Workshop on Appreciative Inquiry (AI) in Youth Services

Appreciative Inquiry (AI) Chan Kwok Bong Ng Sze Long 4-2008 [email_address] http://servicelearning.bgca.org.hk

Lessons from ABCD

ABCD – Key Assumptions

Believes that meaningful and lasting community changes always origin from within, and local residents in that community are the best experts on how to activate that change.

focuses on the resources and capacities of a community and its residents, instead of dwelling on their needs problems and deficiencies.

inherently optimistic , and assumes every single person has capacities, abilities and gifts. Living a good life depends on whether those capacities can be used, abilities expressed and gifts given.

the strength of a community is directly proportional to the level that residents want, and are able to contribute their abilities and assets to the wellbeing of their community.

ABCD 的三大原則

Kretzmannh 與 McKnight 指出資産爲本的社區發展有三大原則：

以資産爲本 (Asset Based): 社區發展的策略是由社區中有什麽開始 —居民及工作人口的能力 ; 地區中的組織及團體，而不是社區中缺乏什麽 , 或是什麽問題 , 或是什麽需要

‘ The root idea of community development is to identify local capacities and mobilise them, which involves connecting people with capacities to other people, associates, institutions and economic resources. ’ ( Jody Kretzman and John McKnight )

「以內部爲焦點」 (internally focused): 首要先集中加強居民建立議題及解決問題的能力；

'ALL THE HISTORIC EVIDENCE INDICATES THAT SIGNIFICANT COMMUNITY DEVELOPMENT ONLY TAKES PLACE WHEN LOCAL COMMUNITY PEOPLE ARE COMMITTED TO INVESTING THEMSELVES AND THEIR RESOURCES IN THE EFFORT. THAT‘ S WHY YOU CAN'T DEVELOP COMMUNITIES FROM THE TOP DOWN,OR FROM THE OUTSIDE IN'

(John McKnight, John Kretzmann)

「以關係作推動」 (relationship driven): 延續建立及再建立本地居民、本地組織、及本地團體之間及內部的關係。

‘ MUCH HARD EVIDENCE HAS ACCUMULATED THAT CIVIC ENGAGEMENT AND SOCIAL CONNECTEDNESS ARE PRACTICAL PRECONDITIONS FOR BETTER SCHOOLS, SAFER STREETS AND EVEN HEALTHIER AND LONGER LIVES’ (Robert Putnam)

‘ AS A RULE OF THUMB, INVOLVE EVERYONE IN EVERYTHING ’ (Tom Peters – writer of In Search of Excellence )

「社區資本」

物質資本：原料、工具

人力資本：個人技術與知識

文化資本：個人及其家庭階級所繼承的語言和文化能力

社會資本：人與人的關係

環境資本：物我平等，人與環境和諧……

蒐集社區資源

人：協助教材蒐集或課程發展的關鍵人士

事：社區的生活事件

地：社區的自然與文化地景，可供教學運用的地點或場所

物：社區活動成果的遺產

時間：人、地、事、物在社區的變化與發展

資產的流動財政社會文化人力土地 / 空間

Appreciative Inquiry

The Future from the Old song

Que Sera Sera

When I was just a little girl, I ask my mother what will I be. Will I be pretty? Will I be rich? Here’s what she said to me:

“ Que Sera Sera. Whatever will be will be, the future not our eyes to see, Que Sera Sera, whatever will be will be?”

Doris Day in 1965

New way looking at The Futures

“ The best way to predict the future is to create it”

Eyllard.

Future is “part chance and external-driven and part choice and internal-driven”. There are different ways of approaching the future.

Probable Future: “What will happen?” if carrying on as usual? ”

Preferred Future: “What should happen?” and “What is our dream ?”

Possible Future: “What can happen?”

Peter Eyllard (1998).Ideas for the new millennium

Possible Future: The Paradigm Shift

What can happen?

This is a synthesis of the probable and the preferred futures which reflects

the availability of resources,

makes value judgments on the relative power and ability of the visionary to shape the future, and

the threats and opportunities created by the external environment.

Peter Eyllard (1998).Ideas for the new millennium

The Possible Future is our future

Develop Preferred Future Strategy towards changes

Problem-Centred Strategy / Probable Future (e.g. killing diseases)

Mission-Directed Strategy / Preferred Future (e.g. Promote Health)

Mission-Directed Strategy vs. Problem-Centred Strategy

Mission-Directed

Visions for the future

Empowering

Proactive

Collaborating Effort

Innovative / New ways / Unlimited Options

Problem-Centred

No hope to the future

Disempowering

Reactive / Flight & Response

Intellect Oriented

Limited Options

Positive Psychology “ Do you think conventional psychology is focus on the study of the positive things more or the negative things more?

Positive Psychology

Convention Psychology

tends to be about negative things

e.g., anxiety, depression, stress, DSM-IV R…

Positive Psychology

attempt to redress the balance, to try to contribute to positive aspects of life

Abraham Maslow, Martin E.P. Seligman

“ A manual of strengths and virtues that are found in the happiest people" (Peterson & Seligman, 2004)

“ Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment”

ABCD / AI…… Preferred Future, Mission-directed Strategy

Appreciative Inquiry: The Positive Core of Change

Appreciative Inquiry is a Shift …

“ No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew. ”

“ 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

Ap-pre ’ ci-ate, v.,

1. Valuing …

The act of recognizing the best in people and the world around us;

Affirming past and present strengths, successes, and potentials;

To perceive those things that give life (health, vitality, and excellence) to living systems.

2. To increase in value, e.g. the economy has appreciated 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, study and systematic exploration.

Problem Solving or Appreciative Inquiry

Problem Solving :

Identify problem

Root cause analysis

Solutions & analyze

Develop action plans

Metaphor: Organizations are problems to be solved

Appreciative Inquiry :

Appreciate “ What is ”

Imagine “ What Might Be ”

Determine “ What Should Be ”

Create “ What Will Be ”

Metaphor: Organizations are a mystery to be explored.

What You Focus on, Grows Problem Solving Model Appreciative Inquiry Model “ Felt Needs” Identification of the Problem  Analysis of Causes  Analysis of Possible Solutions  Action Planning (Treatment) Organizations is a problem to be solved “ Valuing the Best of What is” Amplifying the Positive Core  Envisioning What Might Be  Dialoguing what Should Be  Innovating What Will Be Organization is a mystery to be embraced

Banking Approach, Problem-Solving & Appreciative Inquiry

WHAT IS APPRICIATIVE INQUIRY?

Appreciative Inquiry (AI) is the cooperative search for the best in people, their organisations, their communities and the world around them.

It involves systematic discovery of what gives a system “life” when it is most effective and capable.

AI involves the art and practice of asking questions that strengthen an individual, a com m unity or a system’s capacity to heighten positive potential .

AI assumes that every living being and system has untapped, rich, inspiring accounts of the positive.

Link this “ positive change core ” directly to any leadership strategy or change agenda, and changes never thought possible are suddenly and democratically mobilized.

Principle of AI

Principles of “ AI ”

Constructionist Principle :

Words create worlds; meaning is socially created, through language & conversations.

Principle of Simultaneity :

Inquiry creates change; the moment we ask a question, we begin to create change.

Poetic Principle :

We can choose what we study; organizations, like open books, are endless sources of information & learning.

Anticipatory Principle :

Human systems move in the direction of their images; what we choose to study makes a difference.

Principles of “ AI ”

Positive Principle:

Positive questions lead to positive change.

Wholeness Principle:

Wholeness brings out the best in people & organization; bringing all stakeholders together in a group forum that stimulates creativity and builds collective capacity.

Enactment Principle:

To really make change, we must “ be the change we want to see. ”

Free Choice Principle:

People perform better and are more committed when they have the freedom to choose how and what they want to contribute.

Appreciative Inquiry The 4-D

Appreciative Inquiry “4-D” Discovery “ What gives life?” (The best of what is) Appreciating Dream “ What might be?” (What is the world calling for) Envisioning Results Design “ What should be— the ideal?” Co-constructing Destiny “ How to empower, learn, and improvise?” Sustaining Affirmative Topic Choice

AI 4D Stage Ideas in this 2 days workshop Discovery AI interviews Dream Positive Core List Visioning Design Provocative Proposition Working with stakeholders Destiny Step by step

4-D: Affirmative Topic Choice

Characteristics of Good Affirmative Topic

Topic are positive

Topics are desirable

Topics stimulate learning

Topics stimulate conversation about desired futures (preferred futures)

Positive Topic Choice

Human systems move in the direction of what we deeply and persistently ask questions about

Transformational topics are possible in any situation, and will generate more positive change — every time.

The skill of framing and re-framing

Change Agenda

“ If you want...”

Youth resiliency

Affirmative Topics

“ Then you may choose to study…”

Happiness at school

Challenges achievement

Ways to the state of “feeling strong”

Ways to becoming happy

Ways to the state of relax

4-D: Discovery Appreciative Interviews ~ Inquiry that makes the difference…..

WE CAN ASK QUESTIONS IN TWO WAYS–

1. What is wrong with our community?

What problems can we fix?

What are the needs of our community?

What is broken ?

OR

2. What are the strengths of our community?

Share a time when you felt our community was at it’s best ?

What do you value most about our community?

What is the essence of our community that makes it

unique and strong?

The Art of the Question

What ’ s the biggest problem here?

Why did I have to be born in such a troubled family?

Why do you blow it so often?

Why do we still have those problems?

What possibilities exist that we have not yet considered?

What ’ s the smallest change that could make the biggest impact?

What solutions would have us both win?

4-D: Discovery The appreciative inquiry interview…..

The Appreciative Interview: Guidelines

Have fun!

Listen intently and ask questions

Try to understand behavior and values

Active listening techniques

Seek stories by asking who, what, when, where, why, and how

Take good notes of the stories and what you find most compelling

The Power of AI Stories

Stories stick like glue…

Make information easier to remember… “Whole brain”

Builds identities and fosters relationships

Medium for conveying values, visions

Moves the internal dialogue of the system

Human Hope…

The Appreciative Interview: Dealing with Negatives

By all means listen

Be empathic

Find the underlying hope or the missing ideal

Guide the person back

Starting AI Interview (dialogue in pairs)

A-->B (10 min)

B-->A (10 min )

Spirit of discovery

Take brief notes

At the end.. summary & thanks

Return

Question 1 Peak Church / Group Experience

Take a minute to reflect upon your involvement and relationship with your current church / Group. You most likely have had some high-point experiences with this community of believers / group peers.

Talk about a moment that truly stands out as a “peak experience” at your church / group-- a time when you felt most engaged, worthwhile, loved, committed, connected, or close to God.

Please share the story…what happened? When? Where? What was it about you, the others around you, or your relationship with Christ / the group , that made it a high point?

Question 2 Dynamic Organizations

Think about organizations that have deeply impressed you.

What it is that makes these organizations stand out in your mind?

Is it the leadership philosophy, creative approach to its mission, unique delivery of its product or services, flexible organizational design, or some other qualities?

What makes them so exceptional?

Can you share a story about these qualities in action?

Question 3 - Relationship in the Midst of Differences

Tell a story of an experience you have had when you were part of an enriching and prosperous relationship with another person, at work, or in your personal, community, or church life, despite having significantly different beliefs, outlooks on life, or ways of being.

Who was involved?

What was present in the relationship that allowed it to flourish?

What were the outcomes and benefits that you experienced?

Q4: Mini-Interview “Core” Questions

Tell me the experience or high point in your professional life …a time when you felt most alive, most engaged, and really pound of yourself and your work.

Without being humble, what do you most value about

Yourself, and the way you do your work? What unique skills and gifts do you bring to this team and organization

Your work?

Your team?

Your organization, and its larger contribution to society or the world?

Q4: Mini-Interview “Core” Questions Cont’d.

3. What are the core factors that give life to this organization, when it is at its best?

4. If you had a magic wand, and could have any three wishes granted to heighten the health and vitality of this organization, what would they be?

Structure of AI interview question

Backward Questions

Remember high-point experiences

Inward Questions

Make meaning from high-point experiences

Forward Questions

Solicit hopes, dreams and inspirations

Image the future as best as possible

Transition Questions

Retrospective reflections from the imagined future state

Consider the first steps and transitions from current reality to the imagined futures

Good Appreciative Interview Questions

Help to forge personal connections between interviewers and interviewees

Invite stories, rather then abstract opinions or theories

Are personal and affective – almost intimate

Draw on people’s life and work experience

Invoke a mental scan

Are sometimes ambiguous

Work people through an inner journey

Are uplifting

Give free rein to imagination

Suggest Action

Have an emotional and logical flow to them

Discovery

Opportunity & Call

Positive Core

History

Dream

Purpose

New Story

Design

Provocative Propositions

Destiny

People &Actions

Learning & Improvisation

AI “4-D” Cycle

4-D: Dream Vision and Voices of the Future…..

Positive Cores and the Vision Picture

Extract Positive Cores/Elements From the Interviews

What are the positive cores/elements from the interviews that constitute a peak experience for the Asian Facilitator Community making a difference with facilitation?

With all the positive cores/elements, what would be the best image of success that we see for…..?

What will we have? What will we do? Who will we be?

4-D: Design Giving Form to Values and Ideals

Design

Develop Provocative Propositions to describe the desired futures

Collaboratively create what could be

Checking Your Provocative Propositions

Just imagine, when this element of the dream come true, is it…

Provocative? Does it stretch, challenge, or interrupt the status quo?

Grounded? Are there examples from your stories that illustrate the ideal as a real possibility?

Desired? If it could be fully actualized, would you and would your organization really want it? Does it truly lead to your dream?

Stated in Affirmative and Bold terms as if it is now? Is it a Strong and positive statement?

Design: Collaboratively create what could be

Who will involve?

Consider the effectiveness of the four common approaches to change:

Top Down Strategies

Bottom Up Strategies

Representative Cross-Section Strategies

Pilot Strategies

Consider how to use your empowering questions for the:

Whole team

Whole department

Whole organisation

Identify friends and enemies

Involve them as early as possible

Involve everyone in everything

Diversities make the difference

Stephen R.Covey (1989). The 7 Habits of highly effective people: restoring the character ethic.

Seek first to understand, then to be understood

Think win-win

Be Synergize

Working with Stakeholders

Finding the most empowering questions:

Examples:

What possibilities exist that we have not thought about yet?

What’s the smallest change that could make the biggest impact?

What solutions would have benefits for all stakeholders?

What makes my questions inspiring, energizing, and mobilizing?

4-D:Destiny Inspired Action and Improvisation

Appreciative Inquiry: stage four

Destiny: Creating a Positive Change Network

As you imagine and think about “high leverage” ways that appreciative inquiry can add value and strength to you….what are the high potential things you could do?

What are the actions you could take at the:

whole system level: (important topics/issues/opportunities)?

smaller unit level…things I/we could do?

Destiny: Step by step

Review, Communicate, Celebrate Accomplishments

Generate a List of Potential Actions

Self-organize for Inspire Action Projects

Support Success of Self-Organized Projects

Systemic Application of AI

References

Ellyard, Peter (1998). Ideas for the New Millennium. Melbourne University Press.

Petersen, C. and Seligman, M.E.P. (2004). Character Strengths and Virtues: A Handbook and Classification . Washington, D.C.: APA Press and Oxford University Press