Page 115 - Appreciative Leadership
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88  Appreciative Leadership



            representatives from the governor’s offi  ce, state legislators,
            and leaders and members of both deaf and blind advocacy
            groups, as well as interested citizens and guide dogs.

                A turning point came on the first day, following
            appreciative interviews. Improbable pairs had shared their
            experiences with the school, its benefits to the community,

            and their hopes for its future. A woman stood and waved
            for the microphone. She introduced her interview partner,
            George, who was a local businessman, and herself, a state
            legislator. And then she said, “I arrived this morning
            certain that the school needed to be closed. Now, aft er
            hearing George’s story, I am certain the school is a valued
            community resource that must be saved. I intend to support
            it fully.” The room let out a collective sigh of relief.

                What was George’s story? George was sighted. His wife
            was blind. George’s wife had attended the school where
            she received an education in life skills as well as academic
            subjects. She went on to become an outstanding teacher.
            And, as George told the story, she was able to marry him. All
            of that happened because of what she had learned as a young
            adult at the school for students who are deaf and blind.

                The next day 150 people voted unanimously in favor of
            the school. One month later, the state legislators affi  rmed
            their decision.


            Inclusion—consciously engaging with people to cocreate the
        future—is a foundational strategy for Appreciative Leadership, and an
        indispensable practice for unleashing the positive power of today’s mul-
        ticultural, multigenerational, and multitalented workforce. Realities are
        crafted in relationship, through conversations and collaborations. In

        order for decisions and plans for the future to satisfy and serve diverse
        groups of people, all the people whose future it is must be invited into
        relationship and included in the dialogue and decision making.
            Imagine that you are planning an event to determine the future
        of a school. Who would you include on the invitation list? Faculty,
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