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Mission possible: How to create a positive, optimistic culture

Ray Calabrese with PhD students Dustin Miller and Erik Cohen, top row (R-L), worked with the Franklin Country Drug Court 'Mission Possible' team to improve service and morale. Drug Court Manager Monica Kagey, front row, right, is impressed by the changes she sees.

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Ray Calabrese believes when it comes to solving an organization's problems, focusing on what's working may be the best way to fix what's wrong.

As companies make big or complex changes, tapping into existing strengths may be the best way to accept change. That's the case with the staff members at the Franklin County Drug Court in Columbus who wanted to reenergize themselves and their mission to help substance abusers stay off drugs. They needed a blueprint for success. They just didn't know how to get there.

Enter Ray Calabrese, professor of educational policy and leadership, and his team of doctoral researchers Erik Cohen and Dustin Miller. "We helped the staff create a new culture, resulting in a compelling vision for the court's future," Calabrese said.

Capitalizing on strengths

The process called appreciative inquiry (AI) enables organizations to capitalize on their strengths, values and collective wisdom to develop a concrete action plan and carry it forward. Calabrese starts the AI process with a four-day workshop consisting of interviews with employees at all levels to find out what's working well in the organization. Groups then participate in brainstorming sessions to envision how a perfect organization would operate.

In the third phase, the team identifies and prioritizes next steps to make that vision a reality. By the final phase, participants are working exclusively on the necessary tasks to execute the plan.

Positive changes in attitudes

Although still early in the reorganization, Drug Court Manager Monica Kagey is impressed with the positive change she sees in staff attitudes. Her team members rediscovered their calling with each other, their clients and the community. "We honed our core competencies, worked within our resources and increased our influence with important collaborators," Kagey said.

Because of Calabrese's work, the Drug Court staff now meets regularly, stays accountable and focused on goals and has cultivated new partners involved with the court process. Kagey notes the positive change has also included the search for additional funding and the creation of an advisory board that will meet for the first time in June.

Most importantly, AI has helped bring expanded services to Drug Court clients. After introducing the process into their organization in late 2010, the Drug Court has doubled the number of graduates from their 14-month drug and alcohol treatment program and reunited a greater number of families who were separated due to substance abuse.

"By focusing on what we do well, we've been able to better meet client needs. Our goal is to reconcile parents together with their children again," said Kagey.

Achieving success in schools

Although AI was originally created to achieve change in business, Calabrese was among the first to use the process with school districts around the country. His current PhD students are bringing AI to low-performing urban schools throughout Ohio and researching its effect on success rates. In particular, Cohen, as a new charter school principal, is incorporating AI in his leadership role as well as using AI as the framework for his dissertation. According to Cohen, AI has given him a blueprint for his new role as a school leader. "I've seen first-hand how this way of thinking is affirming people and organizations to create higher performing schools," said Cohen.

Miller, assistant principal of Dublin Coffman High School in Columbus, is using AI informally in his school and has even set up a "difference makers" teacher group that meets regularly.

In an era of increased bullying, blame and financial tension within schools, Miller believes AI is a powerful opportunity for growth. "Instead of getting mired in what is wrong, AI allows us to find strengths in teachers, students and parents, and to build new connections within schools," said Miller.

Commitment is critical

Although AI can empower employees and reinvent organizations, Calabrese warns that it is not a fast fix or a strategy for short-term results, such as increasing sales numbers quickly. The ongoing process can take from six to 18 months. Because of the amount of time involved, companies and organizations also face the challenge of keeping everyone committed to the change.

"When a group is willing to put aside skepticism and be open to new ideas and new ways of collectively reaching goals," he said, "the AI process can be very effective."

Writer: Melanie C. Tracy, Office of Advancement, College of Education and Human Ecology.

Source: Ray Calabrese, professor, School of Educational Policy and Leadership, College of Education and Human Ecology, calabrese.31@osu.edu

The Ohio State University

www.osu.edu