1 / 24

Appreciative Inquiry

Presentation by: Lucy Gong. Appreciative Inquiry. HSCI – 825 Spring 2013. What is Appreciative Inquiry (AI)?. Ap -pre’ ci-ate, v.,.

baylee
Télécharger la présentation

Appreciative Inquiry

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Presentation by: Lucy Gong Appreciative Inquiry HSCI – 825 Spring 2013

  2. What is Appreciative Inquiry (AI)?

  3. Ap-pre’ ci-ate, v., • 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 • to increase in value (Synonyms: Valuing, prizing, esteeming, and honouring)

  4. In-quire’ (kwir), v., • the act of exploration and discovery • to ask questions; to be open to seeing new potentials and possibilities (Synonyms: Discovery, search, systematic exploration, and study)

  5. A different way of thinking to create change • An organization development process that focuses on strengths and the positive aspects of an organization • An approach to seeking what is right in an organization in order to create a better future for it • Developed by David Cooperrider in 1987

  6. An example… • http://www.youtube.com/watch?v=ZwGNZ63hj5k (0:24 – 2:40)

  7. How does AIwork?

  8. Key Concepts • Positive Core • 4-D AI Change Process • Appreciative Inquiry Summit

  9. Positive Core • Strengths • Peak Experiences • Best Practices • Successes • Key Learnings

  10. DEFINE • Decide on an affirmative topic The 4-D AI Change Process POSITIVE CORE

  11. Appreciative Inquiry Summit • Large-scale meeting that involves the entire organization (“whole system”) • Future focus • Typical duration: 2 – 4 days

  12. DISCOVERY • Identifying and appreciating what works well Appreciative Interviews • Find a partner you’d like to know better • Interview each other and share stories about your peak experiences • Interviewer: listens, encourages, looks for the positives, note the highlights • Interviewee: chance to brag • 10 minutes each and swap

  13. Common Appreciative Questions • DISCOVERY • High point experiences: • Describe a time in your life when you felt alive and engaged. • Valuing: • What do you value most about yourself, your work, your organization? • Core life-giving factors: • What are the core factors that give life to this organization? • What are the unique attributes of this system, without which it would not be the same? • Wishes for/images of the future: • What three wishes do you have to enhance the vitality of this system? Imagine this organization five years from now, healthy and vibrant – what does it look like?

  14. DISCOVERY • Identifying and appreciating what works well Share Stories • Groups of 6 – 8 people for 45 minutes • Share highlights of partner’s story • Reflect on emerging topics and themes common to the stories • Write down key points on flipchart • Prepare to present for 3 minutes

  15. Envisioning • Visualization and creative exercises: envision yourself and your organization functioning at it’s best • You have been nominated for an award for best and most innovative practice. • All of the things we identified as making your situation excellent are happening. • Can you describe or portray it? • What does it look like? What is happening? What am I feeling? What am I doing? What is my manager doing? What is the organization doing? • DREAM • Envisioning what could work well in the future

  16. DESIGN • Determining and planning what would work well Possibility Statements • How can we go about achieving what we envisioned in the Dream phase? • Criteria for good possibility statements: • Short and clear • Stretching and challenging • Exciting and novel • Are desired and preferred • Describe what is wanted • Written in the present • DESIGN • Determining and planning what would work well

  17. Designing the Future • In small groups for 20 minutes, provide feedback for key points • Consider the following: • What needs to change to make what is envisioned happen? • What can we do now and in the longer term to achieve this? • DESIGN • Determining and planning what would work well

  18. Delivering the Change • Individual reflection and general discussion • What will I do now to deliver this change? • Offers, invitations, requests • DESTINY • Creating and implementing the proposed design

  19. Helpful Resources and References • Appreciative Inquiry Commons: http://appreciativeinquiry.case.edu • Appreciative Inquiry Handbook, by David Cooperrider Diana Whitney, 2003 • A Positive Revolution in Change: Appreciative Inquiry, David Cooperrider and Diana Whitney http://appreciativeinquiry.case.edu/uploads/whatisai.pdf • See Yourself in 4-D: How to Use Appreciative Inquiry to Ignite Positive Change, by Susanne E. Gaddis, PhD and Cara Williams http://www.communicationsdoctor.com/articles/SeeYourselfIn4-D.pdf • An Introduction to Appreciative Inquiry, by Leslie Moore and Julie Barnes http://www.docstoc.com/docs/125391521/Appreciative-Inquiry---PowerPoint • An Overview of Appreciative Inquiry in Evaluation, by Anne T. Coghlan, HalliePreskill, Tessie TzavarasCatsambashttp://blogs.ubc.ca/evaluation/files/2009/02/appreciative20inquiry.pdf

  20. Questions?

  21. EXTRA SLIDES

  22. Problem-Solving vs. Appreciative Inquiry Organization has PROBLEMS. Organization has SOLUTIONS.

  23. 5 Principles • Constructionist principle: We co-create stories with our words about what happens and that creates our reality • Poetic principle: Organizations are like poetry – we can find whatever we want • Simultaneity principle: Change begins the moment we ask a question • Anticipatory principle: We create mental pictures of the future that influence what actually happens • Positive Principle: Focusing on the positive core creates upward spirals

More Related