In Chapter 9, I outlined the basic framework we have developed for implementing whole system change. In particular, I drew attention to the importance of values and behaviors.

Based on years of experience of working with individuals and groups, transformation is seen to happen when people have new, meaningful conversations they have never had before, either one-on-one or in small groups. The process of whole-system change creates a number of opportunities for transformational conversations:

(1) When the leadership group uses the four-whys process to revisit or develop a new vision, mission and values for the organization.

(2) When the individual and collective values assessment results are debriefed with the leadership group.

(3) During the leadership group s discussion on their core motivations.

(4) During the leadership group s discussion on core business.

These types of conversations clarify and align the intentions of the leadership group. Another important conversation that needs to occur is translating the espoused values of the organization into specific behaviors that reflect the organizational context. Appreciative inquiry is one of the best technologies available for this task. The advantages that appreciative inquiry brings are as follows:

(1) It structures and focuses the conversation, and

(2) Just like the cultural values assessment, it gives employees and other stakeholders a voice in defining the parameters that will guide the future evolution of the organization.

Appreciative inquiry is a powerful technique for creating a positive future. It focuses on enhancing what is working rather than dwelling on what needs to be fixed.