Case study of application of Appreciative Inquiry with the U. S. Navy which used the summit method to develop leadership at all levels.

1. A Case Study in Leadership Development: The United States Navy
Summarized by Helene C. Sugarman
Purpose
Recognizing that more lower-level people need to make decisions based on the ever-
growing quantity of information produced by developing technology, the U.S. Navy
decided to make long lasting changes. In today’s information age, it is necessary for
people at all levels of an organization to synthesize information and be able to use it
for making decisions. These potential leaders need to know how to function well in this
new environment.
The Navy decided to use the Summit as a way to create change effectively and in
a relatively short time. This Summit was the culmination of a two-year journey of
exploration of how best to develop leaders. Two methods were combined: Large Scale
Change, where a microcosm is invited to participate in the room (Summit), and
Appreciative Inquiry (AI), where people discover the best of what is and tap into core
values and competencies. The intent was to jump-start the U. S. Navy change
process.
The Leadership Summit
The Leadership Summit began with remarks by the Chief of Naval Operations
(CNO, see page 5) talking about the Navy having responsibility to help each member to
develop him- or her-self as fully as possible. He further addressed the continuing need to
develop leaders who can make strong decisions and lead the Navy into the 21st
Century as
more technologies spread more information further down the line “Today we have
begun that search for leadership development. We have begun a conversation
which will proceed for the next four days.”
This Summit included 260 people ranking from Seaman to Admiral. The
participants wore civilian clothes which did away with standard formalities and made
available a less hierarchical, more open environment. Each person wore a special neck
lavaliere with a special logo announcing: Leadership Summit Bold and Enlightened
Naval Leaders at Every Level, Forging an Empowered Culture of Excellence and their
name. The Summit produced 30 pilot projects that explored many possibilities. (See list
of pilot projects on the site)
Helene C. Sugarman 1 of 5
Dynamic Communication
301-460-6100
hcsugarman@aiconsulting.org

2. The Process
During the four days, the four D’s of Appreciative Inquiry were used as a methodology to
work through changes in thinking about leadership issues in the Navy.
1. On Day 1 the process of Discovery revealed the positive core of the U.S. Navy.
2. On Day 2 the Dream process permitted the assembled people to imagine what is
possible when the Navy is at its very best.
3. On Day 3 at the beginning of the Design phase, attendees created provocative
propositions which included the shared vision of empowered decision making. All
attendees were included in making design decisions.
 As David Cooperidder mentioned during this part, We are empowering you
to do extraordinary things. Look at the capacity in this room
 Then with all this energy when we tell people that we expect them to do well,
and they do, this becomes a self-fulfilling prophecy.
4. On Day 4, the Destiny phase looked at both how we help leaders develop the
necessary skills and how we put in place what we need for the Navy (the
organizational structure – system ) to move forward.
Achievements
At the end of these four days, 30 pilot projects were established to carry forward the
movement toward leadership development that was started almost two years ago. (see
list of pilots) The CNO closed the Leadership Summit with,
“We will not stop; we have too much invested. I say to you, let’s go try it.
Go and live. God bless you.”
The History
This journey began in January, 2000 when the Under Secretary of the Navy
(Honorable Jerry Hultin) met with 19 mid-grade officers at the Center for Executive
Education at the Naval Postgraduate School in Monterey, California. The intent was to
explore the Navy/Marine Corps of 2020. The goal was to “attract and retain great
people” with a central part of this goal being developing leaders. By October, they
briefed the Chief of Naval Operations of their findings. The study group determined
Helene C. Sugarman 2 of 5
Dynamic Communication
301-460-6100
hcsugarman@aiconsulting.org

3. Program Elements that were submitted to the CNO for his approval by December. In
January 2001 the Steering Committee met to discuss membership and milestones.
That May, the group met with the CNO to conduct an appreciative interview on
leadership. In June, a 3-day Steering Committee workshop took place during which
major stakeholders and participant organizations were identified, final approval was
given for the Leadership Summit, and approval was granted for the Interview Team to
collect examples of outstanding leadership. In August, The Interview Team held a 2-day
workshop on interviewing techniques. In October the Interview Team reviewed over 300
collected stories. The Team completed the review of leadership stories and published its
findings in November. The four day Leadership Summit took place in December. Many
people put in many hours to make this Summit a success, including inviting experienced
facilitators, David Cooperidder and Frank Barrett, to advise the Steering Committee, to
help run and facilitate the Summit including all the planning needed that led up to it.
Results
Looking to create a new model for the 21st
Century, this Summit identified 8
values: integrity, trust, honesty, respect, pride, hope, compassion, and loyalty.
Participants used Appreciative Inquiry methods to focus on their high point experiences
in the Navy. After discovering commonalities and hopes for the future, they referenced
these strengths to create ‘provocative propositions’ and to generate pilot action plans for
positive change. Tangible outcomes include over 30 pilot projects such as 360-Degree
Feedback, E-Mentoring, a Leadership Portal website, a Center for Positive Change, and
additional summit work came out of these activities.
This summit also created a shared vision for the kind of leadership the Navy
wants the participants to be; established a method to collect examples of exemplary
leadership stories; focused on the importance of ‘self-talk’ and AI as a change
management tool for leaders; empowered participants with an awareness of AI and the
summit method; demonstrated the value of the methodology (four separate summits will
address other complex issues); and helped participants leave with a heightened sense of
possibilities that have a positive effect on retention.
The Summit enabled every voice at every level to be heard. The senior leaders
present encouraged the junior people present to speak up and then they listened to what
these junior people had to contribute. This encouragement allowed all voices to be heard.
The real power came from everyone being willing to listen. Also, the CNO championed
a quality process that engaged every level in the Navy in a conversation about one of the
cornerstones of success—leadership.
Helene C. Sugarman 3 of 5
Dynamic Communication
301-460-6100
hcsugarman@aiconsulting.org

4. “The fact that this happened at all, signals a readiness and a willingness for
change from the ‘ full range of generations and backgrounds in our Navy.’
Organizational change starts at a very personal level. Is leadership important to you? If
so, then start by being the leader you want to see most in our Navy.” (LCDR Dave
Nystrom, the change agent)
Lessons learned
Change Agent, LCMR Dave Nystom, noted that, “one person can make a
difference. I am no different than many other thousands of people in our great Navy. If I
can do it, anybody can.” He passes along the following tips: 1) Find a champion, 2) Be
credible: do your homework and become the expert on the topic, 3) Be an entrepreneur:
assume that resources and procedures for your innovation do not exist and that you will
have to create them. 5) Know your audience: you must build advocacy in a positive way
6) Have passion for your vision—be tenacious yet open to suggestions.
Other case related documents available at the website,
http://ai.cwru.edu/practice/packs.cfm
Names of Documents:
• Learnings –interview team feedback and lessons learned
• Learnings: logistics,
• Themes from 360 leadership stories
• List of pilot projects with some details
• Pilot projects – 360 feedback beginnings
• Discovering and articulating “positive core” of the Navy
• What is an AI Organizational summit? What is Large Scale Change?
• Original objectives
The Full Quotation of Admiral Vern Clerk, CNO:
This Summit is an invitation to join in conservation. We have
been left a tremendous heritage by those who have served before us. A
heritage of service and leadership…When our sailors take an oath, they
make a promise to serve, they make a promise to support and defend the
Constitution of the United States and defend against all enemies foreign
and domestic…And they promise to obey the orders of all those appointed
over them—can you imagine that? They promise to obey the orders of a
Helene C. Sugarman 4 of 5
Dynamic Communication
301-460-6100
hcsugarman@aiconsulting.org

5. lot of people they have never met. In return, leaders make a promise.
They promise to commit themselves to the personal and professional
growth of their people…this is an important opportunity.
“This leadership Summit is an opportunity to search for innovative ways of
improving our institution and supporting the development and growth of all our
people, both enlisted and commissioned. This Leadership Summit is not the only
answer, but it is an excellent opportunity to start some important conversations.”
Helene C. Sugarman 5 of 5
Dynamic Communication
301-460-6100
hcsugarman@aiconsulting.org

6. lot of people they have never met. In return, leaders make a promise.
They promise to commit themselves to the personal and professional
growth of their people…this is an important opportunity.
“This leadership Summit is an opportunity to search for innovative ways of
improving our institution and supporting the development and growth of all our
people, both enlisted and commissioned. This Leadership Summit is not the only
answer, but it is an excellent opportunity to start some important conversations.”
Helene C. Sugarman 5 of 5
Dynamic Communication
301-460-6100
hcsugarman@aiconsulting.org