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Appreciative Inquiry for Inclusion, or Not- -That Is the Question

Appreciative Inquiry for Inclusion, or Not- -That Is the Question . Deat LaCour, I/O Psychology dllacour@peoplepc.com. D. LaCour & Associates. 6/3/09. Goals. Analyze and appraise differing philosophical approaches toward inclusion

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Appreciative Inquiry for Inclusion, or Not- -That Is the Question

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  1. Appreciative Inquiry for Inclusion, or Not--That Is the Question Deat LaCour, I/O Psychology dllacour@peoplepc.com D. LaCour & Associates 6/3/09

  2. Goals • Analyze and appraise differing philosophical approaches toward inclusion • Judge the experience of “maximizing strengths vs. minimizing negative behaviors” through the application of experiential learning • Compare and contrast A.I. as a diversity/inclusion alternative intervention • Have fun D. LaCour & Associates 6/3/09

  3. Ground rules • Co-researcher & Creator • Listen, listen, listen • All ideas are valid • Contribute creativity, experience and ideas • Question, comments, feelings • Tell lots of stories • _______________________ • _______________________

  4. The Case for considering the Question • Diversity fatigue • Changing client interest • Changing attitudes across generations • Trend for trends • The future of diversity work D. LaCour & Associates 6/3/09

  5. Methods D. LaCour & Associates 6/3/09

  6. Appreciative interview Appreciative interviewing is about sharing stories and discovering the meaning of these stories for the person being interviewed, as well as the interviewer. It is an exploration together of the phenomena that give you satisfaction, a feeling of excitement, a sense of creativity

  7. Tips for Interviewers Read the questions to your story teller Seek the stories richness Listen, listen, listen  Ask encouraging questions Excitement and joy as they share Focus on your storyteller

  8. TIPS FOR STORY TELLERS Relate not only the factual information but also share your feelings of excitement, success and happiness.

  9. the experiential

  10. Compare and contrast

  11. Comparing-ethos D. LaCour & Associates 6/3/09 6/3/09

  12. Foundational beliefs D. LaCour & Associates 6/3/09

  13. Diversity & Inclusion arenas Coaching and Mentoring Cross-Cultural Communication Cultural Competency Customer Service Leadership Development Business case development Recruiting, Interviewing Hiring , Retention Absenteeism Strategic Planning Training Diversity Multicultural Conflict Organizational Culture Change Preventing Sexual Harassment Managing Diverse Workforce Diversity R.O.I.

  14. The AI 4-D Model Discovery “What gives life?” The best of what is. Appreciating Destiny “How to empower, learn, and improvise?” Sustaining Dream “What might be?” Envisioning Results/Impact Affirmative Topic Design “What should be – the ideal?” Co-constructing

  15. Problem solving tenets • Fix or correct unwanted thinking or behavior • Enhance participants' competencies • Enhance participants skills or abilities • Increase awareness of things unconscious or hidden. D. LaCour & Associates 6/3/09

  16. Asset based tenets • Constructionist Principles & theory of social construction. • Support for participation at all levels • Commitment to change as an ongoing process, not a one-time event • Leadership belief in the positive core as viable change driver • Structures/resources to encourage sharing of "good news stories" • We construct realities based on our previous experience D. LaCour & Associates 6/3/09

  17. Drawbacks to Problem solving methods • Diversity fatigue • Shifting attitudinal trends • Changing approaches to diversity • Decreasing interest • Limited or challenged empirical support D. LaCour & Associates 6/3/09

  18. Drawbacks to Asset / Strength methods • Predictable, linear process and outcomes are required • Problem-identification/problem-solving is the preferred method for change • There is lack of support for passionate dreaming and inspired self-initiative • Degree of leadership support • Limited or challenged empirical support D. LaCour & Associates 6/3/09

  19. PROBLEM SOLVING VS. ASSET FOCUS Problem solving (deficit based change) Appreciative inquiry (strength based innovation) Basic Assumptions What we focus on becomes our reality “Felt Need” Identify problem “Valuing the best of what is” Appreciate Reality is created in the moment, and there are multiple realities Conduct root cause analysis Imagine (What might be) In every ongoing team/group/ organisation . . . Some-thing(s) work Dialogue and design (What should be) Analyze Possible Solutions People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known) Develop action plan (Treatment) Create (What will be) Basic assumption: “problem-to-be solved” Basic assumption: “mystery” organization is a web of strengths linked to infinite capacity, infinite imagination… alive The mode and language of inquiry effects the org. being observed

  20. Where we’ve been • Analyze and appraise differing philosophical approaches toward inclusion • Judge the experience of “maximizing strengths vs. minimizing negative behaviors” through the application of experiential learning • Compare and contrast A.I. as a diversity/inclusion alternative intervention D. LaCour & Associates 6/3/09

  21. Deat LaCour I/O Psychology 5821 Waycross rd Baltimore, Md. 21206 202-489-9344 dllacour@peoplepc.com dlacour@ntl.org

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