From Surviving to Thriving:
A Collaborative Summit for Nonprofit Leaders
Summary Notes
Welcome and Opening Comments Ð Nancy Ogilvie
WhoÕs in the Room?
Nancy welcomed participants and thanked them for coming to the Summit. To get an overview of who was in the room, she invited participants to stand when they identified with various demographic categories. The group included representatives of nonprofits who:
¯ Provide services including health, mentoring/activities for youth, counseling/emotional support, housing, and education/training
¯ Serve at-risk populations, youth, low income/homeless, people with life-threatening illness, people with disabilities, women, and other nonprofits
¯ Range in size from less than 10 staff to 40; one agency has over 60 staff
¯ Mostly either use volunteers as an essential part of fulfilling their mission or have some form of volunteer help.
In addition, the group included:
¯ 8 Executive Directors, 3 Board members, 16 agency managers and staff, and 3 other stakeholders
¯ Individuals with as little as 3 month and as much as 35 years of nonprofit experience, for a cumulative total of nearly 400 years (see timeline in Appendix 1: Flipchart Transcriptions for precise distribution)
¯ About 20 people (2/3 of the group) who identified more with a VW than a Cadillac.
Nancy also introduced the facilitation and support teams. Bios and contact information for the facilitators are included in Appendix 2.
Purposes and Overview of the Summit
Lately, many nonprofits have had a sense of being Òunder siege." Dramatic budget cuts, federal and state legislation increasing accountability requirements, and an upturn in media scrutiny are causing many nonprofits to close their doors. In contrast to the corporate sector, where millions of dollars are spent benchmarking performance, nonprofits seldom have opportunities to learn from othersÕ best practices.
This Collaborative Summit is an opportunity to:
¯ Build capacity within your own agency by learning from othersÕ successes.
¯ Look for ways to enhance effectiveness and efficiency by collaborating across agencies.
The morning will focus on appreciating the best of the past and present in participantsÕ organizations. You'll share stories about what's worked for you in turning challenges into success, and identify factors that made those successes possible. In the afternoon, you'll look to your dreams of the future you most want to create, and identify innovative possibilities for moving toward that dream. YouÕll leave with 1-3 practical action steps you can begin implementing immediately.
Throughout the Summit, participants are the experts in what works in their organizations. You bring your experience and wisdom; facilitators provide the structures and processes for you to learn from each othersÕ successes and use them as a launching pad for innovation YouÕre invited to try out a new paradigm for the day: notice what happens when you keep your focus on whatÕs working, on the positive forces in your organization rather than on whatÕs wrong or the negative forces. Take this as an opportunity to practice building on your strengths rather than trying to fix whatÕs wrong. We think youÕll like what you discover!
Introduction to Appreciative Inquiry and Appreciative Interviews Ð Stef Fuegi
The Appreciative Inquiry Story
This process of building on the best in organizations is called Appreciative Inquiry (AI). AI was created by David Cooperrider as part of his doctoral research at Case Western Reserve University in Cleveland just over 20 years ago. He was consulting with a group of doctors whose practice was declining. Where other consultants had tried to figure out what the problem was, David started to ask what it had been like at its peak. This was transformative for the doctors Ð and caused quite a stir in the organizational change community.
Since then, a large body of both practice and research in AI has been created, and it is generating results consistently better than a traditional problem-solving approach. In one research study, the performance improvement of three bowling teams was measured by videotaping their games. One team was a control group Ð they simply continued to play the game for the period of the study. The second team received traditional coaching; the coach used the videotape to point out what they were doing wrong and how to fix it. The third group received AI coaching Ð their coach focused on moments in the videotapes when the players were at their best. All three groups improved their scores over the duration of the study, but the AI group improved twice as much as the traditionally-coached group. They had also retained the most improvement at a six month follow-up.
To bring AI a little closer to the nonprofit arena, Stef told a story about the first time he used AI in his development work. A colleague had given him some material on AI, and he read it on an airplane, on his way to visit a major donor for one of his clients. He had intended to do his standard presentation Ð tell the donor about the exciting new programs the agency was starting, and ask him to write a large check. Instead, he decided to put what he was reading about AI into practice immediately. He told the donor that he wasnÕt going to ask him for any money that day, but wanted simply to know what it was the donor loved so much about the agencyÕs work. They had a rich and rewarding conversation about what made him so committed to supporting the agency. At the end of that time, the donor insisted that Stef take a check from him Ð and it was the largest heÕd ever written to the agency. Asking questions and listening Ð rather than giving a presentation Ð elicited the largest donation ever!
AI is founded on new understandings about the science of how human beings work. Big companies are spending millions of dollars on AI because it makes them more effective. Additional information is available in the materials on the resource table and in the bibliography beginning on page 23 of the participant workbook.
Activity 1: Appreciative Interviews
The heart of AI is sitting down and doing an appreciative interview with another human being. These interviews are opportunities to share your successes, to take pride in your accomplishments Ð and to listen attentively to your partner do the same. Be as specific as possible, giving details in your stories so the listener can picture whatÕs happening. ThereÕs an interview guide in your workbook beginning on page 7.
As you choose a partner, please go for "maximum mix"- choose the person whoÕs most different from you. The diversity in your experiences will be a rich source of learning for both of you. Really elicit each othersÕ stories Ð not just a few facts. As the interviewer, please take enough notes to capture the highlights of your partnerÕs stories. YouÕll be introducing each other in a small group after the interview.
Participants spent 35 minutes on each interview, for a total of 70 minutes for both. Many conducted their interviews outdoors, enjoying the beautiful setting and weather.
Introduction to Discovery Ð Nancy Ogilvie
Debriefing the Interviews
Participants had the following comments in response to the question, ÒWhat was it like to participate in your appreciative interview?Ó
¯ Very natural Ð we followed the questions without reading them ahead of time.
¯ We had the same issues even though we're in different parts of the nonprofit arena; we found lots of commonality.
¯ It was a good exercise in active listening and deep listening.
¯ It was amazing watching someone smile and their eyes just light up.
¯ We found an underlying theory of multiplication- deep discussion gets multiplied.
Discovery: Building on the interviews
The AI process typically has 4 phases. Phase 1 is Discovery, which is about appreciating what's best about your organization. What are the factors and strengths present when your organization is at its very best? What makes success possible? It starts with telling stories in the interviews and then links strength with strength, hope with hope.
The discovery phase is based in several key principles:
¯ The self-fulfilling prophecy Ð if all you tell someone is what they're doing wrong, theyÕre much more likely to create poor results; if you tell someone what they're doing right, theyÕre much more likely to generate exceptional results.
¯ What you focus on expands Ð if you focus on whatÕs wrong, you get more failure; if you focus on whatÕs right, you get more success.
¯ Words create worlds Ð the words we use in talking with each other create our perceptions, and in that sense create our reality. Reality isn't out there, isnÕt objective facts Ð it's what we create in our conversations with each other.
Activity 2: Discovering Our Resources
Two pairs of interview partners combined to form a small group of four. Each person introduced his/her partner by sharing highlights of their interview Ð the moments that were most exciting or touching, and the ideas that were most intriguing to him/her. The other group members listened for patterns and themes in the interview highlights, as well as unique ideas that were especially inspiring or energizing. Each person then chose 2-3 insights or ÒahaÕsÓ that were most meaningful to him/her from all those shared.
Activity 3: Identifying Best Practices and Root Causes of Success
Two groups of four from Activity 2 combined to form groups of eight. Each person shared his/her key insights, and the group listened once again for patterns and themes. This time, the aim was to identify the root causes of success in a nonprofit organization Ð those factors and strengths which need to be present for a nonprofit organization to be at its very best. Taken together, these root causes of success make up the Òpositive coreÓ of an agency and enable it to be supremely successful in fulfilling its mission.
Once each group had identified their root causes of success, they prepared a creative presentation to enact their positive core for the rest of the group. This presentation could be a skit, a TV special, an awards ceremony, a collage or other artistic description, and each group member was asked to participate in some way.
Mapping the Positive Core Ð Gary Shepard
Enacting Our Root Causes of Success: Creative Presentations
Four groups of eight gave their creative presentations. Group 1 illustrated their root causes of success by creating a bowl with pipe cleaners arching across the top, to represent the need for both a solid infrastructure and flexibility in any nonprofit organization. Each group member placed a symbol of one root cause of success into the bowl, including:
¯ Integrating business model into process
¯ Internal & external collaboration
¯ Staff & community are an active force
¯ Recognition of volunteers
¯ Financial accountability
¯ Commitment from all levels of the organization to the values and goals
¯ All must be mindful of why we are here (the heart)
¯ Focus on quality of life of the people we serve.
Group 2 enacted a struggling nonprofit client coming to ÒTurn Around ConsultingÓ for assistance. One group member was the primary liaison with the client, while the others each briefly described the Òroot cause of successÓ they contribute to the organization, including:
¯ Passion, coming from the heart
¯ Need for a clear, shared vision, not just resting on the shoulders of the people at the top
¯ Clear priorities Ð doing whatÕs most important first
¯ Leadership, represented by a balloon Ð need the capacity to stretch, adapt, and still look pretty
¯ Creating linkages and connections.
In the end, the client hired Turn Around Consulting and skipped arm and arm with the primary consultant down the yellow brick road to success, singing to the tune of ÒWeÕre off to see the wizard.Ó
The members of Group 3 prepared individual collages for each root cause of success, which they integrated into one large collage representing their positive core. The elements they illustrated were:
¯ Community, positive work ethic, diversity
¯ Shared vision, values
¯ Sharing about ourselves that gives us energy to continue our work
¯ Tenacity Ð in bold gold letters
¯ Collaboration - work, family, food
¯ The hard hat - Wearing many different hats, how hard it is to maintain energy, enthusiasm every day. Magic wand for the fairy godmotherÉ Vision we're committed to.
¯ Transformation - nonprofits are constantly in a state of transforming themselves.
¯ Conflict as an opportunity to grow; crisis as an opportunity. We can't do it by ourselves.
In Group 4, each member created a symbol for one root cause of success which he/she presented and explained. Each symbol had a small heart made from a piece of pipe cleaner attached to it. The elements were:
¯ Authenticity
¯ Passion Ð red, the color of passion, the fuel for life. Without passion, there ain't no party.
¯ Playing on the edge, expanding the breadth and depth of who we are. If you don't know what to do, FAKE IT!
¯ Infectious wellness.
¯ Appreciation Ð More than just think and feel. Appreciate today & tomorrow. Thank the stewards of the earth.
¯ BE who you are.
¯ Have fun.
¯ Consistency in our message - the heart of who we are. Be consistent with our message.
At the end, the group threaded a brightly colored string through the individual hearts on each of their symbols to connect their hearts through their stories.
Creating the Map of Our Positive Core
From all the creative presentations, the whole group culled the following root causes of success for nonprofits Ð those elements that are present when a nonprofit is at its very best. These were recorded on a web of doilies, to create our Òmap of the positive coreÓ representing the connectedness of the nonprofit community.
¯ Collaboration
¯ Passion & heart, compassion
¯ Commitment of the individuals
¯ People
¯ Humor
¯ Vision
¯ Tenacity
¯ Support
¯ Alignment
¯ Being authentic
¯ Living on the edge
¯ Cooperation
¯ Safety net
¯ Appreciation
¯ Leadership
¯ Creativity
¯ Community
¯ Dedication
¯ Service
¯ Diversity of ideas
¯ Self care
¯ Flexible infrastructure
¯ Enthusiasm
¯ Openness
¯ Action
¯ Tapping your own potential
¯ Love
¯ Priorities
¯ Power
¯ Financial Accountability
¯ Synergism
¯ Personal values
Debriefing Discovery
At the conclusion of this process, participants made the following comments about what the experience had been like for them:
¯ Interesting - people were very active and engaged
¯ So cool
¯ The process had its own value separate from the outcome
¯ Energizing
¯ The whole time this was happening I didn't think about work
¯ Everybody brought their own flavor to the table, just like we do in nonprofits
¯ We're all doing the same thing but no sense of competition
¯ Like work - the objective's the same, but the approach is different
¯ Camaraderie. We're all in here with the same intents and purposes
¯ A member of our group insisted she would do nothing - and then she sang!
¯ Our group kept changing - people were dancing in and out - but we were able to weave them in - like in real life - just let it happen and it can be very graceful
¯ It happened fast - there wasn't time to over-think.
Dreaming and Creating Innovation Teams Ð Stef Fuegi
Introduction to Dreaming
At this point, we transitioned from discovery with its focus on appreciating the best of the past and present to focusing on our hopes and dreams for the future. The dream phase of the AI process is about creating an image of the future you most want to create and all its possibilities. It builds on the positive core by expanding and enhancing the elements that are essential to an agencyÕs success.
The primary principle underlying the dreaming phase is called Òpositive image, positive action.Ó The idea is that when you have inspiring, hopeful, compelling images of the future you want to create, youÕre far more likely to generate positive action toward that image. If you have negative or hopeless images of the future, thereÕs not much reason to put energy into positive action in the present. So creating vibrant, exciting images of the future you most want to create together in your organization can release tremendous energy and commitment for positive action.
Creating Innovation Teams Ð Open Space
Stef introduced a process called ÒOpen Space TechnologyÓ as a way to organize small groups for dreaming. Open space was developed by Harrison Owen, who noticed that the best part of conferences was always the coffee breaks. So he created this process as a way to engage people in conversations about things that really matter to them.
The process works like this: if you have a topic youÕre passionate to dream about with others, write a phrase describing it on a doily, and announce it to the group. You will be the convener/facilitator of a discussion on that topic. When everyone who wants to ÒclaimÓ a topic has done so, the remaining participants will self-organize around all the topics, choosing which one you want to participate in.
Some additional guidelines help to make the process open and effective:
¯ Whoever comes are the right people
¯ When it's time to begin, it will begin
¯ When it's over, it's over
¯ The rule of two feet: When you feel you're not contributing or not getting something out of the discussion youÕre in, use your two feet to move to a different group - even if you're the convener.
¯ Topics are best when action oriented. How can we take the principles from the positive core map and make them active in our lives?
Stef opened the floor for participants to claim their topics for dreaming (called Òopening the marketplaceÓ). What aspects of the positive core are you passionate about expanding and enhancing? What are the most inspiring, compelling opportunities or possibilities youÕve discovered for your organization? What is so energizing and exciting for you that you want to commit to making it happen?
Six people stepped forward to claim the following topics:
¯ Getting individual donors (Convener: Catherine Pinkas)
¯ Getting money through disaster preparedness activities (Convener: Ana-Marie Jones)
¯ Having a participatory board (Convener: Melinda Evett)
¯ Getting out of the quicksand (Convener: Norm Santos)
¯ Creating a place for creativity and fun (Convener: Tricia Schnedar)
¯ Creating a consistent message for your organization (Convener: Paula Comunelli).
Participants self-organized around these topics. The first two groups on funding-related topics chose to combine, creating five innovation teams.
Activity 4: Daring to Dream Inspired Possibilities and Activity 5: Moving into Inspired, Innovative Action
The groups had lively discussions of their topics, using the Activity 4 and 5 worksheets as they saw fit to focus their conversations. To ground the conversations in dreaming, Stef intervened at one point to focus everyone on the Activity 4 question, ÒImagine itÕs 2010 and your dream relating to this topic has been realized in ways that exceed your wildest hopes...Ó He emphasized the importance of having a compelling, inspiring image of the future before starting to plan for implementation.
Some of the groups used the Activity 5 worksheet to focus their discussion and some chose to take other directions. Many people used the Òrule of two feetÓ and participated in more than one group. At the end of their time, all the groups created a Ògallery chartÓ to summarize their conversations and next steps they had identified.
Gallery Review and Closing Ð Nancy Ogilvie
Rather than have each innovation team report verbally, all the groups posted their Ògallery chartsÓ and one person remained with them to answer questions and receive appreciative responses and suggestions. The gallery charts are included as written in Appendix 1: Flipchart Transcriptions. Key next steps that were identified included:
¯ For Building a Participatory Board:
o Create and review board governance policies
o Rewrite bylaws
o Conduct orientation for board members
o Train board on legal responsibilities
o Create a board skills matrix
¯ For Creating a Consistent Message:
o Determine where the values/passion is within the organization; whoÕs Òin?Ó
o Meet with staff to create shared language, including definitions
o Test the message. Describe the organization and Òtake it on the roadÓ through surveys, focus groups, interviews.
¯ For Creating and Holding Space for Creativity and Play
o Do check-ins
o Find allies and play with them
o Set aside time for reflection
o Story-telling
¯ For Getting out of Quicksand
o Remember why we are here
o Use AI as a means to change: focus on positives
o Consistent message on vision and mission
¯ For Getting Donors/Disaster preparedness funding
o present inside corporations to solicit individual donors (through vehicle of United Way campaign)
o YNPN.org Ð get ideas for donors
o Create a disaster message to train donors in advance to donate in times of crisis
o Ask board members what organizations they belong to that could offer support or donations to your nonprofit.
Participants spent about 15 minutes reviewing each othersÕ charts and learning from the work of other groups. At the end of that time, they made the following comments about what that experience was like for them:
¯ I noticed a lot of overlapping among charts, even though our topics were different
¯ There are many aspects to our work - play, etc. and they all come together
¯ Would like to be having this same conversation with my team at work. Would build rapport, etc.
¯ Negativism can raise its head any time. Sometimes it's real hard to stay on track - the positive track - but it can be attained.
¯ People look shining when they're talking about their dreams. When they're thinking about problems they look discouraged or worried.
¯ We've collected a lot of information about our organization and our mission that we need to keep going back and looking at.
Participants also identified the following steps theyÕre committed to taking on returning to their offices:
¯ Checking in with my staff about what works well and what used to work well.
¯ We'll talk about today and what we can bring back.
¯ Will talk about this in our managers' meeting.
¯ WeÕll initiate conversations with upper management about keeping the focus on the positive.
¯ I want to talk to my staff about their dreams for the agency 5 years from now.
Closing
Nancy reviewed the follow-up options and resources in the workbooks, thanked the group for their active participation, and gave gifts to the facilitators. She invited participants to remain in the spirit of improvisation as they move forward, using their plans as springboards for opportunity and working with mistakes until theyÕre transformed into innovations or unexpected possibilities.
Appendix 1: Flipchart Transcriptions
