Ai Alchemy Slidedeck

Not so much a book review
as aspects of AI I learned
from Pauline Arneberg.
For Alchemy by Marco
Sunday, September 29, 13
UNDERSTANDING AI
More than a method or technique, the appreciative
mode of inquiry is a means of living with, being with
and directly participating in the life of a human system
in a way that compels one to inquire into the deeper
life-generating essentials and potentials of
organizational existence.
David Cooperider
If you want to build a ship, then don't drum up men to
gather wood, give orders, and divide the work.
Rather, teach them to yearn for the far and endless sea.
Antoine de Saint-Exupery
THE 3-ES OF AI
For Individuals & Organizations
Exceptional
All people are exceptions to the rule.
All need to be seen as exceptions.
When this happens people feel heard.
Essential
All people need to be seen as essential.
Equal
All people need and desire
to have an equal voice.
There is a need to be appreciated.
TRADITIONAL PROBLEM SOLVING
"Felt Need"
Identication of Problem
Analysis of Causes
Analysis of Possible Solutions
Action Planning (Treatment)

Basic Assumption:
Organizing is a Problem to be Solved.
APPRECIATIVE INQUIRY
Appreciating
''Valuing the Best of What Is"
Envisioning What Might Be"
Dialoguing What Should Be"
Innovating ''What Will Be"

Basic Assumption:
Organizing is a
Mystery to be Embraced.
Positive
Life Giving Core:
The Upward-Spiraling
AI Arrow
For individuals
& organizations
The follow sections
start from a group we
perspective, but present
potential inquiry at
the individual level.
PHASE 1
COMMITTING TO THE POSITIVE
Dene New Capabilities
Awareness of the need for development,
stated in afrmative and positive ways.
Preparing for an appreciative process.
- What is needed for success?
(Different than Whats missing?)
- What do we want more of?
You cannot solve a problem from the
mindset that created it.
Albert Einstein
PHASE 2
VALUING THE BEST OF WHAT IS
Discover New Strengths
Interview process and gathering of experience.
Inquiry into the life-giving properties
of the individual or organization.
- What are our signature strengths?
- What is working well?
- What are our hidden gifts?
PHASE 2
1. Personal Reection Peak Experience:
Recall experiences in your life when you felt
most alive, inspired, and excited.
You were at your best in these moments.
What were these moments about? What did you do?
Core Factors: What led you to be your
best in these experiences?
Strengths: Without being humble or shy,
what do you value about yourself?
PHASE 2
2. 360 feedback on personal strengths
Identify 5 to 8 people who work closely with you.
Request them to recall 3 stories when they saw you at
your very best. In each story, describe the
strength they saw and the situation, so you can
understand the characteristic they are describing.
Record down their thoughts.
After you have responses from these 5 to 8 people, go
through their responses to identify themes and patterns
of your strengths. List about 5 strengths.
PHASE 2
3. Questionnaires & personal surveys
You can also nd out your signature values through lling
up this questionnaire (no fee, just registration)
via the Signature Strengths Survey:

http://www.authentichappiness.org/Questionnaires. html
Record your strengths.
4. Personal assessment: Hidden gifts
What is a gift you are shy to admit?
What is a gift you hold in exile/do not use?
PHASE 3 VISIONING THE IDEAL
Dream A New Image
Developing common images for the future.
Writing provocative propositions.
- When at our best, how are we like?
- What does success in new capabilities look like?
- How can we use our signature strengths
in everyday work to achieve excellence?
What is the world calling our organization to be?
An example Provocative Proposition (for Denver Intl Airport):
DIA has become a learning organization that fosters the
cross fertilization of ideas, minimizes the building of empires,
harnesses the synergy of group cooperation, and cultivates
the pride of being a valued member of one outstanding
corporation. DIA accelerates its learning through an annual
strategic planning conferences that involves ve hundred
people in the rm as well as key partners and stakeholders.
As a setting for strategic learning, teams present their
benchmarking studies of the best ve other organizations,
deemed leaders in their class. Other teams present an
annual appreciative analysis of DIA, and together these
databases of success stories (internal and external) help set
the stage for DIAs strategic future-search planning.
Personal vision: Imagine 6 months have passed.
You are having a conversation with a close friend,
who notices a marked difference in you.
You are enjoying work tremendously and
radiating a sense of condence and fulllment.
You have mastered new capabilities and are using
your signature strengths with great success.
Describe in detail what would you be like?
How are your strengths be used in this new capability?
What would you be doing? How would you feel?
Describe or draw this image fully.
"A vivid image compels the body to obey. Aristotle
PHASE 4
DIALOGUING WHAT SHOULD BE
Design New Ways
Aligning values, structures and mission with the ideal.
Developing achievable plans and
steps to make the vision a reality.
- What are new actions we would commit to?
- What new habits would we cultivate?
- What new structures for support can we put in place?
PHASE 4
DIALOGUING WHAT SHOULD BE
1. Identifying situations of personal success
What situations bring out your best self?
How do you bring yourself to more of these situations?
2. Taking action & cultivating ones habits
What knowledge might you need to
move towards your dream?
How can you acquire this knowledge?
What skills might you need; how can you acquire them?
What abilities? How can you acquire these abilities?
What experience will you need and
how can you acquire this experience?
PHASE 5
INNOVATING WHAT WILL BE
Deliver New Results
Co-creating a sustainable, preferred future.
Who, What, When, Where, How?
Celebrate success.
- What helped us succeed &
how will we measure new success?
- What were the peak experiences in this growth?
- How will we know when we ve reached
our new future?
PHASE 5
INNOVATING WHAT WILL BE
1. Choice over personal actions.
The question here is,
"Do you CHOOSE to be committed to take action?"
Knowing that you need to put in effort,
there will be risks you need to take, and despite
all your efforts, there is no guarantee of success.
If your answer is no, it is totally ne.
2. If your answer is yes, decide on the following:
What are the short-term actions you will commit to?
What are the long-term actions you will commit to?
How will you know if you are successful in these actions
when you get there?
FOLLOW UP
The importance of
incorporating a
6-month
Appreciative Review
FOLLOW UP 6 MONTH REVIEW
Peak Experience
As you review the last 6 months, recall the peak moments
when you felt you were at your very best.
What were the moments/situations you deeply enjoyed?
Core Factors
What core factors that helped you to be at your best?
Value
What do you value most about the past six months?
As you reect back, in what ways have you grown?
Wishes
What are your wishes for yourself in the next 6 months?
Actions
How might you move yourself towards these wishes?
THANK YOU!
Special thanks to Pauline Arneberg

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Not so much a book review

Analysis of Possible Solutions

Action Planning (Treatment)

Envisioning What Might Be"

Dialoguing What Should Be"

Innovating ''What Will Be"

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