share your “root causes of success” and the story your group chose in case your table is called upon.
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Positive Image Positive Action
Placebo Affect:
Pygmalion Dynamic:
The image that the teacher held of the student is a more powerful predictor of a child’s performance than IQ scores, home environment, or past performance.
Unbalanced “Inner Dialogue”:
High Performing Teams
+ 6:1 ratio of positive– (strength-based and opportunity) focused dialogue to negative (deficiency focus) dialogue.
+2:1 ratio of inquiry (learning focused questions) versus advocacy (closed positions) type conversation.
Low Performing Teams
1:3 ratio: one positive statement in the team for every three deficiency focused statements.
1:20 ratio: one inquiry (open-learning type questions) for every twenty remarks based on advocacy.
Affirmative Capacity:
PlaceboCough Syrup
Antibiotics
Cough
Syrup
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“Watch out for the
woods!”
What Good Are Positive Emotions?
Questions for Reflection
What in all these areas is most interesting to you?
Do you have illustrations or examples of any of these from your own life? Is there other research you know about?
Implications?
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intellectual resources• develop problem-
solving skills• learn new information
social resources• solidify bonds• make new bonds
physical resources• develop coordination• develop strength and
cardiovascular health
psychological resources• develop resilience and
optimism• develop sense of identity
and goal orientationBarbara L. Fredrickson; The American Scientist, 2003 July–August; p. 333
global-local visualprocessing
Mednick’s Remote Associates Test
MowerAtomicForeign
?
Activity #4Our Dreams of the Ideal Empowered Culture of Pride, Performance, and Possibilities
Purpose: To create compelling, exciting and enticing dreams of the future of Consumer Healthcare’s culture. To share these dreams with each other in a way that brings them fully to life and which inspires us to begin living them.
Time: Your group MUST be ready to present in your breakout room at 4:00.
Self-manage:By now, you will be getting used to working together and getting the best out of each other. Bring your experience of this from your group this morning into your new group. This activity is a creative one – it is about being BOLD and FRESH in your thinking, stretching yourselves beyond your normal ways of working, supporting and challenging yourselves and each other. Think about how you might do this together – how you want to manage your time and energy to get the very best output from everyone on your table.
Make sure you understand the whole process before you set off on the first action.
This activity is complex with several steps. It is probably useful to read through all of these notes first, and to look at the suggested timings for each of the steps.
A special note about timekeeping:The timing for this activity allows you to finish this work, and to take a break. However, quite often people like to take extra time on Step 2 to refine, polish and rehearse their creations. If you want to do this, make sure that you manage your own time allowing for breaks when you are ready.
Detailed steps:
Step 1 – we believe this step should take you around 1.5 hours to complete fully First share what stands out for you from this morning’s conversations about the factors and
conditions that underpin cultures of high-performance, pride and possibilities.
When you have heard from everyone in the group and discussed these reflections together, you are ready to begin dreaming of the future Consumer Healthcare.
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Your job is to imagine our organization in the future. As a group, project yourselves forward two years – it is now January 2011. Consumer Healthcare is a place where everyone feels great pride in their work and brags about GSK to their friends and neighbors. Our business is growing rapidly and everyone sees the limitless possibility for themselves and the organization. Empowerment has been at the heart of the transformation. The ideas from the meeting in Las Vegas two years ago have grown into everyday reality. The smallest possibilities have been expanded in exciting and novel ways of working together. What is most surprising is that people in Consumer Healthcare now think of this as normal. As you walk around this organization full of possibility, what do you see, hear, and feel?
Describe your experience and images of what Consumer Healthcare has become as a result of having stretched the best of what was already happening into an even better place.
As you create your image of the future, you may want to refer back to your and your partner’s response to interview question 8.
As a group your job is to find ways of making your dream vivid for others. This DREAM of the future must have these key properties: It must be:
o ROOTED in your concrete experiences of Consumer Healthcare at its best – grown from the data that you have discovered together. (Please note: This is NOT about creating a vision that has been plucked out of thin air. Nor is it a collection of your own personal wishes).
o PROVOCATIVE – it represents a stretch. It should be MORE than just a repetition of these stories, it should build on them, extend them, push them to the limits of what is possible. What would 11 or 12 out of 10 look like?
o COMPELLING AND POSITIVE – what will make your dream exciting, engaging and irresistible to others? Make sure you describe it in positive terms (an expression of what you want, rather than what you don’t want).
o Described in the PRESENT TENSE – as if it were happening now rather than a wish for the future.
Create a flipchart which details the SPECIFIC ELEMENTS of this new, better working world.
FLIPCHART – It is January 2011, and the most inspiring and exciting things about Consumer Healthcare’s Culture now are:1
2
3 …. Etc
Use rich detail to describe your DREAM (avoid simple slogans and clichés) – you might want to think of how specific company activities, processes and experiences are now different in real terms for people. You might also include your interactions with customers, suppliers, regulators, etc.
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This is an exercise in creativity, imagination and dreaming – the kind of organization you want to work in, combined with rigor and thoughtful detail.
Step 2 – we believe that this step will take around 45 minutes to complete fully Once you have agreed on the specific elements of your Dream then move onto this next stage.
Your job now is to find a creative and expressive way to present your images of the future to other groups. To bring the dream to life as if it is happening now. You will have between 2 – 4 minutes to present your dream.
The main focus is on ensuring the quality of CONTENT and on conveying the feeling and detail of your dreams to others. Try to make your presentations clear, compelling and memorable. We have lots of creative materials here in the room for you to use in making your presentations. Check out what is available. Think about imaginative ways in which you can represent your dream.
Examples: * A TV special* Magazine cover story* Mini play, or skit, or enactment of the dream* A “day in the life”* A poem* A work of art* News interview or “Front Line” special* A recruitment pitch* A film style trailer* A song* A dance
Be creative – it can be something that you put on like a show, or it may even be something that you can get your “audience” to join in with you!
Make sure you think about rehearsal time.
At 4:00 this afternoon, you need to be ready to share your Dream with other groups in your half of the room.
After seeing all the performances, and hearing the explanations of the flipcharts, you will get to choose one performance which your room will put forward to represent your group back in the main room. This is the expression of the dream that seems to most closely capture the spirit of the other presentations. So you might get to do your performance twice! The facilitator in your room will inform you of the process for choosing.
Remember TIMEKEEPING. Please be respectful of your colleagues by sticking to the time yourselves!
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Activity #5What caught my eye during the dreams?
Purpose: To enjoy and learn from each dream performance – what is particularly exciting?
Detailed steps: After you watch each performance, make notes for yourself about what really caught your eye. What came to life and made you most excited about the future of Consumer Healthcare? What was really new and innovative? What would you choose to put energy into bringing to life? Start to notice which enactment you are most drawn to. Think about which one seems to capture
the spirit of all of them Think about which one you would like to see presented in the main room to represent your group.
Please note – when you are asked to move between this space and the main room, you should go straight there. The performances in the main room start at 4:35.
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Design: What Do We Mean by Strategic Design Opportunities?
At its most basic, a strategic “design opportunity” is any element or aspect of the organization that has a significant impact on how work gets done and how people think, act, and feel. Below are some examples. What would you add to the list?
What Consumer Healthcare is like to join – recruitment What our leaders are like to work with What it is like to develop and grow our skills and knowledge here How we divide up the work among different departments and how we then coordinate across
those boundaries How we play and have fun together What our work processes are like How we speak to each other How our meetings work What it is like to start work here– how we bring people in, help them “learn the ropes”, and the
kinds of development opportunities they have very early in their careers What our buildings, equipment and work environments are like How we approach diversity and support differences of age, ethnicity, sexual orientation, gender,
etc. What gets recognized and what forms does recognition take How people work across boundaries What does ownership and accountability look like What our customers say about us How we facilitate and support major change processes How we work with social and environmental responsibility What our partnerships with other companies and individuals are like How we enable and reward innovation How we behave towards our customers How we make sure that we learn together from the experiences in our company What our authority levels, accountabilities and sign-offs say about trust and empowerment What do our suppliers say about us How we work with risk taking What our shared values are like What our working hours are like How free we are to make our own decisions The level of meaningfulness people experience in their work The degree of opportunity to use our strengths everyday
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Activity #6Selecting High-Impact Design Opportunities
Purpose: To identify those aspects of Consumer Healthcare’s culture which we believe can have the biggest impact on making our success inevitable.
Time: 2 Hours including a self-managed break
Guidelines: 1. Quickly select a discussion leader, timekeeper, recorder, and reporter if you choose. (5
minutes)
2. From all the presentations about the future and from your own thoughts and wishes, brainstorm a list of strategic design opportunities you think have the greatest potential to help create the ideal culture we want in Consumer Healthcare. (20 minutes)
3. As a group, choose the 3-5 opportunities that you’re most passionate about and that you believe will have the greatest impact on making our vision for an empowered culture of Pride, Performance and Possibilities come to life. (10 minutes)
4. Write each one neatly in large letters on the large card stock provided. Use a phrase or a sentence rather than a single word so that the card is self-explanatory. (5 minutes)
5. Select one member of your circle to take the cards and go to the center of the room. Everyone else move your chairs into a large circle. (5 minutes)
6. Those in the center, throw your cards face-up into the middle. Silently, cluster the cards into natural groups. (15 minutes)
7. For each cluster, choose or write a “title” card which best captures the essence of the cluster. Use a phrase or a sentence rather than a single word so that the card is self-explanatory. Stack all the cards in that cluster under the title card. (10 minutes)
8. Share the results of the clustering with the room. (10 minutes)
9. Quickly write each priority on a separate flip chart page and place around the room. (5 minutes)
10. Each person gets 5 votes to identify the priorities they are most passionate about and think will have the most impact on creating the empowered culture we want. (You may put all votes on one or split.) (15 minutes)
11. Select two people to share back in the main room. This will be less than a 3 minute presentation (5 minutes)
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12. Facilitators and reporters write the results of the voting on one or two flipcharts making sure they capture ALL the topics and their tally. Everyone else takes a break and moves back to the main ballroom.
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What We are Learning from Designers
1. Observationo Shadowing – observing people using the product or serviceo Behavioral Mapping – photographing people within a space over 2-3 dayso Consumer Journey – tracking all the interactions a consumer has with a product or serviceo Extreme User Interviews – talking to people who really know – or know nothing – about a
product or service, and evaluating their experience using ito Storytelling – prompting people to tell personal stories about their consumer experienceso Unfocus Groups – interviewing a diverse group of people
2. Brainstormingo Defer Judgment – don’t dismiss any ideaso Building on the Ideas of Others – no “buts,” only “ands”o Encourage Wild Ideas – embrace out-of-the-box notions because they can be the key to
solutionso Go for Quantity – aim for as many new ideas as possible (in a good session up to 100 ideas
are generated in 60 minutes)o Be Visual o Stay Focused on the Topic – always keep the discussion on targeto One Conversation at a Time – no interrupting, no dismissing, no disrespect, no rudeness
3. Rapid Prototypingo Mock up Everything – it is possible to create models not only of products but also of serviceso Use Videography – make short movies to depict the consumer experienceo Go Fast – Build mock-ups quickly and cheaply – never waste time on complicated conceptso No Frills – make prototypes that demonstrate a design idea without sweating over the detailso Create Scenarios – show how a variety of people use a service in different ways and how
various designs can meet their individual needso Bodystorm – delineate different types of consumers and act out their roles
4. Refining o Brainstorm – in rapid fashion to weed out ideas and focus on the remaining best optionso Focus Prototyping – on a few key ideas to arrive at an optimal solution to a problemo Engage the Client – actively in the process of narrowing the choiceso Be Disciplined – and ruthless in making selectionso Focus – on the outcome of the process – reaching the best possible solutiono Get Agreement – from all stakeholders – the more top-level executives who sign off on the
solution, the better the chances of success
5. Implementationo Tap All Resources – involve diverse workforce to carry out the plans
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Activity #7Brainstorming on Design Opportunity
Purpose: To brainstorm as many ideas as possible related to your group’s design opportunity—ideas that can move us in the direction of our future visions and dreams.
Time: 45 Minutes
Guidelines:1. Introduce yourselves to each other and briefly share why you chose this group and why you
think this topic matters to the business. (10 minutes)
2. Each breakout group manages its own discussion, data, time, and reports. Here are useful roles for self-managing this work. Divide up the work as you wish:
BRAINSTORMING RADICAL – Assures that group is challenged to contribute wild “out there” ideasBRAINSTORMING TIMEKEEPER – Keeps group aware of time leftBRAINSTORMING FACILITATOR – Facilitates the brainstorm by upholding the brainstorm group rules and raises questions to keep the brainstorming moving. Challenges the group to go for quantity – try to get as many ideas and “post-its” as possible on the table.
3. Using the post-it notes, brainstorm as many ideas as possible related to your group’s design opportunity—ideas that can move us in the direction of our future visions and dreams-- one per post-it. (20 minutes)
Assuming anything imaginable was possible in relation to the opportunity… “What would the ideal look, sound, and feel like”?
Brainstorming Rules:o Defer judgment – accept all ideaso Encourage wild ideas – be radicalo Build on the ideas of others – no “buts” only “ands”o Stay focused on the topico Hold one conversation at a timeo Be visualo Go for quantity
4. Move on to Activity #8 on the next page.28
Activity #8Rapid Prototyping
Purpose: To take the 3-5 most promising areas from the brainstorming session and to build and design a “prototype” or model of it that can have a significant impact on creating the culture we want.
Time: 2 Hours and 15 minutes
Guidelines:1. Select a discussion leader, timekeeper, recorder and reporter if you choose.
2. Do a quick read of the promising ideas or combination of ideas from the brainstorming session. Think about ideas that can be designed into something that is tangible—something that will have a big impact on creating the culture of empowerment we want.
3. For the sake of building at least one prototype, narrow and prioritize the brainstormed list. One way to do this is to use the colored “dots” and have each group member take five dots and place them on the items they most want to work on (someone could put all five dots on one item, or they could vote for five different items). Or you can simply use markers and place your five marks on the items you most want to work on.
4. If the prototype has several discrete elements, you might want to form subgroups to work on different pieces.
5. Build the prototype and make it visual, for example:A drawingA storyboardA modelA headline story on CNN
6. Complete the prototype template on the next page and transfer it to the posterboard.
7. Be prepared to share your prototype in this room after lunch.
8. Go to lunch and come back to this room by 1:30.
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Prototype Template
1. Name your prototype
2. Describe clearly your initiative and what it is intended to accomplish: key objectives
3. Case for Action: (Including business/financial logic.)
4. How will you measure success
5. Name the group members who will continue with this initiative and their contact information
6. Suggested next steps: (what, who, when)a. Short term (next 2-4 weeks)
b. Longer-term
7. Is there someone who wants to champion this? Please provide contact information.
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Activity #9Refining the Prototypes
Purpose: To collect input that could be used to further refine the prototype in the future.
Time: 45 minutes
Process:
1. One member from each group stays with their prototype template to answer questions and engage others in dialogue. Feel free to rotate this job among group member so that one person doesn’t have to stay put the whole time.
2. Everyone else walks around the room reviewing the prototype templates. Use the post-its to write your comments—what you love about the idea, any suggestions you have that would make it even better, or questions you have about it.
3. If you like, add your name to the list of team members to further refine the prototype after the Summit.
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Activity #10Simple Commitments
Purpose: To commit to actions within our individual spheres of control which, with follow-through, will have significant impact on making our vision of the future real.
Time: 15 minutes
Process:
1. Spend 2 minutes thinking about what you could do, requiring no resources other than what you control, that would have a significant impact on making the vision of an empowered culture of Pride, Performance and Possibilities come to life.
2. On a note card, legibly write down one concrete action you will take—your commitment. SIGN YOUR NAME.
3. With two tables combined, have each person read the commitment aloud and post it on a flipchart.
“I think of a hero as someone who understands the degree of responsibilitythat comes with his freedom.”
--Bob Dylan
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Bios
James D. Ludema, Ph.D.
Dr. James Ludema is a Professor in the Ph.D. Program in Organization Development at Benedictine University, a principal in the Corporation for Positive Change, and a founding owner of Appreciative Inquiry Consulting, a global firm that includes the world's leading thinkers and practitioners of AI. Jim is an internationally recognized organizational consultant and author of many articles and books on AI. His consulting practice focuses on the use of AI for large-scale corporate change initiatives, including strategy development, strategic planning, leadership development, core business redesign, culture change, customer service, and mergers and acquisitions.
For more than a decade, Jim has been an innovator and thought leader in the field of Appreciative Inquiry, teaching the methodology in the doctoral program at Benedictine University, offering public workshops and keynote addresses, and serving as a lead organizer of the first (2001), second (2004), and third (2007) international conferences on AI. He has written numerous articles on AI, including “Appreciative Inquiry: The Power of the Unconditional Positive Question” (with David Cooperrider and Frank Barrett) and “Appreciative Future Search: Involving the Whole System in Positive Organization Change” (with Connie Fuller and Tom Griffin). His most recent book is The Appreciative Inquiry Summit: A Practitioner’s Guide for Leading Large Group Change with Diana Whitney, Bernard J. Mohr, and Thomas J. Griffin (Berrett-Koehler, 2003).
Jim has led consulting projects in North America, Europe, Asia, Africa, and Latin America with organizations in the corporate, nonprofit, and government sectors, including Merck, BP, McDonald’s, John Deere, Ameritech, U.S. Cellular, Northern Telecom, Square D Company, Essef Corporation, Bell & Howell, Kaiser Permanente, World Vision, the US Navy, the City of Minneapolis, and many local and international nongovernmental organizations (NGOs).
Jim lives in Geneva, Illinois. He can be reached at [email protected] or 630-208-6507.
Bernard Mohr
Bernard Mohr has served as a senior manager, designer, thinking partner and executive coach within healthcare, education, retail, manufacturing, government and professional service organizations -in the US, Canada, Central America, the Caribbean, Western Europe and the Middle East.
For almost 40 years, Bernard has developed collaborative innovation methods, dynamic evaluation and positive organization design as vehicles for achieving dignity, meaning and community in the workplace as well as sustainable organizational performance. Since the early 1990’s, Bernard has helped evolve the theory of strength-based transformation into practical applications at the organizational and business level.
An experienced keynote speaker on high performance/democratic organizations, he has published numerous articles in the fields of quality, organization design and transformation. Recent books include:Appreciative Inquiry: Change At the Speed of Imagination (Jossey Bass, 2001) Essentials of Appreciative Inquiry: A Roadmap For Creating Positive Futures (Pegasus Communications, Waltham, USA 2002)The Appreciative Inquiry Summit: A Practitioner's Guide for Leading Large-Group Change (Berrett-Koehler 2003). In addition to his consulting work through Innovation Partners International, he holds an adjunct professorship at Concordia University, Montreal in the Department of Applied Human Sciences.
Bernard lives in Portland, Maine and can be reached at [email protected] or 207-874-0118.Neil Samuels
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Neil is a globally respected practitioner of AI in both the corporate and education sectors. As a senior consultant and manager of Organization Development in BP, Neil had nearly 20 years of increasing responsibility and impact in the United States and internationally spanning every business segment and function in that global energy company. After four years in London as Manager of Organization Development for Europe, Neil left BP in 2006 to start his own consulting practice; Profound Conversations, LLC, in Chicago, Illinois. His clients include Cruise Lines, High-Performance Manufacturing, Consumer Products, Financial Trading and Compliance, International Pipelines, Energy Exploration and Production, as well as not-for-profit and government organizations.
He is a member of Appreciative Inquiry Consulting, a global firm that includes the world's leading thinkers and practitioners of AI. Since 2001 Neil has been a contributing member of the Positive Change Corps (PCC), an intentional, not-for-profit, collaborative, global community seeking to illuminate and awaken the life giving forces within students, teachers, school systems, and communities. He has co-designed and led three “Leap of Learning” Summits for the PCC bringing together teachers, students, administrators, parents, and community leaders to learn how to use AI to transform their own schools.
Neil has published in the US and UK in The OD Practitioner, Managing Schools Today, and the AI Practitioner, and has presented his work at The Academy of Management and The International Conference on Appreciative Inquiry. He is co-author of a just-published book; Brilliant: The Heathside Story: A Case Study of Whole System Transformation using Appreciative Inquiry in a School.
Neil has an MSOD from Pepperdine University where he has served as Adjunct Faculty in the George L. Graziadio School of Business and Management
Neil lives in Naperville, Illinois and can be reached at [email protected] or 630-605-4610.
Caryn Vanstone
Caryn’s practice is influenced by years working as both a line manager and change specialist in industry, working in the post-privatization UK Water Industry. She consulted on projects including outsourcing and JV’s, customer centricity, IT system change, individual/team leadership development and major restructuring, downsizing and cultural transformation programs.
Since joining Ashridge Consulting in 1999, she has worked all over the world, leading many highly innovative change projects for Corporate clients including O2 (a leading European mobile telecommunications company), Nokia, BP, American Express, the BBC and in the UK health service. She is currently leading a challenging culture and performance change project in Germany with Fujitsu Siemens Computers and developing leaders in GlaxoSmithKline (UK and US) to work with transformational change and empowerment.
Caryn’s focus is on “adult” cultures of empowerment, innovation and “live-liness”. Her consulting style draws from complexity theory, relational and gestalt psychotherapy, eastern philosophy and Appreciative Inquiry combined with traditional process re-design and project management, and large group work like Open Space, World Café and Summits.
She has an MSc in Organization Consulting and for the last 9 years has been a Tutor on the Ashridge Masters in Organization Consulting. Caryn lives outside London and can be reached at [email protected] or +44 788 0788 279.
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Mariah Howard
Mariah Howard is a Visual Recorder, facilitator, dialog host, and teacher. As a Visual Recorder, Mariah works with non-profit organizations, corporations, and community groups to capture their conversations and presentations in the form of Visual Records. She also enjoys making non-linear visual maps, logos, and illustrations for individual clients who want a creative way to present their biographies, new projects, and strategic plans. Mariah’s work with groups includes facilitating and graphically recording community and corporate dialogs, as well as teaching Visual Recording skills that build on students’ creativity and ability to listen deeply. To see some of Mariah's Visual Records and learn more about her work, please visit her blog: arterior-motives.blogspot.com.
Mariah lives in San Francisco and can be reached at [email protected]
Michelle Boos-Stone
Michelle is the founder of Gecko Graphics, a global consulting firm specializing in corporate graphic recording and organizational development. Michelle utilizes the unique approach of visual communication in her work, to help individuals and teams grasp complex concepts through the use of bold maps and visuals, creating a “picture” of what the group is hearing and creating together.
Michelle has been working in the field of organizational change and strategic dialogue for the past 18 years. Her global consulting practice has grown over the years to include graphic recording, facilitation, process design, and executive coaching, all focused around developing leaders at their core and managing change to produce outrageous possibilities. She has also helped major organizations with their culture change initiatives and vision/strategy development and implementation.
Her client list includes Fortune 100 to 1000 companies, educational systems, speakers such as Peter Drucker, Peter Senge, Gary Hamel, and Peter Block, health care systems and consulting and training firms. A sampling of Michelle’s recent clients include The Coca-Cola Company, British Petroleum (BP), General Mills, Bausch & Lomb, Whirlpool Corporation, Honeywell, Inc., Nestle, Shell Oil Company, Bass Hotels & Resorts, The Kellogg Foundation and Massachusetts General Hospital Cancer Center.
Michelle lives in Long Beach California and can be reached at [email protected]
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