Chicago Heights Roadway

CHICAGO HEIGHTS COMPLEX

Achieving Explosive Results to Ensure the Success of Roadway and the IBT through Engaging and Educating Each Other in the Fundamentals of our Business!

Agenda Overview

Day 1

Welcomes and Overview

Introduction to TOPIC

Discovery:1:1 Appreciative Interviews

Mixed groups of Pairs search for themes and factors

that give life to our TOPIC

Lunch

Creating our shared History

Stakeholder groups: Identifying proudest prouds

and what we want to keep

Summary & Close

Day 2

Summarizing Day 1; Overview of Day 2

Dreaming:Mixed groups: Improvement possibilities for our

Mapping Highest Impact Opportunities

Images of our Future around Opportunities of most interest

(New, self-selected groups)

Lunch

Presentations of Images

Declaring Aspirations for the future: 1 yr. Goal and

Summary & Close

309 SUMMIT AGENDA (continued):

Day 3

Summarizing Day 2; Overview of Day 3

Design:

Work on 1 yr. Goals and action steps

Prepare presentation of yes-able proposals for action

Community Forum:

Presentations from 3-4 Action Groups

Lunch

Personal Commitments

Open microphone to entire community for comments/reflections

Close

NOTE: All sessions will begin and end on time. There will be breaks each morning and afternoon, with refreshments. All sessions will be videotaped so a summary of deliberations and action plans can be communicated to the whole system.

WHAT IS AN AI ORGANIZATIONAL SUMMIT?

This is not your typical planning meeting!

The WHOLE SYSTEM participates a cross-section of as many interested parties as is practical. That means more diversity and less hierarchy than is usual in a working meeting, and a chance for each person to be heard and to learn other ways of looking at the task at hand.

Future scenarios for an organization, community or issue - are put into HISTORICAL and GLOBAL perspective. That means thinking globally together before acting locally. This feature enhances shared understanding and greater commitment to act. It also increases range of potential actions.

People SELF-MANAGE their work, and use DIALOGUE not problem-solving - as the main tool. That means helping each other do the tasks and taking responsibility for our perceptions and actions.

COMMON GROUND rather than conflict management, is the frame of reference. That means honoring our differences rather than having to reconcile them.

APPRECIATIVE INQUIRY (AI) To appreciate means to valueto understand those things of value worth valuing. To inquire means to study, to ask questions, to search. AI is, therefore, a collaborative search to identify and understand the organizations strengths, its potentials, the greatest opportunities, and peoples hopes for the future.

COMMITMENT TO ACTION Because the whole system is involved it is easier to make more rapid decisions, and to make commitments to action in a public wayin an open way that everyone can support and help make happen.

CHICAGO HEIGHTS COMPLEX

Summit Objectives

Attain and sustain our vision of Delivering a Premium Product Through our People, Pride, and Performance

Understand the principles of Open Book Management and explore how we can create tailor-made education to Engage Each Other in the Fundamentals of our Business

Implement an action plan to Achieve explosive results to ensure the success of Roadway and the IBT through engaging and educating each other in the fundamentals of our business!

Generate excitement and commitment around the Chicago Heights initiative and the AI philosophy, building on our past years successes

Cultivate a climate of trust and ownership through ongoing communication

Identify opportunities to engage the entire Chicago Heights Complex

Co-create our principles our deepest beliefs about a healthy, functioning organization principles that reflect our ideas around decision making, power and authority, sharing of information, etc.

Interview Guide

(Completed by ________ oclock)

Organizations that continually produce explosive results, those truly exceptional companies that have achieved performance excellence and have stood the test of time, are built on a shared vision. Employees at all levels are committed to a common vision that guides actions and decisions and provides a sense of how to proceed in times of change. When people are aligned around a shared vision, they are clear about where the company is going and what it takes to win. They understand how their own efforts directly contribute to the overall success of the company and provide long term strength and stability.

These organizations continually succeed because each employee thinks, feels and acts like an owner of the company. This sense of ownership is highest when all employees are educated and trained to succeed. They understand the big picture, the connection to their performance objectives, and have the freedom and authority to make decisions and influence change. Boundless partnerships are formed with the unions, with customers and across all functional areas. A strong sense of community and trust develops at every level. Each individual participates in constructing the future, which creates a shared commitment to inspired action.

Question 1: Think about a time at work that you recall as a highpoint...an experience or moment you remember as having left you with an intense sense of pride, excitement, or involvement in having been a part of something that was meaningful. If you are a member of a current AI team, recall a highpoint experience directly related to your participation on that team or related to a solution that your team came up with.

Describe that experience; What was going on? Who was involved? What made it memorable?

Question 2: Companies that support a culture of learning continually invest in their most valuable asset their people!

Describe a learning experience that contributed directly to your success and allowed you to perform at a particularly high level?

What made this learning experience exceptional?

What 2-3 things could be done to build a culture of learning at Roadway?

Question 3: Roadway will achieve a sustainable competitive advantage when everyone is fully engaged in the success of the Company and committed to the success of each other. This engagement allows true partnerships to emerge, which are characterized by a spirit of trust and common commitment. Describe one time when you felt a sense of engagement and trust between management and labor within this organization: a time when you felt a true partnership emerging.

How did it come to pass? What was your role?

What would have made it more powerful or memorable?

Question 4: A truly outstanding organization is one where each person is given the opportunity to display financial responsibility. Understanding how what I do impacts the bottom line, doing things right the first time, and being aware of the costs of doing business are all components of financial responsibility. Describe a time when you felt you exhibited a clear sense of financial responsibility.

What was it about the situation that enabled you to do this?

What 3 things could be done to strengthen everyones sense of financial responsibility?

Question 5: Imagine you have awakened from a deep sleep. A sleep so deep and so restful that it lasted 4 years. It is now the year 2005 and upon your return to work you are both amazed and delighted by what you see. The Chicago Heights complex has achieved absolutely explosive results. Over these four years the facility has experienced incredible growth and has achieved record breaking profitability. The partnership between Roadway and the IBT has never been stronger. Chicago Heights is recognized company wide as the model of flagship excellence. Each individual in the complex is actively engaged in the success of the company, is committed to the success of each other, and fully participates in the daily quest of achieving explosive results.

What happened to allow Chicago Heights to reach this level of excellence?

What 3 dreams/visions do you have to help Chicago Heights/309 continue to achieve explosive results?

DISCOVERY:

Discovering our Positive Core and Opportunities

(Completed by ___________ oclock)

Purpose: To appreciate and welcome each other, and to capture the common factors that will help us achieve explosive results.

1. Introduce the person you interviewed. Go around the table. Introduce your interview partner to the group and share highlights from your interview (high point story and vision of Roadway).

2. Next as a group, talk about (each person shares):

From the stories you heard, what stands out as key factors or themes that cause employee engagement; that cause employees to think, feel, and act like owners of the Chicago Heights Complex? Capture your themes on a flipchartSELF-MANAGEMENT and GROUP LEADERSHIP ROLES

Each small group manages its own discussion, data, time, and reports. Here are useful roles for self-managing this work. Leadership roles can be rotated. Divide up the work as you wish:

DISCUSSION LEADER Assures that each person who wants to speak is heard within time available. Keeps group on track to finish on time.

TIMEKEEPER Keeps group aware of time left. Monitors report-outs and signals time remaining to person talking.

RECORDER Writes groups output on flip charts, using speakers words. Asks person to restate long ideas briefly.

REPORTER Delivers report to large group in time allotted.

CHICAGO HEIGHTS ROADWAY

Customer Panel Worksheet

1. Describe a time when Roadway exceeded your expectations. A time when we delivered what you consider a premium product. What happened? Why did it exceed your expectations?

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2. How can we partner so that we can both achieve explosive results?

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3. What makes Roadway distinctive/unique in the marketplace?

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4. What are your future transportation needs and what 3 wishes do you have for Roadway to help you achieve those? _____________________________________________________

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CHICAGO HEIGHTS ROADWAY

Alcoa Presentation

1. Listen for what Alcoa did in the following areas and take notes: Engagement, Education, and Measurement

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2. What intrigues you about Alcoa?

3. What did you find exciting?

4. What would you like to know more about?

ENGAGEMENT THROUGH EDUCATION IN

FUNDAMENTALS OF BUSINESS

We are fully engaged in the success of the company and committed to the success of each other. -- JDS

309 Principles of Engagement

PREAMBLE:

As an organization and as individuals of the 309 Complex, we are guided by a strong and clear sense of our vision, values and principles.

Vision: Delivering a Premium Product Through our People, Pride, and PerformanceAchieving Explosive Results to Ensure the Success of Roadway and the IBT through Engaging and Educating Each Other in the Fundamentals of our Business!

Core Values: Engagement, Pride, Innovation, Customer FocusPRINCIPLES:

1. We are committed to developing leadership at every level. This includes the development of self-managing practices and allowing individuals to build and demonstrate leadership ability. We are committed to having leaders from all workgroups emerge whereby supervisions role will evolve into a teaching and coaching resource. We are committed to supporting and educating all employees to play these new roles.

2. We are committed to two-way and ongoing communication where relevant information about the business is shared freely and timely in order to build in each person a sense of how their particular actions and decisions impact the bottom line.

3. We are committed to self-management wherein all employees understand how what they do impacts the bottom line of the company.

For that to occur, all employees must:

See themselves as an owner of the business

Hold personal accountability and responsibility for the success of the business

View their work as valuable and as adding value

Actively seek to improve their personal performance on a daily basis

309 Principles of Engagement (continued)

4. We as an organization value education and learning and commit to creating resources and opportunities for building learning practices. Our employees commit to participating fully in leveraging these opportunities to create a dynamic and responsive organization. We commit to continually challenge ourselves to move out of our comfort zones, to think in new ways, to acquire new knowledge and skills and experiment with new and better work methods.

5. We believe that the most effective decisions are made by those closest to the information. We are committed to ensuring that there are sufficient resources and education available to allow everyone to make a well-informed and timely decision.

We are committed to a decision making process that:

Is free of bureaucracy

Generates individual and corporate ownership, responsibility, and accountability

Involves people in major decisions that are relevant to them and their work

6. We are committed to the success of the company. This commitment will guide how we manage and build relationships. We are committed to proactive and timely intervention into possible disagreements and will always attempt to resolve these at the first level. We respect that each issue has a level of process that is most appropriate for its resolution. All mechanisms and processes will recognize the relevant legal, contractual, and organizational parameters. We operate with mutual respect and trust.

DISCOVERING OUR POSITIVE CORE

(Presentations are due at

oclock )

Self-Manage: Select a discussion Leader, Recorder, Timekeeper and Reporter

Purpose: To capture the common factors, from our interviews, benchmarking and inputs, which will help us achieve explosive results.

1. From all of the stories you heard today, what stands out as key factors or themes that cause employee engagement; that cause employees to think, feel, and act like owners of the Chicago Heights Complex?

2. Stories from your interviews, our customer panel, Alcoa and the EEFB presentation

3. Capture your themes on a flipchart

POSITIVE IMAGE ( POSITIVE ACTION

Powerful Placebo

Pygmalion

Positive Affect

Unbalanced Inner Dialogue

Rise and Fall of Cultures

Affirmative Capability

ACHIEVING EXPLOSIVE RESULTS AT CHICAGO HEIGHTS

(Completed by ________________ oclock)

Self-Manage: Select a Discussion Leader, Recorder and Timekeeper

Purpose: To imagine and define the future you want to work toward a Chicago Heights Team that is truly dedicated to Achieving Explosive Results to Ensure the Success of Roadway and the IBT through Engaging and Educating Each Other in the Fundamentals of our Business!

1. Using the feedback from the group take 10-15 minutes to revise, edit, or improve on your principle statement.

Use vivid language

Be positive

Be bold, provocative make it a stretch that will attract others

2. Put yourselves 4 years into the future. It is 2005. Visualize the Chicago Heights Complex you really want, from the perspective of the Principle area you have chosen.

What is happening?

How did this come about; what helped it happen?

What are the things that support this Vision; leadership, structures, training, procedures, etc.?

How does this help us Achieve Explosive Results?

3. Choose a creative way to present your Vision to the rest of us in a 5-minute portrayal as if it existed now use as many members of your group as possible in the presentation.

Examples: * A TV News Report * A Song or Poem * A Day in the Life

* A Skit * A Hiring Interview * Etc. *

ACHIEVING EXPLOSIVE RESULTS AT CHICAGO HEIGHTS

Designing our Future Self-Manage: Select a Discussion Leader, Recorder, and Timekeeper

Purpose: To begin translating your Principle Statement into a 1-year goal and action plans to be taken in the next 6-12 months.

Part A

1. Leverage the Positive Core and our Dream: your interviews and common themes, the customers input, and the Alcoa input. Brainstorm ideas related to your specific principle that will help us achieve explosive results and put us on a course to realize your Vision for 2005

2. Based on the brainstorming, formulate a 1-year goal that will allow your principle statement to come to life and enable us to achieve explosive results.

Part B

3. Break into 3 sub-groups around engagement, education, and measurement

4. Identify action plans in each group to achieve your 1-year goal:

Agree on key targets and scenarios for how to get there: who would need to do what? By when?

Guidelines for your Goal and Action Plans:

a) Do they support our topic statement?

b) Do they address/reflect the underlying principle statement?

c) What are we already doing that can be continued or enhanced?

d) What are new actions that would create an impact?

e) Can all stakeholders support the ideas?ACHIEVING EXPLOSIVE RESULTS AT CHICAGO HEIGHTS

Declaring the Future We Want...

(Presentations are due at

oclock )

Self-Manage: Select a discussion Leader, Recorder, Timekeeper and Reporter

Purpose: To prepare and present your Principle Groups proposals for Achieving Explosive Results to Ensure the Success of Roadway and the IBT Through Engaging and Educating Each Other in the Fundamentals of our Business.

1. Discuss and finalize your Groups 1-year Goal and Action Plans by addressing the items below.

Points to Address and Include in your Presentation:

Name of Principle Group and names of group members.

Your 1-Year Goal & Action Plans around Engagement, Education, and Measurement

Return on Investment:

What will this recommendation do for Achieving Explosive Results?

How can we measure this?

How will your team continue working this process?

Presentations should be limited to 10 minutes

Discovery:1:1 Appreciative Interviews

Mixed groups of pairs search for themes and factors

that give life to our TOPIC

Lunch Customer Panel

Benchmarking & Inputs: Engagement through Education in the Fundamentals of our Business

Mind Map our Positive Core

Input: Where does Positive Change come from?

Dreaming:AI overview positive image/positive action Introduction to Principles of Engagement

Gallery and self-selection

Image of our future around principle of most

interest (in new, self-selected groups)

Lunch

Design: Declaring aspirations and goals for the future.

Design:Input: Sharing the Fundamentals of our Business

Work on 1-year targets and action steps

Prepare presentations to group

Lunch

Destiny:Community Forum:

Presentations from all principle groups

Lunch

Presentations from 3-4 Opportunity Groups

Results to Ensure the Success of Roadway and the IBT through Engaging and Educating Each Other in the Fundamentals of our Business!

Discovery

Positive Core

What we value most

Achieving

Engagement through Education in the Fundamentals of our Business

Measurement

Education

Engagement

Destiny

New Teams

Inclusion of Others

Implementation

Practices

Appreciative Inquiry 4-D Cycle

Achieving Explosive Results to Ensure the Success of Roadway

and the IBT through Engaging and Educating Each Other in the Fundamentals of our Business!

Design

Principles of Engagement

Goals and Actions

Dream

Images of the Future We Want

Trust/Credibility & Passion

Shared Process

(Roadway & IBT)

$take in Game

Knowing & Teaching

Rules

Following Action

& Keeping Score

Link

Financials

To Action

2117Chicago Heights Summit

Participant Worksheets updated 8/02/01