Provocative Propositions
,We like the adjective “provocative” because a key criterion for these statements is that they elicit an “oh, wow” response from a reader rather than a “ho-hum” response, that is, they stretch, challenge, or interrupt the status quo. In some situations and in some cultures the term “provocative proposition” may not serve well. It is too “provocative” as a title. In those cases, the term “possibility statement” serves well.
David Cooperrider, in an e-mail to the AI listserv, offers the following thoughts on provocative propositions and how that guides the redesign of the organization:
“On designing the ideal organization: What is becoming increasingly clear to me is that if people do great work with [the processes of inquiry and dreaming], then rarely, if ever, do the older command-and-control structures of eras past serve the organization. The new dreams always seem to have outgrown the structures and systems. If we, on an ongoing basis, start sharing propositions emerging in our work, we might begin seeing patterns and connections, images of post-bureaucratic forms where the future is brilliantly interwoven into the texture of the mosaic of all our inquiries.
“In my experience, which is curious to me, I have never seen people create propositions about creating more hierarchy, more command and control, more inequality, more degradation of the environment, more socially irresponsible business practices, etc. Indeed the propositions, as I’ve seen them written, have always moved in a direction of more equality, more self-organization, more social consciousness in terms of business practices, and the breakdown of arbitrary barriers between groups and functions. I have wondered … why?
“By provocative propositions (propositions that stretch beyond the status quo) we mean statements of fundamental belief and aspiration about human organizing—that body of belief of how we want to be related to one another and the ways we want to pursue our dreams. For example, every human organization must deal with questions and beliefs about power, money, and distribution of resources, questions of information freedom, learning, decision-making, etc. Too often we skirt these ‘tougher’ issues, like the sharing and distribution of resources, or images of ideal power relations—and if and when we do then AI runs the risk of being co-opted and tremendously watered down as an approach to organization re-construction and co-construction.
“So in this stage of AI, we need to deal with the hard issues that are far too frequently not dealt with in OD work. Too often there are taboo areas. When we described AI to Nutrimental Foods in Brazil, for example, we asked the people bringing us in, right off the bat, ‘Is there anything sacred about any organizational arrangement or structure that cannot be opened up to all people for dreaming and designing?’ The first response was, ‘No, everything is open to re-conceptualization.’ We said, ‘OK, now suppose in the 700-person meeting, people write propositions about sharing the wealth of the company? What if, in the exploration of their fundamental or constitution-like beliefs, the people articulate a vision of co-ownership and fair and equitable distribution of profits?’
“Now perhaps the managers bringing us in would balk? No, they did not.
“In fact they said, without hesitation, ‘We are committed to creating the future together, and opening everything to inquiry and the best imagination we have.’ Obviously not every leadership group would say this! It is the first project, I am honestly almost ashamed to say, that I have ever gone to this kind of depth with. But the lessons are affecting everything else I’m doing now in my work. I really feel we are at the very beginning of our learning sometimes, and it is great!”
Our experience suggests that once a group has used its collective right brain to image its preferred future using the visual processes described above, the “translation” of that image into a written provocative proposition is much faster and smoother. So we generally connect the writing of the propositions with the group that created the visual. We often use the following handout, including a task statement for the group and an explanation of what a provocative proposition (or a possibility statement) is and how to write one.
Instructions for Writing Provocative Propositions
As a group, discuss your dream picture and decide how you will put it in writing. You will be creating a possibility statement that describes what the organization would look and feel like when all of the chosen topics are at their best.
(Note: The opening statement if you are assigning specific topics or themes to the group would end with … when leadership or technology or the environment, etc., is at its best.)
Write your statement in LARGE print on one or two chart pages.
Constructing Possibility Statements (Provocative Propositions)
A possibility statement is a statement that bridges the best of “what is” with your own speculation or intuition of “what might be.” It stretches the status quo, challenges common assumptions or routines, and helps suggest real possibilities that represent desired possibilities for the organization and its people.
By creating possibility statements that make clear the shared visions for the organization’s future, a beacon, a set of unique statements that paint a picture of the group’s vision of the organization’s most desired future, is created. It is this collection of possibility statements that provide the clear direction for all of the organization’s activities. Just as a stream always follows the call of the ocean, the organization will move toward its highest and most imaginative visions for the future.
Criteria for Good Possibility Statements (Positive Images of the Ideal Organization)
1. Is it provocative? Does it stretch, challenge, or interrupt the status quo?
2. Is it grounded? Are there examples that illustrate the ideal as real possibility?
3. Is it desired? If it could be fully actualized would the organization want it? Do you want it as a preferred future?
4. Is it stated in affirmative and bold terms?
5. Does it provide guidance for the organization’s future as a whole?
6. Does it expand the zone of possible change and development?
7. Is it a high involvement process?
8. Is it used to stimulate intergenerational organizational learning?
Note: While the groups are writing, comments and coaching are in order. It is often very hard for a group to write in the active voice. Look for “waffle” words such as: aims to, will do, aspire to, etc. If the provocative propositions are dull and ordinary, it is a good idea to ask them to write a few “off the wall” ones to be shared later. Also, consider showing them a few diverse examples, such as the ones below:
Guided by the Fire of Our Stories
(Listen) (Listen)
We hold hope lightly.
(Trust) (Trust)
We go forward.
(Courage) (Courage)
Spreading sparks of stories giving strength.
Opening the darkness.
Walking into our facilities you can feel the energy.
- We build upon each other’s strengths.
- We respond to the unpredictable with balance and passion.
- We nurture each other with challenge and understanding.
- We step out of defined roles to pursue the extraordinary.
- We seek places never imagined possible.
- We build for the future while living in the present and being grounded in the past.
WE, the people of this organization, consistently find, express, and share
PASSION for our work.
WE are creative!
WE are appreciated!
WE make a difference!
Our PASSION invigorates every cell within us!
WE ARE AN EXCITING PLACE TO BE!
Finally, we refer you to the example of an AI strategic planning process, the ABC Model for Organization Design and Strategic Planning in Chapter 8, to see more fully the application of provocative propositions to the design elements of the organization.