Appreciative Inquiry

Slide 1:Appreciative InquiryTransforming Relationships, Organizations, and Communities Mark Chupp 2008 Human Services Institute

Slide 2:A Premise Life is about innovation, not survival We�re here to co-create, not defend Everything is in a constant process of discovery and creating Life organizes systems so that more life may flourish Organizations are living, organic systems

Slide 3:Create a safe space for all to connect to our best, whole selves, and to co create a new future A healthy space A generative space A reconciling space We listen to all voices and discover the potentials diverse views hold for positive change �There are only two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle.� � Albert Einstein Create a Safe Space

Slide 4:Appreciative Inquiry An asset-based approach Preserve the best of the past while envisioning and creating a positive future A positive change tool for organizations and community development Show flip chart with dot in center. Ask what it is.Show flip chart with dot in center. Ask what it is.

Slide 5:What is Appreciative Inquiry? Ap-pre�ci-ate, v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems 2. to increase in value, Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING. In-quire� (kwir), v., 1. the act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY

Slide 6:Problem Solving The Deficit Theory of Change Identify the problem Conduct root cause analysis Brainstorm and analyze possible solutions Develop action plan Back Door � what�s in the way of what we want?

Slide 7:Cultural Consequences of Deficit Discourse Fragmentation Few new images of possibility �The experts must know�...dependence and hierarchy Spirals in deficit vocabularies Breakdown relations/closed door planning

Slide 8:Problem Solving Identify the problem Conduct root cause analysis Brainstorm and analyze possible solutions Develop action plan Back Door � what�s in the way of what we want? Deficit Thinking Appreciate & value the best of What Is Envision: What Might Be Dialogue: What Should Be Innovate: What Will Be Front Door � what is it we ultimately want? Possibility Thinking

Slide 9:Assumptions in AI In every human situation something works What we focus on becomes our reality. Positive image creates positive reality Reality is created in the moment and there are multiple realities The language we use shapes our reality We live in a universe of strengths that we have barely tapped into or understand The language we use filters down and throughout the system Our behavior signals what is important, what matters. As leaders, it is the quality of our presence that makes the difference, more than skills or techniques. We live in a universe of strengths that we have barely tapped into or understand The language we use filters down and throughout the system Our behavior signals what is important, what matters. As leaders, it is the quality of our presence that makes the difference, more than skills or techniques.

Slide 10:Assumptions in AI The act of asking questions influences the outcomes; change begins with the first question we ask People have more confidence going into the future (unknown) when they carry forward parts of the past or present (known). Carry the best into the future. Diversity is a necessary component of healthy systems. We value differences.

Slide 11:AI in 2 Questions What gives life? What can we create that is congruent with what gives life?

Slide 12:Interviews Give all attention to the other Listen not to critique but to value Identify assets and strengths that emerge Celebrate

Slide 13:Table Discussions What are elements of positive organizational change? What made positive change possible? What are emerging themes and any recommendations you have for others? How could you use the collective elements and strengths you have shared today? What is one thing you can commit to right now that will strengthen positive change in your organization?

Slide 14:Appreciative Inquiry is: A way of being in the world A philosophy for working with change in human systems A five-phase cycle of continuous and systematic change

Slide 15:AI 5-D Spiral

Slide 16:AI 5-D Process

Slide 17:Inquiry from an Appreciative View 1. Inquiry into what is possible should begin with appreciation. The primary task is to describe and explain those exceptional moments that give energy to the community and activate members' competencies and energies. 2. Inquiry into what's possible should be applicable. Study should lead to the creation of knowledge that can be used, applied, and validated in action. 3. Inquiry into what is possible should be provocative. A community is capable of becoming more than it is at any given moment and learning how to determine its own future. 4. Inquiry into the human potential in the community should be collaborative. This assumes an inseparable relationship between the process of inquiry and its content.

Slide 18:Slavic Village Broadway Historically a Polish, Slovenian, Slovakian, and Czech neighborhood in Cleveland with a shared identity for what has become known as Slavic Village Urban Challenges: white flight, disinvestment, erosion of civic values, isolation, mass distraction, and escapism African American population was 3% in 1990 and 26% in 2000 The grand narrative of the neighborhood was perceived as one of racial tension

Slide 19:Broadway: Diversity in Progress An outgrowth of Slavic Village Development community organizing program Trained residents to do interviews to discover the positive core of the neighborhood The AI Pairing: a planned date between dissimilar groups in the neighborhood 30 member Steering Committee meets monthly to coordinate pairings and action steps

Slide 20:Discover

Slide 21:Steps to Create Change

Slide 22:Slavic Village Broadway Historically a Polish, Slovenian, Slovakian, and Czech neighborhood in Cleveland with a shared identity for what has become known as Slavic Village Urban Challenges: white flight, disinvestment, erosion of civic values, isolation, mass distraction, and escapism African American population was 3% in 1990 and 26% in 2000 The grand narrative of the neighborhood was perceived as one of racial tension

Slide 23:Broadway: Diversity in Progress An outgrowth of Slavic Village Development community organizing program Trained residents to do interviews to discover the positive core of the neighborhood The AI Pairing: a planned date between dissimilar groups in the neighborhood 30 member Steering Committee meets monthly to coordinate pairings and action steps

Slide 24:Pathways to TrustGroup Level Paths

Slide 25:Pathways to TrustIndividual Level Paths

Slide 27:BDP Outcomes New diverse organization with capacity to dialogue about race Concrete actions (Welcome Wagon, Mural, Church Alliance, etc) Changing identity and public discourse

Slide 28:BDP Outcomes 4. New approach to organizing centered around community building

Slide 29:US Department of Education Regional Office of Civil Rights

Slide 30:US Department of Education OCR Sample Principles from Interviews Resourcing and Supporting One Another When team members pool their strengths on a case, each person learns from and is supported by the other members.� Egos drop off as different skills and interests combine to build trusting relationships and create outstanding work. Empowered Decision-Making ���� When people are empowered�with the freedom to do what is needed to�accomplish a goal and feel a part of the�decision-making process, they develop a personal commitment to the project and feel a sense of pride for themselves and others on their ability to quickly and effectively respond to the needs of our customers.�

Slide 31:US Department of Education OCR Action Steps in 3 Areas Develop 6-month Pilot to Staff Cases from Office-Wide Pool More Interaction with the Real World Focus on Value v. Process

Slide 32:Why does it work? The power of personal stories to transform lives We listen (Margaret Wheatley) Social distance narrowed�we are the same Differences become secondary to larger goals United effort toward positive goals provides a safe path for resolving conflicts on the way Increases the capacity for real dialogue around unresolved differences Read Margaret Wheatley quote in Peacemaking Circles, p. 95Read Margaret Wheatley quote in Peacemaking Circles, p. 95

Slide 33:Whole Organization Connection to the �Positive Core� Elevates: positive emotions of hope, inspiration, confidence, joy; raises intelligence; expands the language of life (internal dialogue); increases in appreciative interchange and mutually elevating relationships; higher creativity, better decision making, increased collective capacity. �Undo� Negative Patterns: letting go, makes irrelevant, finishes the residual of negative past. Protection in Future: Increases health-ability; resilience; accumulation of power; like an increase in immune system functioning.

Slide 34:Other Examples US Department of Education, Regional Office of Civil Rights Catholic Diocese of Cleveland United Religions Initiative World Vision From a bureaucratic hierarchical world to a network of networks

Slide 35:All the greatest and most important problems of life are fundamentally insoluble... They can never be solved, but only outgrown. This �outgrowing� proves, on further investigation, to require a new level of consciousness. Some higher or wider interest appeared on the horizon and through the broadening of outlook the insoluble problem lost it�s urgency. It was not solved logically in its own terms but faded when confronted with a new and stronger life urge. Carl Jung Church of the Redeemer and homosexuality. Church of the Redeemer and homosexuality.

Slide 36:Resources The Appreciative Inquiry Commons: http://appreciativeinquiry.case.edu/ Business as an Agent of World Benefit: http://worldbenefit.case.edu/