Professional Documents
Culture Documents
CASE STUDY
Lessons learned
The application of Appreciative Inquiry as a tool to unlock the collective intelligence and experience of our people has been important to the success of the culture change program at the BBC. However, we recognized from the beginning that our use of AI was limited in scope. If we had developed its use to the full, then the origination and ownership of change would have stayed at team level (possibly with a strong and supportive corporate integration strategy). We took a basic approach and simply used AI as a means to facilitate consultation and involvement in a positive framework. Critically, we called it something staff could identify with Just Imagine. Our people generated powerful creative ideas about our corporate values and how we could improve the BBC and make it a better place to work. These ideas were then evaluated by senior project teams, prioritized, approved by the Executive Committee and implemented in the organization through new corporate mechanisms. Clearly, every organization is different and has different needs depending on its stage of evolution and the demands of its external environment. For the BBC, AI was the right tool at the right time. It set up a willingness to be involved which still permeates our workplace. It initiated some key change projects around leadership training, feedback and development, working conditions and the use of space in our buildings. AI also provided, and continues to provide, a platform for creative dialogue. At team level it helped build communication within and between teams and through the line and, most importantly, it ensured ownership and buy in to our corporate values. Any face-to-face encounter has the power to generate energy. This can have a negative effect, which drives confidence down and diminishes the individuals
Melcrum Publishing 2005/6