Mon 15 Apr 2002 16:40
Moderation
unconscious eating
watching the self
moderation mystery
fanaticism
focus
changing focus

high plse rate- 20 100s

management

colin as executive, inspirer--you know you would rock if you believed in it.start out as manager of some kind?

p208 Organizational Development waclawski, church eds.
Appreciative Inquiry Chapter Fitzgerald, Murrell, Newman
This positive principle grows out of years of experience with AI. Building and sustaining momentum for change requires large amounts of positive affext and social bonding--things like hope, excitement, inspiration, caring, camaraderie, sense of urgent purpose, and sheer joy in creating something meaningful together.
the more positive the questions are that we ask in our work and the longer we can retain the spirit of inquiry of the everlasting beginner, the more long-lasting and successful are our change efforts. The thing that makes the most difference is to craft and seed, in better and more catalytic ways, the unconditional positive question. Changes never thought possible are suddently and democratically mobilized.

p209
The essential ai process
AI's five underlying principles (constructionist, simultaneity, poetic, anticipatory, and positive) come to life through the design of the basic ai process, which is typically presented as a cycle of four phases known as the 4-D cycle (Cooperrider, 1996):
(Phase 1:) Discovery of people's experiences of their group, organization, or community at its most vital and alive and what made those experiences possible.
Phase 2: Dreaming together to envision a future in which those exceptional experiences form the bases for organizing.

Phase 3: Designing appreciative systems and structures to support the manifestation of the co-created dreams.

Phase 3: Destiny or delivery, which involves implementation of those systems and structures in an ever-expanding positive-feedback loop of appreciative learning.

p214
The AI teams exhibited the largest decline in self-directed behaviors and greatest increase in team-related behaviors on the Groups Style Instrument,

p214 not only were these traditional evaluation questions effectively met with this approach, but the corporation benefited from both the learning reinforcement that occurred and richness of data which would not have been captured  in a normal evaluation process" (p.49 Mohr et al. 2000)

p215
consistent with more participatory forms of action research, the consultant may support the client in producing deliverables in order to promote ownership and organizationl learning or may co-create them in full partnership with the client (mohr et al., 2000).

p216
AI deliverables may be tangible or intangible. Potential tangibles include a compendium of best practices and stories, visual displays, customized appreciative interview protocols or surveys, organizational design and action plan statements, train-the-trainer plans and meetings, skill-building activities for client personnel, customized AI workshop curricula, meeting designs, and special events such as a whole system meeting.

Intangible deliverables may range from process consultation (see Chapter Seven) and appreciative data analysis approaches to culture change and organizational transformation. In his detailed rendering of an AI proposal for large-scale organizational change, Cooperrider (1996b) provides vivid, real-life examples of intangible deliverables (which he calls objectives)--for example, "to build an affirmative atmosphere of hope and confidence necessary to sustain, over the next several years, the largest whole-system transformation in the company's history" (p.25).

p217 Furthermore, as a by-product of the pervasiveness of our deficit-elimination continuous improvement culture, negative data automatically and unconsciously steal focus, no matter how positive the overall results may be.

Third, AI is grounded in at least three legitimate forms of qualitative sampling: a search for the extreme or exceptional, in which learning derives from "highly unusual manifestations of the phenomenon of interest" (Miles & Huberman, 1994, p. 28); a dedication to maximizing the diversity of the positive exceptions discovered in the inquiry, a form of "maximum variation sampling" (p. 28); and (3) a delight in "taking advantage of the unexpected," that is, "opportunistic" sampling (p. 28).

Conclusion
--------------------
Clearly, Ai is a powerful new OD approach. Yet it is not a disembodied miracle worker. As with all other OD work, results are dependent on the practitioner's experience with the approach, attunement with self and wothers, and his or her overall physical, spiritual, mental, and emotional well-being. Futhermore, efective AI practice is built on living a solid foundation of traditional OD values like inclusiveness, integrity, developing trusting relationships, challenging the status quo, collaboration, and contracting effectively (see also Chapters One and Fourteen).

True to its philosophy, AI is in a constant state of experimentation, learning, and self-reflective appreciation for innovation. Creating and exploring this new forntier can be an exciting and challenging evoltuion for OD practitoiners. It requires continual change, development, and rewneyal within both ourselves and our field.

p218
practice tips
1. Begin with yourself. Practice being appreciative of yourself and others. Catch people doing something right, and acknowledge them for it.
2. Experience AI, and get more Ai training. Take an Ai workshop. Partner with a seasoned Ai practitioner.
3. Read everything you can about Ai and its foundations and applications.
4. Practice crafting apprecitive questions.
5. Try some Ai interviews with your coworkers and family.
6. Begin meetings with appreciative questions like, "Describe something that you did really well this week, something that made you excited and proud of your work. What made that possible? What can we learn from this?"
7. If you do not have access to the top of the organization, start where you are; it may lead to the top.
8. Always education clients on Ai's basic assumptions and research foundations. Make sure you include enough time in your contract and design for this.
9. Make sure your clients are on board philosophically and that they are fully committed to including the voices of all stakeholders.
10. Encourage your clients' (and your own) sense of adventure and innovation. Make sure they understand that no one really knows where this (or any other real change process) will lead.
11. Let your light shine, and share your enthusiasm. Participate fully. Act consistently with Ai principles.
12. Codesign an iterative, ongoing Ai learning journey rather than a one-time event.
13. Establish a mutual learning partnership with your clients rather than contracting to serve as an Ai expert or vendor.
14. Pay careful attention to facilitation of the design phase, which is a challenging exercise in social construction. Allow ample time for this when designing an Ai process.
15. Avoid the following: mixing Ai with problem-solving approaches, pressing forward in an inhospitable environment (for example, with autocratic leadership, lack of support for inclusion of all stakeholders, or inadequate resources), and analyzing Ai data or finalizing the provocative propositions on behalf of a client without their direct participation and ownership.

p211 Working again in groups, participants craft bold, affirmative possibility statements, also known as provocative propositions (PPs), that express their expansive dreams as already realized in the present tense. Language, imagery, and examples from the discovery and dream phases are incorporated into these design statements, each crafted around a facet of the organizational structure. pps form the basis for developing vision guided action plans.


Journal based- approach? minimal group work? for those like me who would rather _not_ be an audience, except for those we love?


p291 Evaluating the impact of OD interventions Martineau & Preskill
The "lone ranger" approach to evaluation has been enjoying less popularity recently. Increasingly, evaluators are calling for more collaborative, participatory, and empowerment approaches and methods of evaluation where intended users and other stakeholders are closely involved in the evaluation's design and implementation (Preskill & Caracelli, 1997).
Studies have shown that evaluation results are more likely to be used if intended users and stakeholder understand the evalutaion process and have developed a vested interest in making sure the findings will be useful(Patton,1997). This is true for both internal and external evaluators. OD, however, is still conducted by individuals, who rarely seek to empower others with OD skills and knowledge. This shift to working more collaboratively with organization members in evaluating OD interventions could be challenging if OD practitioners are used to working alone.

Habermas' lifeworld sensors.
Self-aware organization... Conscious (more) organization.


p308 Organizational development ethics McLean, DeVogel
the role of ambiguity

Kidder (1995) emphasized the dilemmas that exist in the gray area by constructing four dichotomies or extremes:

Justice versus mercy: Fairness, equity, and even-handed application of the law versus compassion, empathy, and love.

Short term versus long term: Immediate needs or desires versus future goals.

Individual versus community: Us versus them, self versus others

Truth versus loyalty: honesty or integrity versus commitment, responsibility, or promise keeping

Most ethical decisions lie in the gray area between the poles of these dichotomies.

p312 table 15.1 How practitioners respond to ethical dilemmas
reanking 1 = most frequent    strategy and typical consultant response
1   Strategy: negotiate to reach a resolution, including possibility of compromise.
"I'm not comfortable doing this, but how about an alternative such as..."
2   Open confrontation
    "This is wrong. These people were promised confidentiality, and I won't violate the promise."
3   Conduct action research
    "Let's get some more data before we go to the next step and see where it takes us. then we can plan a more appropriate intervention."
4   Stragegy: Take independent action, perhaps covertly.
    "It looks to me as though some people might be losing their jobs. Have you given any thought to what you might do if you were affected?"
5   Strategy: Indirect response.
    "Well, team building might be a good idea. Can we talk about training first?"

Kidder 1995 p154
1. do what's best for the greatest number of people (ends-based)
2. follow your highest sense of principle (rule based)
3. do what you want others to do to you (care-based)

p313
deontology - past based -law rules standards relition, codes of conducet values statements
- Teleology future based (vision, mission, purpose)
- situational, or present based (what is best for me now)

p316 exhibit 15.1 some approaches to fostering ethics

Ethics games that generate..

force-field analysis
developing a personal values statement

2002-04-15-1921
Have I really gotten myself lonely?


o read art of computer programming -- Knuth-- from phil site-- link to online text..???
o chinatown bus to boston--/bike? seecarolynn,rebecca -
o ask chou andy--?? whoelse about my ses about rent and place to live
o worry about purl.oclc.org/net/cleath/writings redirect--old links.
o directoryies -- unlisted should have access permissions set?--no needto view docs in those dirs...
o replace cell phone--call611
cellphone: talking they can hear me, but everything they say is garbled...garbling is painful to ear.
o pool man.


.