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Appreciative Inquiry

Appreciative Inquiry

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Appreciative Inquiry

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  1. AppreciativeInquiry A Positive Approach to Change

  2. "Man does not weave this web of life. He is merely a strand of it. Whatever he does to the web, he does to himself." Chief Seattle - 1854

  3. Original theory and vision for AI while he was professor at the Weatherhead School of Management (along with Suresh Srivastva, 1987) AI is about creating a positive revolution in change Professor Robert Quinn, in his acclaimed book Change the World concludes that AI is currently revolutionizing the field of organizational development David Cooperrider

  4. Problems are often the result of our own perspectives and perceptions If we look at a certain priority as a problem, then we tend to constrain our ability to effectively address the priority Knowledge is the new currency Whole systems can change New Realities

  5. Appreciative Inquiry (AI) is a process for engaging people across the system in renewal, change and focused performance. AI Process

  6. The basic idea is to build organizations around what works, rather than trying to fix what doesn't. AI Process

  7. A proven benefit of the approach is its reliance on the acknowledgement of contribution at the individual level, which leads to trust and organizational alignment. AI Process

  8. The method creates meaning by drawing from stories of concrete successes and lends itself to cross-industrial social activities. AI Process

  9. Provides a snapshot of employees’ opinions about what it’s like to work at your organization. Work Climate Survey

  10. (Sample organizational Vision) We are committed to building a workplace that supports employees, customers, and owners in reaching their aspirations. Why conduct a climate survey?

  11. Problem-Solving Perceived Need Identification of Problem Analysis of Causes Analysis of Possible Solutions Acton Planning Context=A Problem to be Fixed Appreciative Inquiry Appreciating the Best of What Is Envisioning What Might Be Designing What Should Be Delivering What Will Be Context = A Mystery to be Uncovered

  12. Process is inherently slow, limiting Focuses attention on yesterday Creates defensiveness, lack of honesty Promotes vocabulary of human deficit Often leads to fatigue rather than sustained effort Problem-Based Approach

  13. AI: One Goal Discovering the root cause of success

  14. AI: Two Laws 1. What you seek is what you find. 2. Where you believe you are going is where you will end up.

  15. AI: Three Principles 1. Change starts the minute you begin asking questions 2. Positive images of self lead to positive action 3. Negative images of self lead to negative action

  16. The AI Change Process Discover AFFIRMATIVE TOPIC CHOICE Deliver Envision Design

  17. Appreciative Inquiry utilizes a 4-stage process focusing on: DISCOVER: The identification of organizational processes that work well. DREAM: The envisioning of processes that would work well in the future. DESIGN: Planning and prioritizing processes that would work well. DELIVER (or CREATE): The implementation (execution) of the proposed design. AI Change Process

  18. Set conversations in affirmative terms. Provoke bold ideas on 4-5 topics. Demonstrate an authentic desire to learn, discover, grow. Evoke dialogue about desired future. Affirmative Topic Choice

  19. Based on your review of the climate study findings, what things, if changed, would move your organization closer to becoming an ideal organization in which to work? (State these things in the present tense) Selecting Affirmative Topics

  20. FOUR KEY QUESTIONS High Point / Peak Experience Things Valued Most About… Core Factor that Gives Life to Organization Images of Future Possibility AI Interview Protocol

  21. What topics to select? Who is involved? How many appreciative interviews? How do we want to engage people in the dream and design phases? Typical Decision Points

  22. David Cooperrider and Diana Whitney (2005) Appreciative Inquiry: a positive revolution in change Theodore Kinni, The Art of Appreciative Inquiry, The Harvard Business School Working Knowledge for Business Leaders Newsletter, September 22, 2003. (2) Marge Mohoric, Ph.D., Organizational Development Practice www.theparagongroup.com Sources

  23. Martin Buber places dialogue in a central position in his philosophy: he sees dialogue as an effective means of on-going communication rather than as a purposive attempt to reach some conclusion or to express some viewpoint(s). David Bohm originated a related form of Dialogue where a group of people talk together in order to explore their assumptions of thinking, meaning, communication, and social effects. This group consists of ten to thirty people who meet for a few hours regularly or a few continuous days. Dialoguers agree to leave behind debate tactics that attempt to convince and, instead, talk from their own experience on subjects that are improvised on the spot. Dialogue: Philosophical Context