Presentation Flow

Part 1 – Introduction

Case Conversations

Part II - Cases

Connecting within organizations

and communities

Connecting across organizations

and communities

The SAIDI Journey to Raising AI Awareness and Consciousness

SAIDI School of OD – Dr. Rosalina O.

Fuentes

Public Workshops and

Forums

Trimedia Exposure

newsletters, journal, national

publications

SAIDI Academic Programs : MA &

PhD

SAIDI Certificate Programs

Association for Appreciative Inquiry in the Philippines

1st Asian Appreciative

Inquiry Summit 2010

Case Western

University

Dr . David

Cooperrider

Pearl U.S. Bernardo

How the AI Experience is Spread G R O U P S

Academe Religious Groups

Local Government

Units

Government Corporations

Multinationals Private

Enterprises

NGOs, CSOs Interest Groups

A G E N T S

Consultants

OD

Practitioners

AI

Advocates

Geographical Reach

SAIDI Graduate

School of OD

Thailand Singapore Indonesia Vietnam Myanmar Cambodia Bangladesh Nepal

My AI Journey: Learner, Practitioner and Mentor

Attendance in AI Certificate Class at SAIDI

OD Team Training in AI Protocol

Executive Level AI Interview

Executive Plenary:

Positive Core:

* Hopes and

Possibilities

*Clarified VMV

Expanded Management Team

* Story Telling

* Shared Values and

Clarified Vision

Vision Launch for the Whole Organization

Jean Venturanza Lapa

Highlights of My AI Practice

Enterprise Leadership

•Our Positive Core

•Hopes & Possibilities

•What in the Vision Resonates

Expanded Management Team: Storytelling

•Sharing of Clarified Vision by Executive Committee

•Group Positive Core

•Individual & Team Values

Recognizing Small Steps

• Values in Action (VIA) Journey

New Year Kick-Off

• Clarified VMV

• Strengthening the fundamentals

Learner, Practitioner and Mentor

O U R P O S I T I V E C O R E

- H O P E S & P O S S I B I L I T I E S - W H A T I N T H E V I S I O N R E S O N A T E S

S T O R Y T E L L I N G

S H A R I N G O F C L A R I F I E D V I S I O N B Y E X E C U T I V E C O M M I T T E D

G R O U P P O S I T I V E C O R E

I N D I V I D U A L & T E A M V A L U E S

R E C O G N I Z I N G S M A L L S T E P S

“ VA L U E S I N A C T I O N ( V I A ) J O U R N E Y ”

Case 1: AI as tool to build a shared vision in a microfinance setting

The Setting:

• The Laboratory organization: a non-government institute engaged in microfinance projects operating in the Philippines for 25 years now

• This institute has a declared bias for women-clients

• Currently, it is the largest microfinance institution in the Philippines with a client base of over 1.7 Million as of March 2012.

The problematic situation (3 years ago)

1. Clients not honoring procedures and commitments

Multiple memberships resulting to more loan obligations to settle

Disturbed and bruised relationships

2. Account officers were hitting burnout

Mounting interpersonal issues

Confusion, frustrations, doubts and internal struggles regarding meaningful-ness

of the job extended to the financially disadvantaged

3. A situational tipping point: clients viewed the institute as mere conduit for loans and the officers viewed the institute as mere employer

DISCOVERING POSSIBLE BREAKTHROUGHS

What could be an entry point for appreciative inquiry in a

problematic microfinance landscape?

How exactly can AI be practiced in a micro-economic

activity towards a ‘happy’ landscape?

STORYTELLING:

THE KEY INTERVENTION INTRODUCED

Duration: 2.5 days per group of 50-70 within a 3-year

timeframe

Population Covered: Over 1,000

Two-layered storytelling around two guideposts:

1. Revisiting the Vision-Mission of the institute

2. Building a shared Vision-Mission

INTERVENTION 1 – REVISITING THE VM

The Protocols used were the Value Question and the Peak

Question, e.g. :

1. Which word/s or phrase do you find most inspiring from

the Vision-Mission statements of CARD?

2. Recall a time when you were most moved as member of

the CARD family. Share this story.

INTERVENTION 2 – BUILDING A SHARED V-M

(JOURNEYING THROUGH AI’S 4-D CYCLE)

Craft three priority aspirations that can en-able you

most in living out CARD’s Vision-Mission for the long

term.

Prepare the roadmap (actions – continue doing, more of,

stop doing) that will translate the aspirations to

Realities at CARD. (Think of stages for this roadmap).

INITIAL BREAKTHROUGHS

Immediately

AFTER the 2.5 days of storytelling and sharing:

Fun feelings and/or an ‘emotional lift’ (good laugh about the experiences shared)

An awareness (for some) and a realization

(for some others)that each had a story to

tell and together, these stories ‘painted’

the positive and/or negative image of CARD

among its clients and employees

THE EMERGING BREAKTHROUGHS

‘Slipping out’ of the frustration cycle

Clearing hovering doubts

Claiming once again the deeper meaning of

the work they do at CARD and for others

THE LANDMARK BREAKTHROUGHS

‘Positive’ conversations are more

pronounced in their meetings and interactions

Increased awareness in

doing their tasks

At ease with storytelling

conversations

CASE 2 – UBAS* AS A WAY TO COLLABORATE FOR

GRASSROOTS GOVERNANCE (*UBAS – UGNAYAN NANG BARANGAY AT SIMBAHAN)

The Setting:

1. This is a voluntary PARTNERSHIP engagement between a Barangay (i.e. Village Government Agency) and the Simbahan (i.e. a local Catholic Church called ‘Parish’)

2. This is a Church-initiated initiative and endorsed by the Secretary of Interior and Local Government.

3. This is a voluntary engagement and does not have a centralized structure.

THE PROBLEMATIC SITUATION (FOR ALL THESE YEARS

OF STRUGGLE TO BE A DEMOCRACY IN THE PHILIPPINES)

1. Barangays: driven by politics and politics of accommodation

Only a semblance of services for the people – high visibility during election

season - {Specific Problems: Low participation in genuine people and community

development activities, non- transparency on financial matters, human rights issues,

peace & order problems, inefficient disaster/risk management, widespread corrupt

practices}.

2. Simbahan goes about its evangelization

Simbahan Leaders do advocacy for honest elections and good choice of

candidates ONLY around the time of elections.

3. There are places where Barangay and Simbahan Leaders are openly at odds with

one another

DISCOVERING POSSIBLE BREAKTHROUGHS

What could bring these two institutions to work together for the

people, especially the very disadvantaged, after all, both claim

they are there for the people?

How can any initiative start without being drawn into un-healthy,

negative and even hostile relations and the widespread distrust

between and amongst people?

PARTNERSHIP: THE KEY INTERVENTION

INTRODUCED

Initiating PARTNERSHIPS

Expanding PARTNERSHIPS via :

a) Motivational Summits for shared stories

b) Crossing borders leading to intergroup partnering (other religious

groups, school-based programs, NGO’s, etc)

c) Advocacy and project-generation for Partners

INTERVENTION 1- INITIATING PARTNERSHIPS

Three restless Church Leaders shared experiences

and aspirations; and they came to an agreement –

bring the church and local government together.

Specific Interventions undertaken:

1. Look/Move around and see; simply put,

PRESENCING

2. Gather stories of people

3. Create small groups of common interests

(as reflected in their stories)

4. Form a Secretariat to do coordination and

continued ‘pulsing’

INTERVENTION 2 – EXPANDING PARTNERSHIPS

So far A NATIONAL SUMMIT ON GOOD GOVERNANCE has been held - key church and national leaders participated.

The constant exchanges of stories

and experiences have started to bring down

the barriers among different religious

orientations and groups; among different groups

like People’s Organizations and

Non-Government Organizations

Indicator of Success: there are now many

individuals from many places in the country

making themselves available to get involved

and push for more UBAS partnerships

INITIAL BREAKTHROUGHS

Consultations & information sharing have become basic strategies

among groups: exchange of ideas is flowing: structures evolved

and projects undertaken are context-&-need specific.

In other words, PEOPLE (leaders and followers) have started to talk,

listen and act for their sake and their community and their

environment.

THE EMERGING BREAKTHROUGHS

Partnerships are forming, firming and moving beyond the initial group of three! Like, The People’s Movement for Good Governance – BANTAY, GABAY, KAAGAPAY & TULAY

The restlessness is spreading like the sudden rush of water flowing out

from the mouth of the river.

THE LANDMARK BREAKTHROUGH

UBAS is now exposed as a concrete initiative showcasing

that the Government (+ Politics) and the Church CAN WORK

TOGETHER & ACHIEVE POSITIVE RESULTS despite Political

‘colors’ & interests.

{WHAT IS NEEDED NOWADAYS : A PARTNERSHIP MODEL THAT WORKS AND DELIVER RESULTS, AND THAT EXPANDS TO

GENERATE LAYERS OF LIKE-MINDED PARTNERSHIPS!!}

A POINT OF DEPARTURE

In both cases, the Power of the Story has shown how it can move deeply bordered institutions, like, the Church and the Government to collaborate.

Both cases have showcased how, in the Philippines, AI has ‘invaded’ inter-organizational processes to serve the wider sector’s common good.

And lastly, it is easy to keep AI alive: simply keep the stories alive