Page 138 - Appreciative Leadership

The Genius of Inclusion 111

exploring their respective faith traditions’ teachings about peace, and by
sharing food. They laughed and cried, and together they envisioned the

world in which they wished to live. They discovered what united, rather
than divided them. And in the process each of them changed.
As is often the case, many people know the Other more through

the stories they have heard about them than through actual inter-
actions. By reaching out to the Others and getting to know them as
people, you create new stories and forge new and positive impressions
that can change you—and them—forever.

Consider these questions. Who are your Others?
PAUSE
How did you learn to see them this way? What
have you lost by excluding them from your life?
How might you reach out and include them, going forward?

Improbable Participation: A Risk Worth Taking

Taking the idea of improbable pairs further, appreciative leaders prac-

tice improbable participation. They invite people whose diff erences
might otherwise cause them to be excluded into meetings, projects,
and developmental programs. To do so is often a risk—one that inevi-

tably pays off in rich rewards.

In one of our focus groups, we heard the story of a small town’s
chamber of commerce that took a risk of improbable participation,
that paid off .

The list of applicants for the community leadership program

included a young outspoken lesbian. She was a recognized
informal leader with a very abrasive style. Her application