Weatherhead School of Management EMBA 479 Leading Change Society Leadership, Sustainable Value, and the Global Agenda Professor:

David L. Cooperrider March 2016 [email protected] Course Website http://aim2flourish.com/members/home ***

The relationship between business and society—and the search for mutually beneficial advances between industry and the world’s most pressing global issues and grand challenges—has become one of the defining issues of the 21st century. Throughout the world, immense entrepreneurial energy is finding expression, energy whose converging force is in direct proportion to the turbulence, crises, and the call of our times. Factories and buildings are being designed in ways that, surprisingly, give back more clean energy to the world than they use. Bottom-of-the-pyramid strategies and micro-enterprise models are demonstrating how business can eradicate poverty through profitability. Companies are designing products that leave behind no waste—only “food” that becomes input into other biological or technological cycles. And macrowikinomics—everything from telepresence to megacommunity—is rebooting our capacity for human cooperation and global action. The power of the emerging innovations defies simple categorization into such familiar domains as corporate social responsibility, business ethics, philanthropy, or any non-strategic PR-like initiative. One-by-one positive disruptions are erasing the false dichotomy embedded in “the great trade-off illusion”—the belief that firms must sacrifice outstanding financial performance if they choose to strategically address societal challenges. Could it be—with the right mix of innovation and entrepreneurship—that the creation of sustainable value could become the business opportunity of the 21st century? Are we actually beginning to recognize the next phase of global corporate citizenship—and beyond? Can we anticipate a tipping point—not just in business practice, but in management education and research, that will redefine the very nature of business’s relationship to earning profits and to positively influencing society?

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Imagine the world thirty years from now and consider the following scenario for the economy: It’s a bright-green restorative economy that purifies the air we breathe; it has eliminated the concept of waste and toxic byproduct; extreme poverty has been eradicated; it is powered through solar and renewable energy innovations; it offers large increases in prosperity for everyone in the world; it is supported through market signals that generate positive incentives aligned with the long-term social good (it has virtually eliminated “perverse incentives”); the economy’s industry-leading stars are celebrated as global solution finders and creators of sustainable value; the corporate citizenship movement has united sustainable design and business strategy into a positive race to the top; it is a globally inclusive system that respects and replenishes the health of people, diverse communities and the wealth of nature; and it is all built on an economy of institutions that are widely trusted as positive institutions—workplaces that elevate, magnify, and refract our highest human strengths into the world. This, in a nutshell, was the essence of the 2030 vision of the desired future of an economy where people can thrive, businesses win, and nature can flourish as articulated by one thousand executives, researchers, and MBA students coming together from over 57 countries at the Weatherhead School’s First Global Forum for Business as an Agent of World Benefit held in 2006 and 2009, and confirmed again in 2014. In many ways the vision is scarcely alone and it reflects an unprecedented worldwide urge and an increasingly shared vision, uncoordinated but blooming, emerging everywhere. Paul Hawken describes it as a “blessed unrest”—millions of organizations and people spontaneously bringing about what may one day be recognized as the single most profound transformation of human society: the sustainability revolution. But huge realities stand in the contrast. Daily we are reminded of what’s ahead including the sheer magnitude of change itself: rising temperatures and strange weather patterns; recognition of the environmental, economic, and social costs of environmental toxic wastes; the possibility of the Sixth Extinction—the trend toward expected loss of half the species on earth by 2050; the ripple effects of a mushrooming global population of 8-14 billion people; constant reminders of the possibility of nuclear accident and unpredictable acts of terrorism; billions of individuals still locked in grinding poverty; and of course the emergence of a world where masses more (people in every one of the emerging economies) wishes to live in exactly the same prosperous ways as those already living in ecological overshoot—that is, in a state where natural capital is used up with such intensity that earth systems are no longer able to restore themselves (fisheries, topsoil, oil, freshwater, forests).

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Alex Steffen (In WorldChanging) comments: So here we are. We need, in the next twenty-five years or so, to do something never before done. We need to consciously re-design the entire material basis of our civilization. The model we replace it with must be drastically more ecologically sustainable, offer large increases in prosperity to everyone on the planet, and not only function in areas of chaos and corruption, but also help transform them. That alone is a task of historic magnitude, but there is an additional complication: we only get one shot…fail to act boldly enough and we may fail completely. It is within this context that this course explores one overarching proposition: that business, the motor of our society has the opportunity to be the most positive and creative force on the planet, a force that could contribute to the well-being of many. Our exploration and search is for “business as an agent of world benefit” and the questions are many: what does it look like, where is it happening, what are the market, societal and leadership enablers, and what are the business results and value propositions involved? Course Objectives The aspirations for this seminar are not meager. Our hope is to connect insights gleaned from a range of exciting dialogues taking place across disciplines, sectors, cultures, and geographic regions. The course is designed to galvanize new visions of business and society, as well as executive leadership. The course is born of a conviction that the future of human society and the natural world is intimately linked to the future of the world economy, business enterprises, and management education. The class will offer the state-of-the-art concepts, tools, and models for turning social and global issues into unexpected new sources of value and bonafide business opportunities. The course presentations, books, dialogues, and inquiry projects are organized around three themes: (1) the state of the world and the economic possibilities of our time, (2) the business case for understanding business as an agent of world benefit—how business performance can profit from current and future advances in sustainable design and social entrepreneurship; and (3) tools for managing change—including the macro methods of Appreciative Inquiry and whole systems design.

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Our objectives fall into three thematic arenas: I. Analysis of the State of the World & the Economic Possibilities of Our Time Drawing on the science of global issues analysis and the worldwide corporate community’s most compelling questions, this first thematic direction:  Explores business and societal implications of the complex interactions between environmental degradation, poverty, world health, rapidly growing human populations, biodiversity, and the business and society implications of global conflict and human security;  Identifies the most exciting real business stories of significant innovation and impact, including those involving entrepreneurship to eradicate poverty, new designs to support sustainable enterprise and the use of clean energy, and business as a force and partner for peace. II. The Concept of Sustainable Value and the Economic Case for Understanding Business as an Agent of World Benefit: Challenging “the Great Trade-off Illusion” Drawing on the best state-of-the-art academic research and the worldwide corporate community’s most compelling questions, this second thematic direction:  Explores the data relating broad-based contemporary value shifts with the financial community’s choice to incorporate models of sustainable value.  Showcases research on the tangible and intangible benefits and risks of taking leadership in sustainability—including assessing the sources of sustainable value and the ways in which a multi-stakeholder view of the firm can, in an integrated way, become a source of innovation, brand identity, trust, inspiration and human motivation, and competitive advantage.  Expands our theories of the firm and invites new conceptualizations and research about the relationship between corporate strategy, sustainable value, and the defining notions of competitive and cooperative advantage.  Introduces integrated frameworks for sustainable value creation from a complete management perspective: strategy tools (e.g. sustainable value analysis and the BOP protocol); operations management (greening of supply chains and footprint analysis); social impact brand management and marketing; responsible investment strategies; cradle to cradle product design and biomimicry; social entrepreneurship exemplars (micro-enterprise); sustainability scorecards and social responsibility accounting; harnessing market mechanisms in building sustainable societies; and the power of sustainability to engage and turn on the entire workforce in a human resources management sense.

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III. Macro Appreciative Inquiry and Positive Organizational Scholarship Drawing on the best research from positive organizational scholarship as well as powerful life stories of appreciative inquiry from the field, this thematic direction:  Focuses on macro “change management” from an asset-based, strengthsbased leadership perspective;  Provides an overview of the tools, theories, and stories of appreciative inquiry in the context of sustainability and social entrepreneurship. Especially important are the multi-stakeholder “whole system in the room” methods for large group collaborative innovation, planning, systemic design thinking, and change management. Course Readings 1. Diamandis, P. and Kotler, S. (2012) Abundance: The Future is Better Than You Think. New York: Free Press. 2. Laszlo and Zhexembayeva (2011) Embedded Sustainability: The Next Big Competitive Advantage, Stanford: Stanford University Press 3. Rockstrom, J. and Klum, M. (2015) Big World, Small Planet: Abundance Within Planetary Boundaries. Max Strom Publishing. 4. Sachs, J (2015) The Age of Sustainable Development. Columbia University Press. 5. McDonough, W. and Braungart, M. (2013) The Upcycle: Beyond Sustainability and Designing for Abundance. New York: Melcher Media 6. Prahlad, CK (2009 Revised and Updated 5th Anniversary Edition) The Fortune at the Bottom of the Pyramid: Eradicating Poverty Through Profits. 7. Sisodia, R. et all (2014 second edition) Firms of Endearment: How World Class Companies Profit from Passion and Purpose. New Jersey: Pearson. 8. Radelet, S (2014) The Great Surge: The Ascent of the Developing World. New York: Simon and Schuster. 9. Cooperrider, D. et al (2013) Organizational Generativity: The Appreciative Inquiry Summit and a Scholarship of Transformation UK: Emerald (pdf handouts)

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Additional PDF handouts for this semester: Cooperrider and McQuaid 2013. The Positive Arc of Systemic Strengths. Journal of Corporate Citizenship, Vol. 46, Spring 2013 Cooperrider, David (2006) “Elevating and Extending Our Capacity to Appreciate Our Appreciable Worlds” in Thachenkery, J. Appreciative Intelligence: Seeing the Mighty Oak in the Acorn. San Francisco: Berrett-Koehler. Cooperrider, David (2012) “The Vertigo of New Vision” Axiom News. Cooperrider, David (2012) The Concentration Effect of Strengths: How the Appreciative Inquiry Summit Method Brings Out the Best in Human Systems. Organizational Dynamics (2012) 41, 106—117. Cooperrider, D (2014) “Full Spectrum Flourishing: One Source of Business Value that Never Runs Out” afterword in Chris Laszlo et.al, The Flourishing Enterprise. Palo Alto: Stanford University Press. Lacy, et al (2010) A New Era of Sustainability New York: United Nations Global Compact and Accenture Study. Chris Laszlo, Eric Ahearn, Indrajeet Ghatge and Garima Sharma (2013) Tennant Company Innovation: Can “Chemical Free” Be a Pathway to Competitive Advantage?” PDF on criteria for “golden innovations” and “epic innovations” selection. Extra Book and Article Readings (Optional Resources) Ismail, S. (2014) Exponential Organizations: Why New Organizations are Ten Times Better, Faster, and Cheaper Than Yours. Tapscott, Don and Williams, Anthony (2010) Macrowikinomics. Cooperrider, D (2008) Sustainable Innovation. Biz Ed (handout) Piderit, S. Fry, R. and Cooperrider, D. (2008) Handbook of Transformative Cooperation. Stanford University Press. (handout) Cameron, Kim et al. (2005) Positive Organizational Scholarship (handout) Paine, L.S. (2003) Value Shift: Why Companies Must Merge Social and Financial Imperatives to Achieve Superior Performance. McGraw-Hill.

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Key Websites for Surfacing and Spotting Innovations Worth Emulating Note: everyone should sign up to the AIM2Flourish website: you can find “Sightings” of really good businesses that you may want, as teams or individuals, to interview. http://AIM2Flourish.com/ ScoopIt on Business as an Agent of World Benefit by David Cooperrider http://www.scoop.it/t/business-as-an-agent-of-world-benefit Environmental Leader http://www.environmentalleader.com/ OpenIDEO—see our WSOM design challenge—especially “inspiration phase” http://www.openideo.com/open/business-impact-challenge/brief.html CSR Newswire http://www.csrwire.com/ GreenBiz Magazine http://www.greenbiz.com/about-greenbiz Ashoka: Innovators for the Public www.ashoka.org United Nations Global Compact (8,000 Corporations + 4,000 non-businesses) www.unglobalcompact.org Grameen Foundation http://www.grameenfoundation.org/ World Resources Institute www.wri.org TED talks on sustainability—example: CEO and billionaire and entrepreneur Naveen Jain http://www.trendhunter.com/keynote/social-entrepreneurship-speech TEDx United Nations—see David Cooperrider on Business as an Agent of World Benefit http://www.youtube.com/watch?v=-SoAKaTKAYA

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Course Meeting Times 1. March 6 (all day) 2. March 7 (all day) Each daylong session will be a rich mixture of seminar dialogue, research reflection, stories from the field, books and readings, and media clips. Session One: March 18th: The Business and Society Debate: Business as an Agent of World Benefit or Business Out of Sync With Long-Term Global Wellbeing?  State of the world  Age of Sustainable Development  Could business be one of the most constructive forces on the planet?  Business and society change: Whole systems appreciative inquiry and the new “sustainable design factory.” Pre-Readings: each person in will self-select—prior to our all day session in March-- one book to study, and will create a 10-12 minute “executive summary” type presentation for the rest of the class (see assignment number one.) Second Session March 8th: Beyond Less Bad: Good Growth and the Discovery and Design of Positive Business  The Search for Golden Innovation  Forming research teams and topics--see the World Inquiry into “Business as an Agent of World Benefit” www.AIM2Flourish.com.  Positive Design and a new kind of global anticipatory learning  Sustainable Value—the 21st century axis point  Macromanagement tools for building the sustainable enterprise  The AI “Sustainability Summit” Method applied to sustainability: illustrations from our work with Apple, Johnston and Johnston, the United Nations, Fairmount Minerals, Green Mountain Coffee Roasters, Green City Blue Lake, and Wal-Mart, etc.  The new question of change: how do we change at the scale of the whole? Course Assignments 1. Individually: Create a Power point summary of the book you will be specifically responsible to master and be ready to do a presentation on it day one. What we are looking for in your presentation of the book is a clear power point presentation on the main points, key tools and models, and substance of the book. The PPT for each book should have a maximum of ten slides and be designed for an executive or leadership audience: it should be succinct, capture key models and concepts, raise important 8

questions for exploration, be graphically appealing, and present a great summary of the essence and substance of the book. At the close of your presentation, we would like you to conclude by lifting up what you see as the business and society trends for the future, including the implications for successful business and what it will mean to be a leader at the interface of business and society. How will business be changed or different in the next decades? What new knowledge base will successful business require? What ways can sustainability create new sources of business value? How can organizations become positive institutions, that is, key leverage points for changing systemic level issues. Can you apply some of these conclusions to your own organization—to help illustrate? Presentations (for your) will be up to 10 minutes. Presentations. Due Date: March 18th. (You are encouraged to read at least two other books on our list your choice.) 2. Nominating a major business and society innovation for an AIM2Flourish Flourish Prize In this assignment I would like to invite you to think with us about a prize for Business as an Agent of World Benefit—a world-shaping award designed to be equivalent in stature, scope, and impact to the Nobel Prize. The awards will be given to the most important acts of business and society innovation, which, “shall have conferred the greatest benefit to humankind and the goal of worldwide sustainability and flourishing, including the benefit to the business itself. The Flourish Prizes will ignite a worldwide appreciative inquiry search for “business as an agent of world benefit” in high priority areas, such as business as a force for: (1) the eradication of extreme poverty; (2) the creation of peace and security; (3) global environmental regeneration and the creation of an environmentally and socially sustainable economy; (4) the advancement of human rights and empowerment of women; and (5) the realization of global health and flourishing, especially for our children. In each case, the new standard of shared “sustainable value” or mutual flourishing will guide the selection— not only are we looking for the business and society innovations that “have conferred the greatest benefit to humankind and the world” but also innovations that have simultaneously propelled superior business performance. Porter has termed this “shared value” and we refer to this, following Chris Laszlo, as “sustainable value”—business value that serves stakeholders and shareholders simultaneously. It exemplifies the idea of “Do Good, Do Well” at its best. The criteria to consider—the bar is high— includes the identification of innovations that move us from: 1. From bolt-on to embedded strategies 2. Sustainable value: good for world & creates superior business 3. From doing less harm to creating net positive “fingerprint” 4. From incremental change to radical innovation 5. From inequalities/disempowerment to inclusiveness/empowerment 9

6. From business as normal to innovation that is epic, history making The paper format: Ten Nominations | One Standout Part 1: The first part of the paper is what I will call a “scouting report” with brief summaries of 10 exceptional innovations in the arena of “business as an agent of world benefit.” What we are looking for, in newspaper language, are the “hot leads.” These, in essence, will become your nominations for the AIM2Flourish Flourish Prizes. Your task: use your search capabilities to find exceptional examples of business as an agent of world benefit (business as a force for the eradication of poverty; business and eco-innovation; business as a force for peace; business and human flourishing; new business and non-profit partnerships; etc.) To help discover hot leads or nominations, (1) use “Sightings” on AIM2Flourish.com, CSRWire, Environmental Leader, Aspen Institute’s Case Place, GreenBiz, the UN Global Compact, Fast Company and other sources. Key search words include: corporate social responsibility, sustainability, social entrepreneurship, business ethics, sustainable development, the millennium development goals, corporate global citizenship, natural capitalism, bio-mimicry, green business, bottom of the pyramid, business and peace, CSR reporting, socially responsible investment funds, positive organizational scholarship, positive psychology, ethical companies and more. So in part one of your paper: find at least 10 companies that are innovating (we are searching not for perfect companies but for promising innovations) in order to demonstrate new visions of business and society for the 21st century. (2) Write up no more than a half-page page summary of each of the ten “leads” (3) the summary of each of the ten leads should include: what is the innovation; why is it exciting or important; what is making it possible; and what is its promise and actual results already realized (how does it promise to benefit the world and how does it promise to benefit or profit the company)? Note: this part of your paper should be no more than 5 pages—about a half page per “nomination.” Part 2: Next choose one of your sightings/leads—something your think represents (out of your entire pool) the best example of Business as an Agent of World Benefit, kind of like your choice for an AIM2Flourish Flourish Prize, and then set up an interview with the leader of that organization or the leader of the innovation you want to spotlight. Then the second half of your paper (5 pages) will lift up your laureate award winner with more depth—it will be the standout innovation. What business and society innovation (out of the ten you listed earlier) will you award with the highest prize? Now describe the innovation in more depth (what, where, how, when, who, why important) and make the case using these criteria: 1. It promises to help us move from bolt-on to embedded strategies 2. Sustainable value: good for world & creates superior business 10

3. Shows a pathway from doing less harm to creating net positive “fingerprint” 4. Shows promise of moving from incremental change to radical innovation 5. Helps us move from inequalities/disempowerment to inclusiveness/empowerment 6. Shows promise as an epic innovation—with potential to be a worldchanging force, a historic force, or a key building block for a globally sustainable future. Note: this final paper can be a learning group assignment: Due date: May 1st Finally: submit your story complete with lots of real quotes to: http://AIM2Flourish.com/ Complete instructions for how to submit your AIM2Flourish story can be found here: http://aim2flourish.com/pages/toolkit. The first step is to create your AIM2Flourish profile here: AIM2Flourish.com/signup.

WSOM Statement of Academic Integrity: All students in this course are expected to adhere to university standards of academic integrity. Cheating, plagiarism, and other forms of academic dishonesty will not be tolerated. This includes, but is not limited to: consulting with another person during an exam, turning in written work that was prepared by someone other than you, and making minor modifications to the work of someone else and turning it in as your own. Ignorance will not be permitted as an excuse. If you are not sure whether something you plan to submit would be considered either cheating or plagiarism, it is your responsibility to ask for clarification. When your name appears on a group product for a class, you are responsible for the integrity of the work, even if you did not personally write the offending material. Information on citations and plagiarism can be found on the following web sites: http://library.case.edu/ksl/researchtools/citation/index.html and http://www.indiana.edu/~wts/pamphlets/plagiarism.shtml. The Weatherhead Academic Integrity policy can be found at

http://intranet.weatherhead.case.edu/academics/policies/integrity.cfm.

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DAVID COOPERRIDER David is the Fairmount | David L. Cooperrider Professor of Appreciative Inquiry at the Weatherhead School of Management, Case Western Reserve University where he is faculty chair of the Fowler Center for Business as an Agent of World Benefit and Co-director of the Strategy Innovation Lab. David is best known for his pioneering theory on Appreciative Inquiry and has served as advisor to senior executives in business and societal leadership roles, including projects with five Presidents and Nobel Laureates such as William Jefferson Clinton, His Holiness the Dalai Lama, Kofi Annan and others. David has served as strategic advisor to a wide variety of organizations including Apple, Verizon, Johnson & Johnson, the Boeing Corporation, National Grid, Smuckers, Sloan-Kettering, Fairmount Minerals, Green Mountain Coffee Roasters, McKinsey, Parker Hannifin, Sherwin Williams, Dealer Tire, Wal-Mart as well as American Red Cross, American Hospital Association, Cleveland Clinic, and United Way. David has published over 20 books and authored over 100 articles and book chapters and served as editor of both the Journal of Corporate Citizenship with Ron Fry and the current research series for Advances for Appreciative Inquiry, with Michel Avital. In 2010 David was awarded the Peter F. Drucker Distinguished Fellow by the Drucker School of Management—a designation recognizing his contribution to management thought. His books include Appreciative Inquiry: A Positive Revolution in Change (with Diana Whitney); The Organization Dimensions of Global Change (with Jane Dutton); Organizational Courage and Executive Wisdom (with Suresh Srivastva) and the 4-volume research series Advances in Appreciative Inquiry. Most recently, Champlain College honored David with an academic center in his name. It is called the David L. Cooperrider for Appreciative Inquiry. For the center’s dedication Marty Seligman wrote: “David Cooperrider is a giant: a giant of discovery, a giant of dissemination, and a giant of generosity” while Harvard’s Jane Nelson at the Kennedy School of Leadership said: “David Cooperrider is one of the outstanding scholar-practitioners of our generation.” Longer version bio: David is the Fairmount Santrol | David L. Cooperrider Professor of Appreciative Inquiry at the Weatherhead School of Management, Case Western Reserve University. Professor Cooperrider is past President of the National Academy of Management’s OD Division and has lectured and taught at Harvard, Stanford, University of Chicago, and Katholieke University in Belgium, MIT, University of Michigan, Cambridge, Champlain College and the Drucker School of Management. David is Faculty Chair of the Fowler Center for Business as an Agent of World Benefit, and Co-director of the Strategic Innovation Lab.

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David has served as an advisor to senior executives in business and societal leadership roles, including projects with five Presidents and Nobel Laureates such as William Jefferson Clinton and His Holiness the Dalai Lama. David’s ideas have supported the success of a wide variety of organizations including Apple, Verizon, Johnson & Johnson, the Boeing Corporation, National Grid, Smuckers, Sloan-Kettering, Fairmount Minerals, Green Mountain Coffee Roasters, PWC, McKinsey, Parker Hannifin, Sherwin Williams, Dealer Tire, WalMart as well as American Red Cross, American Hospital Association, Cleveland Clinic, Lutheran World Relief, and World Vision. Most of the work has been inspired by the Appreciative Inquiry (AI) methodology for which Professor Cooperrider is best known. His founding work in this area, with his mentor Suresh Srivastva, has created a positive revolution in the field of change; it is helping institutions all over the world discover the power of the strength-based approaches to multi-stakeholder innovation and sustainable design. Admiral Clark, the CNO of the Navy, for example brought AI into the Navy for a multiyear project on “Bold and Enlightened Naval Leadership.” In a like manner, Cooperrider was asked by the United Nations to design a historic Summit and meeting between Kofi Annan and 500 CEOs to “unite the strengths of markets with the authority of universal ideals to make globalization work for everyone.” Cooperrider’s work—focusing on the question of change at the scale of the whole- is especially unique because of its ability to enable positive change, innovation, and sustainable design in systems of large and complex scale. At recent international conferences on Appreciative Inquiry hundreds of organizations such as Hewlett-Packard, IDEO, Johnson and Johnson, Apple, Smuckers, US Cellular have shared the breakthrough results they are experiencing as a result of becoming “strengths-based organizations.” David’s often serves as meeting speaker and leader of large group, interactive summit events. His dynamic ideas have been published in journals such as Administrative Science Quarterly, Organization and Environment, Human Relations, Journal of Applied Behavioral Science, Management Inquiry, The OD Practitioner, and in research series such as Advances in Strategic Management. More popularly, Professor Cooperrider’s work has been covered by The New York Times; Forbes; NPR; Science, Fast Company, Fortune, Christian Science Monitor, Washington Post, Biz Ed and others. He has been recipient of Best Paper of the Year Awards at the Academy of Management and was named top researcher of the year at Case Western Reserve University on numerous occasions. Among his highest honors, David was invited to design a series of dialogues with the world's top religious leaders, initiated by His Holiness the Dalai Lama who said, "If only the world's religious leaders could just know each other, the world will be a better place." Using AI, the group held meetings in Jerusalem and at the Carter Center with President Jimmy Carter. David was recognized in 2000 as among “the top ten visionaries” in the field by Training Magazine and in 2004 received ASTD’s highest award for “distinguished contribution to the field” of 13

organizational learning. David also received the 2004 Porter Award for best writing from the OD Network, and was named 2007 Faculty Pioneer for his impact in the field of sustainability by the Aspen Institute. In 2010 David was awarded the Peter F. Drucker Distinguished Fellow by the Drucker School of Management—a designation recognizing his contribution to management thought and action. He is the founder of the Fowler Center for Business as an Agent of World Benefit. In 2014 Champlain College honored David and the impact of his writing with an academic center in his name. It is called the David L. Cooperrider Center for Appreciative Inquiry. For the center’s dedication Marty Seligman wrote: “David Cooperrider is a giant: a giant of discovery, a giant of dissemination, and a giant of generosity” while Harvard’s Jane Nelson said: “David Cooperrider is one of the outstanding scholar-practitioners of our generation.” David has published 22 books and authored over 100 articles and book chapters. Cooperrider’s volumes include Handbook of Transformative Cooperation (with Sandy Piderit and Ron Fry); a series of books and handbooks on Appreciative Inquiry including Appreciative Inquiry: A Positive Revolution in Change (with Diana Whitney); The Organization Dimensions of Global Change (with Jane Dutton); Organizational Courage and Executive Wisdom (with Suresh Srivastva). David is editor of the research book series Advances in Appreciative Inquiry (with Michel Avital) published by Emerald, which is currently going to press with its fourth volume. David’s wife Nancy is an artist. His son Daniel is a UCC minister in Weybridge Vermont; Hannah is a designer in Minneapolis, and Matt is renewable energy expert advancing wind energy at Apex in Virginia. Key websites: www.AIM2Flourish.com http://www.scoop.it/t/business-as-an-agent-of-world-benefit http://weatherhead.case.edu/centers/fowler/about/ http://www.DavidCooperrider.com https://www.youtube.com/watch?v=-SoAKaTKAYA

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