C o a c h in g w it h  A p p r e c ia t iv e            In q u ir y    Presented by Geri England    Executive and Professi...
O b j e c t i v e s /O u t c o m e s   Define Appreciative Inquiry & Appreciative Coaching   Experience the Effect of Po...
We e k O n e           E x p e r ie n c in gA p p r e c ia t iv e In q u ir y    A I & A p p r e c ia t iv e              ...
A g e nd a – We e k 1   Introductions   AI Interview Demo & Observations   AI & Appreciative Coaching Defined   AI and...
E x e r c is e : A p p r e c ia t iv eIn t e r v ie w1.   Identify a point in your career when you felt incredibly energiz...
C la s s D is c u s s io n   Observations   Discussion   Learnings
B a c k g r o u n d o f A p p r e c ia t iv eIn q u ir y ( A I)   David Cooperrider, Case    Western University   Bernar...
D a r w in ’ s Im p a c t – W o r ldV ie w           Legac y                           A n o t h e r V ie w   The world i...
A d v o c a c y v s . In q u ir y         Ad v o c a c y                               I n q u ir y   A western tradition...
A p p r e c i a t e /A p p r e c i a t i v e   Ap-pre ci-ate, v., 1. V aluing;    the act of recognizing the best in    p...
In q u ir y                 Inquiry, n., 1. T he act of                  exploration and discovery.                 Inqu...
A p p r e c ia t iv e In q u ir y D e f in e d( A p p lie d t o o r g a n iz a t io n s )   A p p r e c ia t iv e I n q u...
B a s ic A I P r e m is e s   We create our world through the language we use to    describe it.   We experience the wor...
A p p r e c ia t iv e C o a c h in g –S t r e n g t h s -B a s e d ( A p p lie d t oIn d iv id u a ls )   An approach to ...
C o a c h in g w it h A I 5 -D P r o c e s sB a s e d o n C o o p e r r id e r ’ s 4 -D C h a n g e M o d e l,A d a p t e ...
O r g a n iz a t io n a l C o n t e x t f o rA p p r e c ia t iv e C o a c h in g   Appreciative Inquiry (AI) looks at gr...
C o r e C o a c h in g C o m p e t e n c ie s   Setting the F oundation       Meeting ethical guidelines & professional ...
C o r e C o a c h in g C o m p e t e n c ie s   F acilitating L earning and R esults       Creating awareness       Des...
T y p e s o f C o a c h in g w it h inO r g a n iz a t io n s   Performance Coaching   Executive Coaching   Leadership ...
A p p r e c ia t iv e In t e r v ie w s : 4G e n e r ic Q u e s t io n s1.   What is your best experience. A time when…2. ...
A p p r e c ia t iv e In q u ir yIn t e r v ie w G u id eH igh P oints & P eak E xperiences1.   (a) Briefly describe some ...
A I In t e r v ie w G u id e ( c o n t . )V alues, P ositive C ore2. Without being humble, tell me what you value most abo...
H o w to C o nd uc t a nA p p r e c ia t iv e In t e r v ie w   The interviewer’s role is to ask questions and to encoura...
A s s i g n m e n t #1: G e n e r i cA p p r e c ia t iv e In q u ir yIn t e r v ie w   Identify a prospect or coaching b...
A s s i g n m e n t #2 : C l i e n tC o a c h i n g S e s s i o n #1   Select a volunteer client and contract for a short...
A s s i g n m e n t #3 : A p p r e c i a t i v eIn q u ir y In t e r v ie w w it h aC o l l e a g u e #1   Conduct an int...
A s s i g n m e n t #4 : C l i e n tC o a c h i n g S e s s i o n #2   Summarize your notes, identifying the patterns and...
O p t i o n a l A s s i g n m e n t #5 :A p p r e c ia t iv e In q u ir yI n t e r v i e w w i t h a C o l l e a g u e #2...
R e a d in g A s s ig n m e n t s   Read C ollaborating for C hange – A ppreciative I nquiry by    David Cooperrider and ...
W e e k Tw oA I – A S tre ng ths -B a s e d Approa c h
A g e nd a – We e k 2   Discuss AI Interview Experiences   AI Organizational Change Process   5-D Model and Generic AI ...
A p p r e c ia t iv e In q u ir yIn t e r v ie w s   Discuss your experience conducting the AI Interview       Observati...
T h e F iv e C o r e A I P r o c e s s e sA p p lie d t o O r g a n iz a t io n a lC ha ng e                              ...
F iv e G e n e r ic P r o c e s s e s o f A IL in k e d t o C o o p e r r id e r ’ sC ha ng e Mode l   D efining the topi...
T h e A I 5 -D O r g a n iz a t io n a lC ha ng e P roc e s s                              Definition:                    ...
C o m m o n A I P r o je c t A p p r o a c ht o O r g a n iz a t io n a l C h a n g e•   Choose the topic: combine themes ...
E m p h a s is o n S t r e n g t h s –P o s it iv e C o r e v s D e f ic it s
A p p r o a c h e s t o M a n a g in gC h a n g e in O r g a n iz a t io n s ( a n do f t e n in d iv id u a ls )         ...
C o r e B e lie f o f A p p r e c ia t iv eC o a c h in g – E v o lv e d o u t o f A IC ha ng e Mode l   Individuals are ...
A p p r e c ia t iv e       C o a c h in g             Model          Approa c h a ndS a m p le A p p r e c ia t iv e     ...
C o a c h in g w it h A I 5 -D P r o c e s sB a s e d o n C o o p e r r id e r ’ s 4 -D C h a n g e M o d e l,A d a p t e ...
A I 5 - E /5 D C o a c h i n g M o d e lE x p a n d e d b y G e r i E n g la n d , D e r iv e d f r o m D a v idC o o p e ...
C o a c h i n g D e m o /P r a c t i c e   Application   Debrief
T h e A r t o f t h e Q u e s t io n         P roblem F ocus               P ossibility/Strength F ocus   What’s the bigg...
E n g a g e m e n t /D e f i n i t i o n P h a s e :C o n t r a c t i n g w i t h C l i e n t /D e f i n i n gT o p ic F o...
E n g a g e m e n t : E s t a b lis h in gt h e R e la t io n s h ip   Getting acquainted – C lient I n-take F orm      ...
E n g a g e m e n t /D e f i n i t i o n :S e t t in g t h e S t a g e – D e f in in gt h e O v e r a ll T o p ic f o rC o...
E n g a g e m e n t /D e f i n i t i o n :F o r m in g a P ic t u r e o f S u c c e s st h r o u g h E x p r e s s in g a ...
P ic t u r in g S u c c e s s - S a m p le    Q u e s t io n s    When you are faced with a            How do you envisi...
E n g a g e m e n t /D e f i n i t i o n : G o a lS e t t in g - in A p p r e c ia t iv eC o a c h in g   Goals identify ...
E x p l o r a t i o n /D i s c o v e r yP roc e s s       C oach F ocus         Establishing a positive connection betwe...
In it ia l C o a c h in g S e s s io n s       F irst Session         Begin setting the appreciative context via the coa...
4 C o r e Q u e s t io n s :E x p l o r a t i o n /D i s c o v e r yP roc e s s                        1.   What gives lif...
In it ia l C o a c h in g S e s s io n s        Second Session:    1.     Continue the Discovery Stage to build on the cl...
E x p l o r a t i o n /D i s c o v e r y -    S a m p le Q u e s t io n s   Let’s review where we are. What           Wh...
C o a c h i n g D e m o /P r a c t i c e   Application   Debrief
C h e c k -In o n F in a l A s s ig n m e n t   Identified a client?   Identified one of client’s associates to intervie...
We e k Th r e e      A p p r e c ia t iv e C o a c h in g M o d e l        ( c o n t in u e d )
A g e nd a – We e k 3   Review of Previous Topics – Questions   Appreciative Coaching Model (continued)   Coaching Demo...
C o a c h i n g D e m o /P r a c t i c e   Application   Debrief
A I 5 - E /5 - D C o a c h i n g M o d e lE x p a n d e d b y G e r i E n g la n d , D e r iv e d f r o m D a v idC o o p ...
E n v i s i o n i n g /D r e a m P h a s e :A r t ic u la t in g P o t e n t ia lI n A ppreciative C oaching, creating   a...
E n v i s i o n i n g /D r e a m P r o c e s s       C oach F ocus          Encouraging the client to create images of p...
P h a s e – Im a g in in g t h e    P o s s ib ilit ie s f o r a P o s it iv e F u t u r e    Jump into the future (1year...
E x p a n s i o n /D e s i g n P h a s e :D ir e c t in g A t t e n t io n & A c t io nI n A ppreciative C oaching   desig...
E x p a n s i o n /D e s i g n P r o c e s s       C oach F ocus          Assisting the client in bringing the dream int...
E x p a n s i o n /D e s i g n P h a s e - S a m p l e    Q u e s t io n s   Thinking about your dream, what          Wh...
E x e c u t i n g /E v o l v i n g /D e l i v e r yP h a s e : B e in g a n d B e c o m in gI n A ppreciative C oaching th...
E x e c u t i n g /E v o l v i n g /D e l i v e r yP roc e s s     C oach F ocus        Helping the client recognize his...
E x e c u t i o n /E v o l u t i o n /D e l i v e r yP r o c e s s – S u s t a in in g t h eC h a n g e , M o n it o r in ...
E x p a n s i o n /D e l i v e r y P h a s e -S a m p le Q u e s t io n s   How are you already living          What has...
A p p r e c ia t iv e C o a c h in gA s s ig n m e n t P r o g r e s s C h e c k -In   Complete the first coaching sessio...
We e k F o u r   A p p r e c ia t iv e        C o a c h in g     E x p e r ie n c eO r g a n iz a t io n a l   C o n t r a...
A g e nd a – We e k 4   Discuss Appreciative Coaching experiences – initial    session with client.   Review last week’s...
D is c u s s A s s ig n m e n t   Describe your experience    conducting first Coaching    session with your client.   O...
A I 5 - E /5 - D C o a c h i n g M o d e lE x p a n d e d b y G e r i E n g la n d , D e r iv e d f r o m D a v idC o o p ...
E n g a g e m e n t /D e f i n i t i o n P h a s e :C o n t r a c t in g w it h O r g a n iz a t io n ,E x p e c t a t io ...
E n g a g e m e n t /D e f i n i t i o nP h a s e : Id e n t if y in g t h eD e s ir e d O u t c o m e sW ith manager or l...
E x p l o r a t i o n /D i s c o v e r y P h a s e : L o c a t in g V a lu e s , T r a it s ,S tre ng thsI nterviews with ...
E x p l o r a t i o n /D i s c o v e r y P h a s e :U n c o v e r in g S t r e n g t h s a n dC o m p e t e n c ie sI nter...
E n v i s i o n i n g /D r e a m P h a s e :C r e a t in g P o s s ib ilit ie s f o r aP o s it iv e F u t u r e - O t h e...
In t e g r a t in g    D is c o v e r y E le m e n t s &    C r e a t in g In it ia l P la nI nterviews with others - ask:...
E x e c u t i o n /D e l i v e r y P h a s e :S u s t a in in g t h e C h a n g e ,M o n it o r in g P r o g r e s s – C l...
C o a c h i n g D e m o /P r a c t i c e   Application   Debrief
A s s ig n m e n t s   Read Chapters 1-4 in A ppreciative C oaching by Class 5.   Complete AI Interviews with Client’s c...
W e e k F iv eA I & A p p r e c ia t iv eC o a c h in g T h e o r y,            O r ig in s & C ore P roc e s s e s
A g e nd a – We e k 5   Discuss AI Interviews with the Client’s colleagues.   Research and Origins of Appreciative Inqui...
A p p r e c ia t iv e In q u ir yIn t e r v ie w s w it h C lie n tC o lle a g u e s   Observations   Discussion   Insi...
U n d e r ly in g R e s e a r c h f o rA p p r e c ia t iv e C o a c h in g   New physical & social sciences   Appreciat...
N e w v s . O ld P a r a d ig m sE arly 20th C entury          L ate 20th & 21st C entury   Objective, predictable,     ...
O r ig in s o f A p p r e c ia t iv eIn q u ir y   A I concept developed by David Cooperrider in 1980s at Case    Western...
A p p r e c ia t iv e In q u ir y Is :   An approach to organizational analysis and learning that    is intended for disc...
F o u r P r o p o s it io n s U n d e r ly in gA I P r a c t ic e   Inquiry should begin with appreciation.   Inquiry in...
O p e r a t in g A s s u m p t io n s in A If o r O r g a n iz a t io n a l C h a n g e   In every society, organization,...
O p e r a t in g A s s u m p t io n s in A I( c o n t in u e d )   People have more confidence and comfort to journey to ...
A p p r e c ia t iv e C o a c h in g   Like AI, Appreciative Coaching is:       Both a theory and practice of change fro...
S ourc e s of H uma nM o t iv a t io n , B e h a v io r & F o c u sH istorical R eality       C urrent R eality   Learned...
T h e o r e t ic a l B a s e f o rA p p r e c ia t iv e In q u ir y   Social Constructionism    We socially construct our...
Ou r ima g e o f t h e                                                             f u t u r e d r iv e s o u r      E v i...
P o s it iv e Im a g e        P o s it iv e A c t io n                                                        Inner  Pygma...
T h e Id e a o f P o s it iv e C h a n g e• D efinition: Any form of organization change, re-design, or   planning that be...
A I P r o c e s s e s & T e c h n iq u e s   Applying a self-discovery model   Using positive language   Asking powerfu...
P o s it iv e M e t h o d s – E m e r g in gP a r a d ig m   A ppreciative I nquiry (A I ) - C ooperrider   P ositive P ...
T h r e e K e y S F B T T e c h n iq u e s   Asking questions to elicit exceptions to problems to help clients shift    t...
P o s it iv e M e t h o d s –E m e r g in g P a r a d ig m   NeuroSciences – Study of    the Brain
S u m m a r y : A p p r e c ia t iv eC o a c h in g   Based on the work of David    Cooperrider and colleagues   Emphasi...
A s s ig n m e n t s   Complete the second coaching session with the client    and submit the summary sheet by Class 6.
W e e k S ixA p p r e c ia t iv e C o a c h in g                  E x p e r ie n c e s             C o r e P r in c ip le ...
A g e nd a – We e k 6   Review/Discuss Appreciative Coaching Session Two    with Client including Feedback from Colleague...
A p p r e c ia t iv e C o a c h in g –S e c o n d C lie n t S e s s io n   Observations   Discussion   Learnings
F iv e C o r e P r in c ip le s o f A I &A p p r e c ia t iv e C o a c h in g   C o n s t r u c t io n is t    P r i n c ...
C o n s t r u c t io n is t P r in c ip le –    C o n s t r u c t R e a lit y V ia    C o n v e r s a t io n s & S t o r i...
A p p r e c ia t iv e L a n g u a g e   Describe your three greatest accomplishments to date.   What made these accompli...
P o s it iv e A p p r o a c h is M o r eP r o d u c t iv e in L e a r n in g & C h a n g e    C oncept: When people are i...
A p p r e c ia t iv e L a n g u a g e   I like to hear that word – it excites you.   What are the times you feel at you ...
P r in c ip le o f S im u lt a n e it y –In q u ir y C r e a t e s C h a n g e   C oncept: Inquiry and change happen at t...
A p p r e c ia t iv e L a n g u a g eP r o b le m -S o lv in g               A p p r e c ia t iv e Q ’ s  Q’ s            ...
P o e t ic P r in c ip le – S t o r y    T e llin g C r e a t e s M e a n in g    C oncept: Invites clients to view thems...
A p p r e c ia t iv e L a n g u a g e   Let go of a way of life you’ve had.   You sound very congruent.   Imagine all y...
A n t ic ip a t o r y P r in c ip le –Im a g e s o f t h e F u t u r e   C oncept: Relates to clients’ creating a clear p...
A p p r e c ia t iv e L a n g u a g e   How does that feel as you anticipate…?   What about that excites you?   What im...
A p p r e c ia t iv e C o a c h in g C o r eP r in c ip le s S u m m a r y   Positive change in the organization and the ...
M u lt ip le M o d e ls   U sefulness of M odels - W hat, W hy, H ow?   Organizational C hange M odels       AI 4-D Org...
AI Organizational Change                  Models
A p p r e c ia t iv e In q u ir y “ 4 -D ”O r g a n iz a t io n a l C h a n g e C y c le- C o o p e r r id e r            ...
T h e M o h r /J a c o b s g a a r d F o u r - IMode l of C ha ng e                         Initiate                     C...
A c t io n R e s e a r c h M o d e l o fO r g a n iz a t io n a l C h a n g e                    Appreciating             ...
A p p r o a c h e s t o M a n a g in gC h a n g e in O r g a n iz a t io n s         P roblem Solving                A ppr...
O r g a n iz a t io n a l A r c h it e c t u r e                                          Key                             ...
A p p r e c ia t iv eC o a c h in g M o d e ls
A M o d e l o f A p p r e c ia t iv eA p p r o a c h t o C o a c h in gA d a p t e d f r o m C o o p e r r id e r ’ s 4 -D...
C o a c h in g w it h A I 5 -D P r o c e s sB a s e d o n C o o p e r r id e r ’ s 4 -D C h a n g e M o d e l,A d a p t e ...
A I 5 - E /5 - D C o a c h i n g M o d e lE x p a n d e d b y G e r i E n g la n d , D e r iv e d f r o m D a v idC o o p ...
D is t in c t io n s - T r a d it io n a lC o a c h in g v s C o a c h in g w it h A I    T raditional C oaching       A p...
A p p lic a t io n A r e a s   Leadership & Management          Collaborative alliances & joint    Development          ...
W h y A p p r e c ia t iv e C o a c h in gWo rk s   Does not focus on changing people  The message is not about    what ...
R e f le c t io n s   What are your take-aways from this course?   How has learning about Appreciative Inquiry and    Ap...
A I R e fe re nc e s   Appreciative Inquiry: Change at the Speed of Imagination, by Jane    Magruder Watkins and Berhard ...
A I R e fe re nc e s ( c o nt.)   Encyclopedia of Positive Questions Using Appreciative Inquiry to Bring Out    the Best ...
C o a c h in g R e f e r e n c e s   Appreciative Coaching A Positive Process for Change, by Sara L. Orem,    Jacqueline ...
C o a c h in g R e f e r e n c e s ( c o n t . )   Happy for No Reason by Marci Shimoff and Carol Kline, 2008.   “Introd...
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  • Definition: 4 generic questions  Stories  Topics to study Design example: In the discovery phase at Avon, found that the most important moments of effective teaming between men and women happened when they worked as co-chairs. Become a design principle in the organization. Most organizational projects jump to Delivery: people, structures & practices. But if we don’t take the time to re-conceive the organizational beliefs about all the tough stuff, you just repeat the old structures and revert right back to the command and control bureaucracy. Glossing over the principles phase in Design is why there is no traction in most org change work. Delivery at Avon: major profit increase. Won a major award 2 years later as a best place for women to work; 6 years later the AI approach is still alive.
  • Definition: 4 generic questions  Stories  Topics to study Design example: In the discovery phase at Avon, found that the most important moments of effective teaming between men and women happened when they worked as co-chairs. Become a design principle in the organization. Most organizational projects jump to Delivery: people, structures & practices. But if we don’t take the time to re-conceive the organizational beliefs about all the tough stuff, you just repeat the old structures and revert right back to the command and control bureaucracy. Glossing over the principles phase in Design is why there is no traction in most org change work. Delivery at Avon: major profit increase. Won a major award 2 years later as a best place for women to work; 6 years later the AI approach is still alive.
  • Of the power of positive image Pygmalion: "as the teacher believes, so the student becomes". In over 400 studies, behavior affected by assumptions Even occurred with white mice! Teacher attitude in basic training the most powerful predictor of future success in the military. Consider their mindset towards others and how people live into their beliefs. (My Tim Dempsey story)
  • Of the power of positive image Pygmalion: "as the teacher believes, so the student becomes". In over 400 studies, behavior affected by assumptions Even occurred with white mice! Teacher attitude in basic training the most powerful predictor of future success in the military. Consider their mindset towards others and how people live into their beliefs. (My Tim Dempsey story)
  • Notes:
  • Definition: 4 generic questions  Stories  Topics to study Design example: In the discovery phase at Avon, found that the most important moments of effective teaming between men and women happened when they worked as co-chairs. Become a design principle in the organization. Most organizational projects jump to Delivery: people, structures & practices. But if we don’t take the time to re-conceive the organizational beliefs about all the tough stuff, you just repeat the old structures and revert right back to the command and control bureaucracy. Glossing over the principles phase in Design is why there is no traction in most org change work. Delivery at Avon: major profit increase. Won a major award 2 years later as a best place for women to work; 6 years later the AI approach is still alive.
  • sample

    1. 1. C o a c h in g w it h A p p r e c ia t iv e In q u ir y Presented by Geri England Executive and ProfessionalCoaching Program UTD School of Management
    2. 2. O b j e c t i v e s /O u t c o m e s Define Appreciative Inquiry & Appreciative Coaching Experience the Effect of Positive Inquiry Conduct an Appreciative Inquiry Interview Become Familiar with 5 Appreciative Coaching Principles and 5 Processes/5D Model Identify and use Appreciative Coaching Questions Apply Appreciative Coaching to real-world situations
    3. 3. We e k O n e E x p e r ie n c in gA p p r e c ia t iv e In q u ir y A I & A p p r e c ia t iv e C o a c h in g D e f in e d
    4. 4. A g e nd a – We e k 1 Introductions AI Interview Demo & Observations AI & Appreciative Coaching Defined AI and Coaching Assignments  AI Interview for Week 2  Coaching Assignment for Weeks 4, 5 & 6  Read C ollaborating for C hange – A ppreciative I nquiry by Class 4  Read Chapters 1-4 in A ppreciative C oaching by Class 5
    5. 5. E x e r c is e : A p p r e c ia t iv eIn t e r v ie w1. Identify a point in your career when you felt incredibly energized, proud, alive, involved, and excited about the work you were engaged in - something you recall as being a real “high point.”2. What things do you value most about: --Yourself --The nature of your work --The organization3. What do you consider to be the core factor that gives life to this organization?4. What 3 wishes would you make to heighten the vitality and health in this organization? If you had a magic wand and could use it to bring about a new future in your personal life or profession, what three things would you wish for?
    6. 6. C la s s D is c u s s io n Observations Discussion Learnings
    7. 7. B a c k g r o u n d o f A p p r e c ia t iv eIn q u ir y ( A I) David Cooperrider, Case Western University Bernard Mohr, Synapse Group, Inc. Jane Magruder Watkins, Appreciative Inquiry Unlimited Diana Whitney, Taos Institute, Corporation for Positive Change OD Practitioners worldwide
    8. 8. D a r w in ’ s Im p a c t – W o r ldV ie w Legac y A n o t h e r V ie w The world is hostile, requiring  Life is about invention, not a constant struggle for survival survival Error leads to death  We’re here to create, not Life is an accident, one of defend many random events  Life is a constant process of Must dominate, control discovery/creation Things exist outside me in a  Life organizes and seeks fixed, separate state systems so that more may flourish The great machine  Life is a great playground we make up as we go
    9. 9. A d v o c a c y v s . In q u ir y Ad v o c a c y I n q u ir y A western tradition that  A complementary skill to stresses: advocacy that:  Uncovers why  Critical thinking - critiquing  Asks questions re beliefs  Adversarial thinking  Explores: We focus almost exclusively  Why you believe? on advocacy  What leads to this  Presenting our views and conclusion? arguing for them  What facts & data?  Debating forcefully  What examples or Most managers are trained to past experience? be advocates  Seeks to understand  Is not a technique to cross examine people/find fault
    10. 10. A p p r e c i a t e /A p p r e c i a t i v e Ap-pre ci-ate, v., 1. V aluing; 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. T o increase in value, e.g. the economy has appreciated in value. Synonyms: V aluing, P rizing, E steeming, and H onoring.
    11. 11. In q u ir y  Inquiry, n., 1. T he act of exploration and discovery.  Inquire, v., 2. T o ask questions; to be open to seeing new potentials and possibilities.  Synonyms: D iscovery, Search, and Systematic E xploration, Study.
    12. 12. A p p r e c ia t iv e In q u ir y D e f in e d( A p p lie d t o o r g a n iz a t io n s ) A p p r e c ia t iv e I n q u ir y is a form of organizational study that selectively seeks to locate, highlight and illuminate the best of “what is” to help ignite the collective imagination within an organization of “what might be.” The A I p r o c e s s provides human systems with a way of inquiring into the past and present, seeking out those things that are life-giving and affirming as the basis for creating images of a generative and creative future. “A p p r e c ia t iv e I n q u ir y is about the co-evolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms.”
    13. 13. B a s ic A I P r e m is e s We create our world through the language we use to describe it. We experience the world in line with the images we hold about it, i.e., we socially construct our world. We learn about people and organizations by the language they use and the stories they tell and use to build their future.
    14. 14. A p p r e c ia t iv e C o a c h in g –S t r e n g t h s -B a s e d ( A p p lie d t oIn d iv id u a ls ) An approach to coaching,  Rather, it focuses on evolved out of the accessing existing strengths and organizational change work of distinctive competencies, David Cooperrider and reaffirming them and colleagues, which emphasizes that individuals, executives encouraging these and organizations do not need qualities/traits to promote to “be fixed.” positive change and move the individual or organization forward.
    15. 15. C o a c h in g w it h A I 5 -D P r o c e s sB a s e d o n C o o p e r r id e r ’ s 4 -D C h a n g e M o d e l,A d a p t e d t o a 5 -D C h a n g e M o d e l a t G T E a n dE x p a n d e d t o C o a c h in g b y B a r b a r a S lo a n D e f in it io n : T o p ic , P u r p o s e , G o a ls , Id e a l O utc o me , R e la t io n s h ip D is c o v e r y : P e a k s , S tre ng ths , C o m p e t e n c ie s D e s t i n y /D e l i v e r D re a m: y: To p i C lie n t & S y s t e m B e c o m in g , c V a lu e s , S h a r e d B e in g , (What you Want More D re a ms S u s t a in in g , of) C h e c k -In s D e s ig n : D e c la r a t io n s , D e c is io n s , C o m m it m e n t s , A c t io n s
    16. 16. O r g a n iz a t io n a l C o n t e x t f o rA p p r e c ia t iv e C o a c h in g Appreciative Inquiry (AI) looks at groups and individuals within the context of the bigger organization or system An AI process engages the system as part of an organizational change initiative (often co-lead by OD professionals, executives and rank and file employees) C oaching with A I  Focuses on the client’s strengths and successes  Occurs within a system  Is not isolated to the individual  Involves the impact of others and the organization on the client
    17. 17. C o r e C o a c h in g C o m p e t e n c ie s Setting the F oundation  Meeting ethical guidelines & professional standards  Establishing the coaching agreement C o-C reating the R elationship  Establishing Trust and Intimacy  Coaching Presence C ommunicating E ffectively  Active Listening  Power Questioning
    18. 18. C o r e C o a c h in g C o m p e t e n c ie s F acilitating L earning and R esults  Creating awareness  Designing actions  Planning and goal setting  Managing progress and accountability A ppropriately E ngaging the Organizational System*  Involving others in the coaching inquiry  Building strong relationships to support client and collaborate in reaching shared dreams (M y addition: A pplies to C oaching with A ppreciative I nquiry)*
    19. 19. T y p e s o f C o a c h in g w it h inO r g a n iz a t io n s Performance Coaching Executive Coaching Leadership Development Coaching 360 Feedback and Coaching Transition Coaching Career Coaching Group Coaching
    20. 20. A p p r e c ia t iv e In t e r v ie w s : 4G e n e r ic Q u e s t io n s1. What is your best experience. A time when…2. What do you value about… yourself, work, organization.3. What do you think is the core life-giving factor or value of your organization –that which if it did not exist would make your organization totally different than it currently is?4. If you had three wishes for this organization, what would it be?
    21. 21. A p p r e c ia t iv e In q u ir yIn t e r v ie w G u id eH igh P oints & P eak E xperiences1. (a) Briefly describe some times when you experienced tremendous success in your personal and professional life. (b) Now give some more details about one of these successes. What were the circumstances? Who was involved? What were the outcomes/results? What did you contribute? What personal skills and qualities impacted the outcome? What made this experience such a rousing success?
    22. 22. A I In t e r v ie w G u id e ( c o n t . )V alues, P ositive C ore2. Without being humble, tell me what you value most about yourself, your job, and your organization? If you can’t say, what do you think others would say about you?3. What do you think is the core life-giving factor or value of your organization that without it your organization would be totally different than it currently is?C ompelling I mages of the F uture4. If you had a magic wand and could use it to bring about a new future in your personal life or profession, what three things would you wish for?
    23. 23. H o w to C o nd uc t a nA p p r e c ia t iv e In t e r v ie w The interviewer’s role is to ask questions and to encourage the interviewee to tell his/ story. her As the interviewer, focus on the individual, giving your undivided attention. Be curious and open to learning. Avoid going into your personal stories or perspectives during the interview process. This is all about the other person for now. Ask follow-on questions to draw out specific details as well as feelings about the experiences being described. Allow the interviewee to immerse him/herself in the topic so the original images and feelings are re-experienced. As a listener, value the information being shared. Tell the interviewee you will be taking notes to help you recall the key points shared. Take good notes. Notice themes and patterns.
    24. 24. A s s i g n m e n t #1: G e n e r i cA p p r e c ia t iv e In q u ir yIn t e r v ie w Identify a prospect or coaching buddy to interview. Conduct the interview using the Generic AI Interview Guide questions. Record notes during the interview. Identify the themes and patterns. Post your interview summary on Blackboard by Week 2 class Be prepared to discuss your experiences during class 2.
    25. 25. A s s i g n m e n t #2 : C l i e n tC o a c h i n g S e s s i o n #1 Select a volunteer client and contract for a short-term 2-session coaching engagement for this class. Determine a topic for coaching with the client & conduct an initial “appreciative” coaching session. Complete the initial client coaching session and submit the summary to Blackboard by Class 4. Be prepared to discuss the experience in class.
    26. 26. A s s i g n m e n t #3 : A p p r e c i a t i v eIn q u ir y In t e r v ie w w it h aC o l l e a g u e #1 Conduct an interview with one other person, one of the client’s colleagues, inside the organization (peer, employee, supervisor, etc.) who knows the client well enough to have observed or had experience working with him/her. Ask the client for permission to interview the colleague. The purpose is to draw out the colleague’s positive stories about the client. Inform the colleague upfront that you will be sharing this information with the client. Complete this AI interview by Class 5 and submit the summary sheet on Blackboard by Class 5. Share observations and learnings from the colleague AI Interview with the client in the second coaching session.
    27. 27. A s s i g n m e n t #4 : C l i e n tC o a c h i n g S e s s i o n #2 Summarize your notes, identifying the patterns and themes, from the first coaching session and the colleague interview(s). Using the Appreciative Coaching skills, conduct the second coaching session sharing the feedback from the colleague interview(s) to help the client gain greater self-awareness and determine actions for change (if client so chooses). Complete the second coaching session by Class 6. Post the summary sheet on Blackboard by Class 6 Be prepared to discuss your experience in class.
    28. 28. O p t i o n a l A s s i g n m e n t #5 :A p p r e c ia t iv e In q u ir yI n t e r v i e w w i t h a C o l l e a g u e #2 Conduct a second AI Interview with a different client colleague (with the client’s permission) by Class 5. Follow the same process as with the first colleague AI Interview. Share this information with the client in the second coaching session. Submit summary form to Blackboard by Class 5.
    29. 29. R e a d in g A s s ig n m e n t s Read C ollaborating for C hange – A ppreciative I nquiry by David Cooperrider and Diana Whitney by Class 4. Chapters 1-4 in A ppreciative C oaching by Sara Orem, Jacqueline Binkert and Ann Clancy by Class 5.
    30. 30. W e e k Tw oA I – A S tre ng ths -B a s e d Approa c h
    31. 31. A g e nd a – We e k 2 Discuss AI Interview Experiences AI Organizational Change Process 5-D Model and Generic AI Processes Appreciative Coaching Model Appreciative Coaching Questions Coaching Demos Appreciative Coaching Assignment
    32. 32. A p p r e c ia t iv e In q u ir yIn t e r v ie w s Discuss your experience conducting the AI Interview  Observations  Learnings
    33. 33. T h e F iv e C o r e A I P r o c e s s e sA p p lie d t o O r g a n iz a t io n a lC ha ng e C ho o s e the p o s it iv e a s t h e f o c u s o f in q u ir y F in d In q u ir e in t o In n o v a t iv e s t o r ie s o f lif e - w a ys to g iv in g f o r c e s C r e a t e s h a tr e d c t ha L o c a te the me s i m u t uer s o f a fa g e t h a t a p p e a r in p r e fe r r e d t h e s t o r ie s fu tu r e
    34. 34. F iv e G e n e r ic P r o c e s s e s o f A IL in k e d t o C o o p e r r id e r ’ sC ha ng e Mode l D efining the topic or focus – Choose the positive as the focus of inquiry D iscovery – Appreciating the best of “what is” – Inquire into stories of life-giving forces D ream – Imagining “what might be” – Locate themes that appear in the stories and create shared images of the future D esign – Creating “What can be” – find innovative ways to create that future D estiny/ elivery – “What will be” – Sustain the change D
    35. 35. T h e A I 5 -D O r g a n iz a t io n a lC ha ng e P roc e s s Definition: Decide What to Learn About Discovery: Opportunity Context Positive Core Delivery: Dream: Sustaining the Topic Envisioning what might Change (What you Want More be; shared images for a of) preferred future Design: Finding innovative ways to create that future; Breakthrough propositions
    36. 36. C o m m o n A I P r o je c t A p p r o a c ht o O r g a n iz a t io n a l C h a n g e• Choose the topic: combine themes from generic interviews with research questions.• Agree on desired outcomes• Agree on how to get there• Develop draft interview protocol• P ractice interviews; develop interview guidelines• C onduct the interviews.• P lan for collecting & “analyzing” the data• Create P ossibility Statements/ rovocative P ropositions P• Plan for how the process will drive organizational change.• I mplement the plan.
    37. 37. E m p h a s is o n S t r e n g t h s –P o s it iv e C o r e v s D e f ic it s
    38. 38. A p p r o a c h e s t o M a n a g in gC h a n g e in O r g a n iz a t io n s ( a n do f t e n in d iv id u a ls ) P roblem Solving A ppreciative I nquiry Identify Problem  Appreciate “What is” (What Conduct Root Cause Analysis gives life?) Brainstorm Solutions &  Imagine “What Might Be” Analyze  Determine “What Should Be” Develop Action Plans  Create “What Will Be” Me t a p h o r :  Me t a p h o r : Or g a n iz a t io n s a r e Or g a n iz a t io n s a r e p r o b l e ms t o b e s o l u t io n s t o b e s ol v ed. e mb r a c e d .
    39. 39. C o r e B e lie f o f A p p r e c ia t iv eC o a c h in g – E v o lv e d o u t o f A IC ha ng e Mode l Individuals are mysteries to be appreciated. Clients are not problems or deficient in some way & our job is not “fix” them. Our role is to partner with clients in a positive, generative approach in which they are agents of their own change. Our clients will have problems to solve but they as individuals are not themselves problems.
    40. 40. A p p r e c ia t iv e C o a c h in g Model Approa c h a ndS a m p le A p p r e c ia t iv e Q u e s t io n s
    41. 41. C o a c h in g w it h A I 5 -D P r o c e s sB a s e d o n C o o p e r r id e r ’ s 4 -D C h a n g e M o d e l,A d a p t e d t o a 5 -D C h a n g e M o d e l a t G T E a n dE x p a n d e d t o C o a c h in g b y B a r b a r a S lo a n D e f in it io n : T o p ic , P u r p o s e , G o a ls , Id e a l O utc o me , R e la t io n s h ip D is c o v e r y : P e a k s , S tre ng ths , C o m p e t e n c ie s D e s t i n y /D e l i v e r D re a m: y: To p i C lie n t & S y s t e m B e c o m in g , c V a lu e s , S h a r e d B e in g , (What you Want More D re a ms S u s t a in in g , of) C h e c k -In s D e s ig n : D e c la r a t io n s , D e c is io n s , C o m m it m e n t s , A c t io n s
    42. 42. A I 5 - E /5 D C o a c h i n g M o d e lE x p a n d e d b y G e r i E n g la n d , D e r iv e d f r o m D a v idC o o p e r r id e r ’ sA I 4 -D C h a n g e M a n a g e m e n t P r o c e s s E ng a g e me nt ( D e f in it io n ) : E n r o llm e n t , C o n t r a c t in g , D e s ir e d O utc o me s , R e la t io n s h ip E x p lo r a t io n ( D is c o v e r y ) : S ys te m C o n te x t & C lie n t V a lu e s , S t r e n g t h s , E x e c u t io n & C o m p e t e n c ie s , E n v is io n in g E v o lu t io n P a s s io n s (D re a m): ( D e liv e r y ) : A f f ir m a E x p e r ie n t ia l, Forwarding the action, t iv e e m o t io n a l, A g re e me nts , T o p ic g r o u n d in g in F o s t e r in g (What you Want More of) s h a r e d im a g e s o f C o m m it m e n t & E x p a n s io n ( D e s ig n ) : id e a l f u t u r e , Im p a c t , E lic it in g In n o v a t iv e me ta p ho rs S u s t a in in g t h e A p p ro a c he s & S te p s C ha ng e to w a rd the b e s t p o t e n t ia l, A c t io n s , S ys te m S u p p o r t
    43. 43. C o a c h i n g D e m o /P r a c t i c e Application Debrief
    44. 44. T h e A r t o f t h e Q u e s t io n P roblem F ocus P ossibility/Strength F ocus What’s the biggest problem  What possibilities exist that we here? have not yet considered? What’s the root cause of the  What’s the smallest change issue? that could make the biggest Why do you blow it so often? impact? Why do we still have those  What solutions would create a problems? win?  What inspires you? What makes this situation inspiring, energizing, and mobilizing?
    45. 45. E n g a g e m e n t /D e f i n i t i o n P h a s e :C o n t r a c t i n g w i t h C l i e n t /D e f i n i n gT o p ic F o c u s , E x p e c t a t io n s a n dO u t c o m e s o f C o a c h in g w it h C lie n t& In it ia l D is c o v e r yT his initial phase consists of D e f i n e /D i s c o v e r several elements: E nrolling the client and organization Engagement (Definition): Negotiating the contract and Enrollment, Contracting, agreements Desired Outcomes, Establishing the relationship Relationship Setting the stage – selecting the topic Forming a picture/ image of success & expressing a dream Exploration (Discovery): Setting goals and outcomes for System Context & Client coaching Values, Strengths, Competencies, Passions
    46. 46. E n g a g e m e n t : E s t a b lis h in gt h e R e la t io n s h ip Getting acquainted – C lient I n-take F orm  Background & experience  Support resources  Self-description  Future potential  Preferred ways of working C larifying the desired outcomes  Ask what client hopes situation will be like at end.  Focus on what client wants.  Help see ability to create the change with coach support.  Create positive affect or feeling about vision possibility.  Help to see self differently in that future vision.
    47. 47. E n g a g e m e n t /D e f i n i t i o n :S e t t in g t h e S t a g e – D e f in in gt h e O v e r a ll T o p ic f o rC o a c h in g C larify the topic for coaching – topic being a neutral term.  Sometimes use of the word goal at this point can lead clients to present their issues, concerns or challenges.  Avoid starting with a negative premise.  Reframe the client’s initial desire to “correct deficiencies” into a more positive or neutral topic of “what do I want to do or be more of to create what I want”. Sample Q uestions:  What topic would you like to focus on to begin the coaching?  What are times that you are at your best?  W ho do you admire for their skills and abilities?  What are one or two things you’d like to do more of to create or be what you want?
    48. 48. E n g a g e m e n t /D e f i n i t i o n :F o r m in g a P ic t u r e o f S u c c e s st h r o u g h E x p r e s s in g a D r e a m E ncourage clients to communicate a clear picture of success for their coaching topic.  Ask clients to imagine a picture of successful realization of their dream or vision & get them to describe it in detail. F ocus on:  What they are doing.  What they are feeling about the success.  How they will be regarded by others.
    49. 49. P ic t u r in g S u c c e s s - S a m p le Q u e s t io n s When you are faced with a  How do you envision challenging situation in this yourself as…? area, what does taking decisive action look like?  What successes do you see yourself celebrating as…? What are you doing as…or in  What would be a breakthrough this situation? for you? How would you know? What does it feel like when you What would have to happen? are confident in handling…? Who would be involved? What What do you need so as to feel is your part/role/contribution? on top of your game as…or in  If you were very satisfied with this situation? your performance, had achieved How do others feel being part your potential, and of what you have created? accomplished what you want, what would that look like? What do other most appreciate  What vision do you have for about…? yourself in the next few years? What would being “well  What legacy would you like to regarded by others” mean to leave behind? you? What support do you give others in these situations?
    50. 50. E n g a g e m e n t /D e f i n i t i o n : G o a lS e t t in g - in A p p r e c ia t iv eC o a c h in g Goals identify specific ends for coaching & reflect language similar to planning or problem-solving approaches.  Goals here serve to keep the purpose of coaching in sharp focus & set expectations for successful conclusion of the coaching. Sample Q uestions:  Imagine this coaching produces great results. What would it have achieved?  What are your goals for coaching?  What would be an outstanding outcome of this coaching?  What goals would you like to set that will help you realize your vision or picture of success?  What would you like to accomplish in the next 30, 60, 90 days and 12 months?
    51. 51. E x p l o r a t i o n /D i s c o v e r yP roc e s s C oach F ocus  Establishing a positive connection between the coach & client  Leading the client to a more empowering perspective  Affirming the sense of the possible  Cultivating & supporting the client’s belief in a positive future C oaching Sequence  Coach asks client to describe a positive experience.  Client reflects on the positive aspects of the experience.  Client & coach identify similarities across several positive experiences.  Client applies learnings to the topic of coaching. C oaching T ools  Questions  Pivoting  Observation Exploration (Discovery):  Experimentation System Context & Client  Role Models Values, Strengths, Competencies, Passions
    52. 52. In it ia l C o a c h in g S e s s io n s F irst Session  Begin setting the appreciative context via the coach’s use of appreciative language & inquiry.  Review the information from the Client Information Form with the client.  Begin the Discovery Stage by asking the four core appreciative questions that identify and clarify the client’s neutral or positive topic for the coaching contract.
    53. 53. 4 C o r e Q u e s t io n s :E x p l o r a t i o n /D i s c o v e r yP roc e s s 1. What gives life to you now? (enjoyment, appreciation, fulfillment) 3. Describe a high point or peak experience in your life or work up to now. What do you see as your key strengths in this situation? What unique contributions did/ do you make in this situation? What are you especially proud of? (strengths and competencies) 5. Without being humble, what do you value most about yourself as a human being, friend, co-worker, citizen, parent, spouse, sibling and other significant roles you have? What are your core values – the ones you couldn’t live without or wouldn’t be the same person without? (values) 7. What are one or two things you want more in your life? (wishes)
    54. 54. In it ia l C o a c h in g S e s s io n s Second Session: 1. Continue the Discovery Stage to build on the client’s positive self-regard in relation to the topic. 2. Further refine the topic and client’s description of success. 3. Establish goals to support the vision of success
    55. 55. E x p l o r a t i o n /D i s c o v e r y - S a m p le Q u e s t io n s Let’s review where we are. What  What about this topic stimulates is the topic for our coaching or excites you? conversations?  Describe a time when you might If you need to expand on the have experienced elements of this original topic, reconnect or refine topic in a different context, but in a it, try this: Tell me about a time positive way. when you were operating on all “cylinders” at work or in your life.  If the future could be any way you You were at the top of your game wanted it to be, how would you – a high point in your work or life. state this topic in the positive? What were you doing? What were  If, while you slept, a miracle others doing? What skills and occurred & your concern is gone. competencies did you exhibit? When you wake up in the am, Competencies: Identify some what will be different that you let competencies and ask the client to you know that the miracle describe peak experiences/stories occurred? What else? to illustrate each competency area. You may ask for several success stories to identify patterns and draw out the topic or client strengths. This can provide more clarity and empower the client.
    56. 56. C o a c h i n g D e m o /P r a c t i c e Application Debrief
    57. 57. C h e c k -In o n F in a l A s s ig n m e n t Identified a client? Identified one of client’s associates to interview? Complete the initial coaching session with the coaching client by the Class 4. Be prepared to discuss your experience. Complete AI interview with the client’s colleague (and optional colleague) by Class 5. Complete the second coaching session & turn in your summary form by Class 6. Practice with coaching buddies.
    58. 58. We e k Th r e e A p p r e c ia t iv e C o a c h in g M o d e l ( c o n t in u e d )
    59. 59. A g e nd a – We e k 3 Review of Previous Topics – Questions Appreciative Coaching Model (continued) Coaching Demos & Debrief Assignment for Week 4: Conduct first coaching session with your client.
    60. 60. C o a c h i n g D e m o /P r a c t i c e Application Debrief
    61. 61. A I 5 - E /5 - D C o a c h i n g M o d e lE x p a n d e d b y G e r i E n g la n d , D e r iv e d f r o m D a v idC o o p e r r id e r ’ sA I 4 -D C h a n g e M a n a g e m e n t P r o c e s s E ng a g e me nt ( D e f in it io n ) : E n r o llm e n t , C o n t r a c t in g , D e s ir e d O utc o me s , R e la t io n s h ip E x p lo r a t io n ( D is c o v e r y ) : S ys te m C o n te x t & C lie n t V a lu e s , S t r e n g t h s , E x e c u t io n & C o m p e t e n c ie s , E n v is io n in g E v o lu t io n P a s s io n s (D re a m): ( D e liv e r y ) : A f f ir m a E x p e r ie n t ia l, Forwarding the action, t iv e e m o t io n a l, A g re e me nts , T o p ic g r o u n d in g in F o s t e r in g (What you Want More of) s h a r e d im a g e s o f C o m m it m e n t & E x p a n s io n ( D e s ig n ) : id e a l f u t u r e , Im p a c t , E lic it in g In n o v a t iv e me ta p ho rs S u s t a in in g t h e A p p ro a c he s & S te p s C ha ng e to w a rd the b e s t p o t e n t ia l, A c t io n s , S ys te m S u p p o r t
    62. 62. E n v i s i o n i n g /D r e a m P h a s e :A r t ic u la t in g P o t e n t ia lI n A ppreciative C oaching, creating a dream is a deliberate process. E n v i s i o n /D r e a m Process of creating images of one’s potential Envisioning (Dream): Connection between positive Experiential, image & positive action – heliotropic emotional, grounding tendency in shared images of P ositive A ffect - plays key role ideal future, metaphors in dreaming Generative M etaphors – deliberately foster formation of new impressions & judgments
    63. 63. E n v i s i o n i n g /D r e a m P r o c e s s C oach F ocus  Encouraging the client to create images of possibilities  Inviting the client to give voice to his/her preferred future, i.e., bring into coherent form  Affirming the client’s dream C oach Sequence  Client acknowledges his/her aspirations & strengths.  Client & coach anticipate her/his dream.  Client declares her/his dream. C oaching T ools  Questions Envisioning (Dream):  Expression of dreams Experiential, emotional, grounding  Writing in shared images of  Metaphors ideal future,  Drawings metaphors  Symbols
    64. 64. P h a s e – Im a g in in g t h e P o s s ib ilit ie s f o r a P o s it iv e F u t u r e Jump into the future (1year, 5  What is the inspiration for your years, 10 years…). What do you life? see? What are you doing? Who  What would you like others to are you with? Where are you living? What are you excited ask of you? about?  What would your mentor (mom, If you could have 3 wishes, what best friend, grandmother, fairy would they be? godmother) wish for you in your future? Thinking of times you were most happy, what about these times  What wish would you have for would you want to carry into the yourself in developing this… future? (quality, competency focus, situation) to a higher level? What are you being drawn toward?  What are the most compelling words, symbols, pictures, images What is the world calling you to that capture you and your be? What work are you called to essence? do?  What metaphors, pictures, songs, What are the most enlivening and etc. would best highlight the exciting possibilities for you? elements of your most desired What do you notice about yourself future? when you dream of your future?  What work/life themes from your If you could communicate with stories from the past would you yourself in the future, what prefer to bring forward into your questions would you want to ask future? yourself?
    65. 65. E x p a n s i o n /D e s i g n P h a s e :D ir e c t in g A t t e n t io n & A c t io nI n A ppreciative C oaching design is about: E x p a n d /D e s i g n Helping clients direct their attention and take action so that Expansion (Design): they become the designers of Eliciting Innovative the future they most desire. Approaches & Steps Providing a foundation and toward the best structure for clients to potential, Actions, proactively attain their dreams. System Support
    66. 66. E x p a n s i o n /D e s i g n P r o c e s s C oach F ocus  Assisting the client in bringing the dream into focus.  Identifying priorities  Defining success  Affirming the reality of the dream.  Supporting mindful choices and actions.  Enjoying the moment  Engaging supporters C oach Sequencing  Client focuses on compelling priorities.  Client reflects on ways in which he/she is already living the dream.  Clients takes action to incorporate elements of the dream into his/her daily life. Expansion (Design): C oaching T ools Eliciting Innovative  Questions Approaches & Steps  Themes toward the best  Experimentation for a new outcome potential, Actions,  Being with System Support  Supporters  Checklists for forming new habits
    67. 67. E x p a n s i o n /D e s i g n P h a s e - S a m p l e Q u e s t io n s Thinking about your dream, what  What strengths and opportunities can would make it come alive for you? you leverage now to move forward? What in your dream really calls to  If you were to experiment with one you, makes you yearn for its aspect of your dream, what kinds of fulfillment? things can you see yourself trying? When you think about your dream, How serious is this experiment? How what brings you joy & excitement? could you make it less serious? More What makes you laugh? playful? Who would be your fellow  If you were to act as if your dream travelers? Who are people you were reality now, what fun would you trust & value who have supported be having? How could that truly be you in the past and will again? happening now in the near future? What is your purpose in this  What makes you feel proud and organization, job, life? What capable today? values do want to honor and what  What are you willing to commit to commitments are you willing to now? make to create your dream/future?  What has worked in the past that you As you think about yourself overall can apply now? – talents, competencies, strengths  What resources do you need to – how could you build on your best to benefit the team and the support you? organization?  What specific support will you ask for? What have you already started  What infrastructure resources will you putting into place? Where is your request? attention going now as you think  What mentors can you choose to about the things you want to do? guide & support you?
    68. 68. E x e c u t i n g /E v o l v i n g /D e l i v e r yP h a s e : B e in g a n d B e c o m in gI n A ppreciative C oaching the purpose of the D estiny/ D elivery E x e c u t e /E v o l v e /D e l i stage is: ve r To internalize and live the reality Execution & Evolution of clients’ dreams (Delivery): Forwarding To enable brilliance and the the action, Agreements, realization of dreams Fostering Commitment & Impact, Sustaining Not about endings or the Change beginnings Living one’s life fully & well
    69. 69. E x e c u t i n g /E v o l v i n g /D e l i v e r yP roc e s s C oach F ocus  Helping the client recognize his/her dream in the present.  Enabling the client to expand his/her capacity to create the dream.  Supporting the client in holding faith when the going gets tough.  Holding the client accountable to his/her commitments.  Helping the client make course adjustments and modify the actions needed to make the dream a reality.  Saying goodbye when coaching comes to a close C oach Sequencing  Client & coach identify & celebrate the dream in the present.  Client & coach focus on ways to act, expand capabilities, & persevere in realizing the dream.  Coach helps prepare the client to move on. Execution & Evolution C oaching T ools (Delivery): Forwarding  Questions the action, Agreements,  Perseverance Fostering Commitment  Celebration & Impact, Sustaining the Change
    70. 70. E x e c u t i o n /E v o l u t i o n /D e l i v e r yP r o c e s s – S u s t a in in g t h eC h a n g e , M o n it o r in g C lie n tP rog re s s Client meets with coach to discuss how things are progressing Client meets periodically with other stakeholders to receive feedback. Client and coach look at what is working and how can it be even better. Coach and/or client conduct additional inquiries to learn about successes.
    71. 71. E x p a n s i o n /D e l i v e r y P h a s e -S a m p le Q u e s t io n s How are you already living  What has been the most your dreams? important thing you have Reflect on where we began learned about yourself? and where you are today.  How will you continue to care What’s the same or different? for yourself & receive support What makes you proud? for your continued efforts? What do you want to see or do  Who has supported you in more of to get closer to your your journey & deserves your dreams? gratitude or recognition? What still needs conscious  How will you continue to foster attention to be sure that it your own development? becomes a natural part of your  What compels you now? day?  What remains for us to What commitments do you discuss? make to yourself?
    72. 72. A p p r e c ia t iv e C o a c h in gA s s ig n m e n t P r o g r e s s C h e c k -In Complete the first coaching session with the client applying the Appreciative Coaching Model & be prepared to discuss your experience. Submit summary of session on Blackboard. Read C ollaborating for C hange – A ppreciative I nquiry by Class 4. Read Chapters 1–4 in A ppreciative C oaching by Class 5. Practice with coaching buddies.
    73. 73. We e k F o u r A p p r e c ia t iv e C o a c h in g E x p e r ie n c eO r g a n iz a t io n a l C o n t r a c t in g& In t e r v ie w in g
    74. 74. A g e nd a – We e k 4 Discuss Appreciative Coaching experiences – initial session with client. Review last week’s topics – Questions Contracting with the organization for Appreciative Coaching Interviewing client’s colleagues Coaching Demo/Practice & Discussion Assignment for Week 5
    75. 75. D is c u s s A s s ig n m e n t Describe your experience conducting first Coaching session with your client. Observations and learnings
    76. 76. A I 5 - E /5 - D C o a c h i n g M o d e lE x p a n d e d b y G e r i E n g la n d , D e r iv e d f r o m D a v idC o o p e r r id e r ’ sA I 4 -D C h a n g e M a n a g e m e n t P r o c e s s E ng a g e me nt ( D e f in it io n ) : E n r o llm e n t , C o n t r a c t in g , D e s ir e d O utc o me s , R e la t io n s h ip E x p lo r a t io n ( D is c o v e r y ) : S ys te m C o n te x t & C lie n t V a lu e s , S t r e n g t h s , E x e c u t io n & C o m p e t e n c ie s , E n v is io n in g E v o lu t io n P a s s io n s (D re a m): ( D e liv e r y ) : A f f ir m a E x p e r ie n t ia l, Forwarding the action, t iv e e m o t io n a l, A g re e me nts , T o p ic g r o u n d in g in F o s t e r in g (What you Want More of) s h a r e d im a g e s o f C o m m it m e n t & E x p a n s io n ( D e s ig n ) : id e a l f u t u r e , Im p a c t , E lic it in g In n o v a t iv e me ta p ho rs S u s t a in in g t h e A p p ro a c he s & S te p s C ha ng e to w a rd the b e s t p o t e n t ia l, A c t io n s , S ys te m S u p p o r t
    77. 77. E n g a g e m e n t /D e f i n i t i o n P h a s e :C o n t r a c t in g w it h O r g a n iz a t io n ,E x p e c t a t io n s a n d O u t c o m e s o fC o a c h in g w it h C lie n t & In it ia lD is c o v e r yT his initial phase consists of several elements: E n g a g e /D e f i n e E ngaging the organization Negotiating the contract and agreements Engagement (Definition): Establishing the relationship Enrollment, Contracting, Setting the stage – role expectations Desired Outcomes, for the coach, client & the Relationship organization Forming a picture/ image of success Setting goals and outcomes for coaching With client and organization, identify colleagues or stakeholders who will be involved in the process
    78. 78. E n g a g e m e n t /D e f i n i t i o nP h a s e : Id e n t if y in g t h eD e s ir e d O u t c o m e sW ith manager or leadership ask: Imagine this coaching produces great results. What would it have achieved? If you were very satisfied with employee’s performance and growth, what would you expect to see? What would be a breakthrough for this employee? How would you know? What would have to happen? Who would be involved? What is your role in this employee’s success? What will you do? What resources will you provide? What would be an outstanding outcome of this coaching?
    79. 79. E x p l o r a t i o n /D i s c o v e r y P h a s e : L o c a t in g V a lu e s , T r a it s ,S tre ng thsI nterviews with others - ask: What do you perceive as the client’s positive traits, skills, knowledge and abilities that he/she should leverage and maximize? What uniqueness does the client bring to this organization? What about the client makes you proud? What are the client’s key strengths? E x p lo r a t io n ( D is c o v e r y ) : S ys te m C o n te x t & C lie n t V a lu e s , S t r e n g t h s , C o m p e t e n c ie s , P a s s io n s
    80. 80. E x p l o r a t i o n /D i s c o v e r y P h a s e :U n c o v e r in g S t r e n g t h s a n dC o m p e t e n c ie sI nterviews with others - ask: Describe a time when the client was outstanding at work – when things could not have been any better. What was the client doing? What were others doing? What skills and competencies did the client exhibit? Competencies: Identify some of the client’s competencies and ask the interviewee to describe peak experiences/ stories to illustrate the client’s competency areas.
    81. 81. E n v i s i o n i n g /D r e a m P h a s e :C r e a t in g P o s s ib ilit ie s f o r aP o s it iv e F u t u r e - O t h e r sI nterviews with others - ask: What wish would you have for the client in developing (competency area of focus) to a greater extent? What 3 wishes do you have for the client at this point in time and place to fulfill his/her highest potential? Is there anything else you think would be helpful for us to know as we work with him/her to reach a higher level of skill or performance? E n v is io n in g (D re a m): E x p e r ie n t ia l, e m o t io n a l, g r o u n d in g in s h a r e d im a g e s o f id e a l f u t u r e , me ta p ho rs
    82. 82. In t e g r a t in g D is c o v e r y E le m e n t s & C r e a t in g In it ia l P la nI nterviews with others - ask: As you think about the client overall – talents, competencies, strengths, - how do you think the client could build on his/her best successes/qualities to benefit the team and the organization? What commitments to you think that the client can or needs to make for the future? What are some positive steps he/she can take? What can the client build on in the current situation? What tools can he/she use to help create the envisioned future? Who and what can be resources for the client? Who are possible mentors for the client? How can you support the client? E x p a n s io n ( D e s ig n ) : E lic it in g In n o v a t iv e A p p ro a c he s & S te p s to w a rd the b e s t p o t e n t ia l, A c t io n s , S ys te m S u p p o r t
    83. 83. E x e c u t i o n /D e l i v e r y P h a s e :S u s t a in in g t h e C h a n g e ,M o n it o r in g P r o g r e s s – C lie n ta nd O the rs Client meets with coach to discuss how things are progressing Client meets with other stakeholders to receive feedback and makes appropriate adjustments. E x e c u t io n & E v o lu t io n Coach and/or client conduct ( D e liv e r y ) : additional inquiries to learn about Forwarding the action, successes. A g re e me nts , Coach engages in a dialogue with F o s t e r in g leadership regarding coaching C o m m it m e n t & progress and outcomes based on Im p a c t , initial reporting agreements S u s t a in in g t h e C ha ng e (confidentiality honored)
    84. 84. C o a c h i n g D e m o /P r a c t i c e Application Debrief
    85. 85. A s s ig n m e n t s Read Chapters 1-4 in A ppreciative C oaching by Class 5. Complete AI Interviews with Client’s colleague (and optional colleague) by Class 5 and submit summary sheets to Blackboard.
    86. 86. W e e k F iv eA I & A p p r e c ia t iv eC o a c h in g T h e o r y, O r ig in s & C ore P roc e s s e s
    87. 87. A g e nd a – We e k 5 Discuss AI Interviews with the Client’s colleagues. Research and Origins of Appreciative Inquiry and Appreciative Coaching Operating Assumptions Assignment: Coaching Session Two with Client Due by Class 6
    88. 88. A p p r e c ia t iv e In q u ir yIn t e r v ie w s w it h C lie n tC o lle a g u e s Observations Discussion Insights/Learnings
    89. 89. U n d e r ly in g R e s e a r c h f o rA p p r e c ia t iv e C o a c h in g New physical & social sciences Appreciative Inquiry Organizational Change Theories & Practices Positive Psychology Solution-Focused Brief Therapy Neuroscience
    90. 90. N e w v s . O ld P a r a d ig m sE arly 20th C entury L ate 20th & 21st C entury Objective, predictable,  Complexity, subjectivity, controllable universe  Interconnectedness, Incremental, linear, & collaboration predictable change  Collective use of language Simple cause & effect to create social reality Newtonian Physics, Quantum Physics, Chaos Reductionist and Theory, Complexity Theory, Dichotomous Thinking Self-Organizing Systems
    91. 91. O r ig in s o f A p p r e c ia t iv eIn q u ir y A I concept developed by David Cooperrider in 1980s at Case Western U. through work with the Cleveland Clinic E arly contributors – Suresh Srivastva, Ken Gergen, Frank Barrett, NTL, Tojo Joseph Tjatcjemlery, Diana Whitney, Jane Magruder Watkins, Barnard Mohr, Peter Sorensen, Cathy Royal A pplications: The Roundtable Project (large-scale change at Canadian accounting firm), Appreciative Research Carnival (US Institute of Cultural Affairs future planning), Hotel Mgt team (conflict resolution), USAID (Global Excellence in Management Initiative), Imagine Chicago (major community development effort), The Avon Project (Cross-gender relationships), South Carolina (AI & Diversity Citizen’s Summit), United Religions Initiative, GTE (large-scale culture change), Dalai Lama (cooperation & peace initiative with religious leaders)
    92. 92. A p p r e c ia t iv e In q u ir y Is : An approach to organizational analysis and learning that is intended for discovering, understanding, and fostering innovation. “a form of organizational study that selectively seeks to locate, highlight and illuminate what are referred to as the ‘life-giving’ forces of the organization’s existence, its positive core.”
    93. 93. F o u r P r o p o s it io n s U n d e r ly in gA I P r a c t ic e Inquiry should begin with appreciation. Inquiry into what is possible should yield information that can be used, applied, and validated in action. Knowledge that appreciates “what is” becomes provocative and can stir organization members to action. Inquiry into human potential should be collaborative, assuming an immutable relationship between the process of inquiry and its content.
    94. 94. O p e r a t in g A s s u m p t io n s in A If o r O r g a n iz a t io n a l C h a n g e In every society, organization, group, or individual, something works. What we focus on becomes our reality. Reality is created in the moment, and there are multiple realities. The act of asking questions of an organization, group, or individual influences the group or individual in some way.
    95. 95. O p e r a t in g A s s u m p t io n s in A I( c o n t in u e d ) People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known). If we carry parts of the past forward, these should be what is best about the past. It is important to value differences. The language we use creates our reality.
    96. 96. A p p r e c ia t iv e C o a c h in g Like AI, Appreciative Coaching is:  Both a theory and practice of change from a holistic framework  Its primary focus is on individuals. Like AI, it holds the same core set of assumptions  Human systems & individuals will move toward the images that reside in their most positive cores – their values, visions, achievements, and best practices when the focus is placed there.  T houghts and language are critical factors in the process.
    97. 97. S ourc e s of H uma nM o t iv a t io n , B e h a v io r & F o c u sH istorical R eality C urrent R eality Learned  Rewards Innate  Conditions Experiences  Feelings Family  Environment Habits  Current Values Education Genetics A nticipatory R eality  Goals  Beliefs  Expectations  Hopes  Dreams
    98. 98. T h e o r e t ic a l B a s e f o rA p p r e c ia t iv e In q u ir y Social Constructionism We socially construct our reality. The Power of Image There is a relationship between our images and our behavior.
    99. 99. Ou r ima g e o f t h e f u t u r e d r iv e s o u r E v id e n c e A C T I ON! When organizations or groups capture positive imagery internally and make it visible, it starts to drive change in an individualistic, self-directed way. It creates a sense of focus. Pygmalion Effect Internal Conversations Change a teacher’s image of a Studies of pre and post operativestudent, and their behavior changes patients. Difference in recovery toward the student, improving between positive and negative student performance imagery. Sports Vivid visualization of one’s performance guides physical performance. Speed of learning when only correct images are reviewed. Placebo Effect Sociology Help someone construct an The study of problems creates an image of how something might increase in number & severity of happen, and it drives behavior problems. But opposite also occurs. which creates a change in that direction
    100. 100. P o s it iv e Im a g e P o s it iv e A c t io n Inner Pygmalion I stunk! Dialogue I did great! Effect Positive Images Placebo EffectAffirmative Capability
    101. 101. T h e Id e a o f P o s it iv e C h a n g e• D efinition: Any form of organization change, re-design, or planning that begins with comprehensive analysis of an organization’s “p o s i t i v e c o r e ” and then links this knowledge to the heart of any strategic change agenda.• Because human systems move toward what they persistently ask questions about, positive change involves the deliberate discovery of everything that gives a system “life” when it is most effective in economic and human terms.• Link the positive core directly to any strategic agenda, and changes never thought possible are more rapidly mobilized while simultaneously building enthusiasm, corporate confidence, and human energy.
    102. 102. A I P r o c e s s e s & T e c h n iq u e s Applying a self-discovery model Using positive language Asking powerful appreciative questions Bringing positive past experiences to present & future circumstances Focusing on the positive core and positive expectations
    103. 103. P o s it iv e M e t h o d s – E m e r g in gP a r a d ig m A ppreciative I nquiry (A I ) - C ooperrider P ositive P sychology  Seligman – Learned Optimism & Authentic Happiness  Csikszentmihalyi – Flow & Happiness Studies  New view of humans as masters of their own lives; focus on helping people amplify strengths vs. repair weaknesses  Gallup Research & Buckingham & Coffman (Now Discover Your Strengths) posit that people perform better & are happier at work when they use primarily their strengths Solution-F ocused B rief T herapy (SF B T )  Berg & Shazer  Language shapes the perceptions of reality  Small changes make big differences  Clients achieve a solution by changing their behavior or their interpretations of behavior and the situation  Therapist compliments the clients on what he/she is already doing well
    104. 104. T h r e e K e y S F B T T e c h n iq u e s Asking questions to elicit exceptions to problems to help clients shift the focus from the problem to possible remedies and solutions The miracle question: “Suppose that tonight, while asleep, a miracle happens & the problem is resolved overnight, what would you be doing the day afterwards? Use of scaling questions: On a scale of 1 to 10 where 1 represents how badly you felt when… and 10 represents how you will feel when you no longer need to see me, where are you today?
    105. 105. P o s it iv e M e t h o d s –E m e r g in g P a r a d ig m NeuroSciences – Study of the Brain
    106. 106. S u m m a r y : A p p r e c ia t iv eC o a c h in g Based on the work of David Cooperrider and colleagues Emphasizes that individuals, executives and organizations do not need to “be fixed.” Focuses on accessing existing strengths and distinctive competencies R eaffirms and encourages a person’s qualities/traits to promote positive change and move the individual or organization forward. Applies 4 core discovery questions within a 4 to 5 phase model that empower individuals to look at the best of themselves and their organizations and leverage this to create a positive future.
    107. 107. A s s ig n m e n t s Complete the second coaching session with the client and submit the summary sheet by Class 6.
    108. 108. W e e k S ixA p p r e c ia t iv e C o a c h in g E x p e r ie n c e s C o r e P r in c ip le s A lt e r n a t iv e M o d e ls A p p lic a t io n s
    109. 109. A g e nd a – We e k 6 Review/Discuss Appreciative Coaching Session Two with Client including Feedback from Colleagues Five Core Principles AI Organizational Change Models Appreciative Coaching Models Appreciative Coaching Applications Reflections Completion
    110. 110. A p p r e c ia t iv e C o a c h in g –S e c o n d C lie n t S e s s io n Observations Discussion Learnings
    111. 111. F iv e C o r e P r in c ip le s o f A I &A p p r e c ia t iv e C o a c h in g C o n s t r u c t io n is t P r i n c i p l e – humans construct their reality through conversations; words create worlds P o s i t i v e P r i n c i p l e – positive approach to learning is more generative & effective than negative approaches that focus on what’s missing S im u lt a n e it y P r in c ip le – Inquiry is change; the first question we ask is fateful P o e t ic P r in c ip le ( O p e n n e s s ) – Organizations and individuals are more like stories than machines A n t ic ip a t o r y P r in c ip le – behavior & decisions about actions are based on what we anticipate as well as
    112. 112. C o n s t r u c t io n is t P r in c ip le – C o n s t r u c t R e a lit y V ia C o n v e r s a t io n s & S t o r ie s C oncept: Clients’ language & metaphors create their reality. A ssumptions:  What people focus on becomes their reality.  Language used creates their reality.  In each person, something works.  Self-awareness & destiny are interwoven. C oach A pproach:  Inquire into clients’ talents, past & present successes & unmet desires.  Listen for words, phrases, or metaphors that will guide clients toward the reality they seek.  Create a clear image of their key attributes that they want to keep & build on.  Gently move clients from problem-solving language to discovery & appreciative language.  Encourage clients to take personal responsibility for what they know & how they know it.
    113. 113. A p p r e c ia t iv e L a n g u a g e Describe your three greatest accomplishments to date. What made these accomplishments stand out for you? What have you incorporated into your current actions from your past accomplishments? How could you use what you’ve learned from these accomplishments to assist you in making future changes? List five adjectives that describe you at your best. What situations tend to bring out your best? What are you learning and accepting about yourself at present? How do you talk about yourself about…? How do you talk about others about…? What gives you that spark of life? I wonder if you thought about…?
    114. 114. P o s it iv e A p p r o a c h is M o r eP r o d u c t iv e in L e a r n in g & C h a n g e  C oncept: When people are in a positive mode, they act more effectively in their lives.  A ssumptions:  Emotions can be contagious, especially in organizations.  Positive emotions are antidotes & can even undo effects of negative emotions.  Joy, interest, contentment & love can be transformational by contributing to the expansion of people’s ways of thinking & acting.  Positive emotions expand the repertoire (resources) of human capabilities physically, intellectually, and socially.  C oach A pproach:  Use positive language.  As coach stay in a positive frame of mind to connect with your own positive emotions.  Affirm and appreciate clients.  Nurture clients’ expression of positive emotion.  Help clients enhance their reflected best-self portrait.  Build positive virtuous (self-reinforcing) cycles.
    115. 115. A p p r e c ia t iv e L a n g u a g e I like to hear that word – it excites you. What are the times you feel at you best? So you’re feeling good about this… I love how you’re already putting form & substance to this. That’s very exciting. You’re very talented. I see something in you today that I haven’t seen before. Here is where you will shine.
    116. 116. P r in c ip le o f S im u lt a n e it y –In q u ir y C r e a t e s C h a n g e C oncept: Inquiry and change happen at the same time; the power of the present affects personal change A ssumptions:  Each conversation has impact on the client.  The seeds of change (how people, think, talk, discover and imagine the future) are sown in the first question asked.  Practitioners set the stage for what their clients focus on and find C oach A pproach:  Begin the coaching relationship with appreciative questions (these powerfully remind clients of their strengths & successes).  Realize the power of questions & be thoughtful in forming those questions.  Ask questions that prompt new thinking & answers (present, past & future).  Ask questions that help clients reframe their past from their perspective in the present.
    117. 117. A p p r e c ia t iv e L a n g u a g eP r o b le m -S o lv in g A p p r e c ia t iv e Q ’ s Q’ s  What gives you energy? Tell me what the problem is.  What do you most value about Tell me what’s wrong. yourself? What are you worried about?  What do you want more of? What do you need help with?  What worked well for you before? What’s bothering you?  What’s working well now? What’s working? What’s not  What first attracted you to? working?  What did you do to contribute? What are you going to do  How does it look when you…? about…?  How will you know? How are you doing to fix this?  What’s been your experience with Tell me what you want to do next. that? What do you think caused this to  How do you want to keep moving happen? forward for yourself? What’s your solution?  What are you doing each day What’s your plan that’s living your dream?  How will you create what you want?
    118. 118. P o e t ic P r in c ip le – S t o r y T e llin g C r e a t e s M e a n in g C oncept: Invites clients to view themselves, not as problems to be solved, but as an open book of possibilities. A ssumptions:  Clients are not limited to predictive cause-effect explanations.  Recognizes the power of stories & metaphors to capture human potential.  Recollections of stories at their best can be a powerful incentive to overcome current challenges.  Frees clients from limited ways of seeing themselves.  Clients live in systems of mutual interaction & the future cannot be predicted with certainty. C oach A pproach:  Give clients the freedom and permission to see themselves in a holistic way, not limited by past actions.  Help clients connect with their “inner flow” with a full range of human expression & autonomy.  Listen for moments of creativity & discovery.  Help clients experiment with new interpretations of their experiences.
    119. 119. A p p r e c ia t iv e L a n g u a g e Let go of a way of life you’ve had. You sound very congruent. Imagine all your possibilities. Where have you been successful? What does that mean for you? A wonderful blessing. A connection between… Exploring what you are capable of. What a great insight! You are more of yourself now. What will help you tap into your passion? Now you can move on. So some space is opening now with new possibilities.
    120. 120. A n t ic ip a t o r y P r in c ip le –Im a g e s o f t h e F u t u r e C oncept: Relates to clients’ creating a clear positive image of the future for themselves, one that expresses their desires & possibilities; it is this future image that will guide client’s current actions & behavior. A ssumptions:  Whatever clients focus on is what they will most likely create;  There is a strong relationship between images of the future and thinking (expectations) in shaping the future reality;  Positive images & positive thinking create a positive future; C oach A pproach:  Solicit and listen for phrases clients use to paint images of, & express longings for, their desired future  Engage clients in drawing forth & shaping their dreams of the future and remind them of the crucial link between future images & current actions
    121. 121. A p p r e c ia t iv e L a n g u a g e How does that feel as you anticipate…? What about that excites you? What images do you have of…? Who are your role models for…? What are some of the ways you’d like to challenge yourself with…? What could you imagine yourself doing? So would that be something of interest for you in the future? What’s a small step that could take you in the direction of doing more of what you want? That’s an excellent step to get you where you want to go. What would like that to look like?
    122. 122. A p p r e c ia t iv e C o a c h in g C o r eP r in c ip le s S u m m a r y Positive change in the organization and the individual is created through language which focuses on the life- giving forces and positive experiences of the past. These positive energies, resources, and qualities are brought forward and enhanced to create a better future. Thus, the future is grounded in the past, providing continuity and opportunity for more likely sustaining the change.
    123. 123. M u lt ip le M o d e ls U sefulness of M odels - W hat, W hy, H ow? Organizational C hange M odels  AI 4-D Organizational Change Model  4-I Organizational Change Model  Action Research Model for Change A I C oaching M odels  Appreciative Coaching 4-D Model  Appreciative Coaching 5-D Model  Appreciative Coaching 5E Model
    124. 124. AI Organizational Change Models
    125. 125. A p p r e c ia t iv e In q u ir y “ 4 -D ”O r g a n iz a t io n a l C h a n g e C y c le- C o o p e r r id e r Discovery Appreciate “What is” Delivery Dream AFFIRMATIVE Imagine Create “What will be TOPIC CHOICE “What might be” Design Determine “What should be”
    126. 126. T h e M o h r /J a c o b s g a a r d F o u r - IMode l of C ha ng e Initiate Choose Positive Topic of Inquiry Inquire Innovate into Stories of Find Innovative AFFIRMATIVE Life-Giving Forces Ways to Create Select Themes, Topics That Future TOPIC CHOICE Of Further Inquiry Imagine Create Shared Images of The Future
    127. 127. A c t io n R e s e a r c h M o d e l o fO r g a n iz a t io n a l C h a n g e Appreciating Valuing the Best of What is Innovating AFFIRMATIVE Envisioning What will be What might be TOPIC CHOICE Dialoguing What should be
    128. 128. A p p r o a c h e s t o M a n a g in gC h a n g e in O r g a n iz a t io n s P roblem Solving A ppreciative I nquiry Identify Problem  Appreciate “What is” (What Conduct Root Cause Analysis gives life?) Brainstorm Solutions &  Imagine “What Might Be” Analyze  Determine “What Should Be” Develop Action Plans  Create “What Will Be” Me t a p h o r :  Me t a p h o r : Or g a n iz a t io n s a r e Or g a n iz a t io n s a r e p r o b l e ms t o b e s o l u t io n s t o b e s ol v ed. e mb r a c e d .
    129. 129. O r g a n iz a t io n a l A r c h it e c t u r e Key P roc e s s es The m e or L if e - G iv in g Key F o r c P la y e r e s
    130. 130. A p p r e c ia t iv eC o a c h in g M o d e ls
    131. 131. A M o d e l o f A p p r e c ia t iv eA p p r o a c h t o C o a c h in gA d a p t e d f r o m C o o p e r r id e r ’ s 4 -D C h a n g eMode l by S a ra O re m Discovery Natural Skills Delivery Dream AFFIRMATIVE Positive Energy Ability to CreateHigh Performance TOPIC CHOICE Our Future Design Results Create ideal future
    132. 132. C o a c h in g w it h A I 5 -D P r o c e s sB a s e d o n C o o p e r r id e r ’ s 4 -D C h a n g e M o d e l,A d a p t e d t o a 5 -D C h a n g e M o d e l a t G T E a n dE x p a n d e d t o C o a c h in g b y B a r b a r a S lo a n D e f in it io n : T o p ic , P u r p o s e , G o a ls , Id e a l O utc o me , R e la t io n s h ip D is c o v e r y : P e a k s , S tre ng ths , C o m p e t e n c ie s D e s t i n y /D e l i v e r D re a m: y: To p i C lie n t & S y s t e m B e c o m in g , c V a lu e s , S h a r e d B e in g , (What you Want More D re a ms S u s t a in in g , of) C h e c k -In s D e s ig n : D e c la r a t io n s , D e c is io n s , C o m m it m e n t s , A c t io n s
    133. 133. A I 5 - E /5 - D C o a c h i n g M o d e lE x p a n d e d b y G e r i E n g la n d , D e r iv e d f r o m D a v idC o o p e r r id e r ’ sA I 4 -D C h a n g e M a n a g e m e n t P r o c e s s E ng a g e me nt ( D e f in it io n ) : E n r o llm e n t , C o n t r a c t in g , D e s ir e d O utc o me s , R e la t io n s h ip E x p lo r a t io n ( D is c o v e r y ) : S y s t e m Context & C lie n t V a lu e s , S t r e n g t h s , E x e c u t io n & C o m p e t e n c ie s , E n v is io n in g E v o lu t io n P a s s io n s (D re a m): ( D e liv e r y ) : A f f ir m a E x p e r ie n t ia l, Forwarding the action, t iv e e m o t io n a l, A g re e me nts , T o p ic g r o u n d in g in F o s t e r in g (What you Want More of) s h a r e d im a g e s o f C o m m it m e n t & E x p a n s io n ( D e s ig n ) : id e a l f u t u r e , Im p a c t , E lic it in g In n o v a t iv e me ta p ho rs S u s t a in in g t h e A p p ro a c he s & S te p s C ha ng e to w a rd the b e s t p o t e n t ia l, A c t io n s , S ys te m S u p p o r t
    134. 134. D is t in c t io n s - T r a d it io n a lC o a c h in g v s C o a c h in g w it h A I T raditional C oaching A ppreciative C oaching Client individually  Client is responsible and responsible for is also affected by others performance and the organization Coaching is a private  Coaching is a more open process process (often including Facilitative others’ observations) Coach often seen as  Collaborative and expert growing relationship with coach and others Traditional problem-  Possibility focused solving orientation
    135. 135. A p p lic a t io n A r e a s Leadership & Management  Collaborative alliances & joint Development ventures Work Process Redesign  Community & customer relations Team Development  Diversity initiatives Organization Culture Change  Strategic Planning Employee Development  Focus Groups HR Practices: Staffing,  Benchmarking Orientation, Performance  Surveys Management  Evaluation to Valuation Communications  Transitions In-take Interviews  Career Development 360 Feedback and Coaching  Group Coaching
    136. 136. W h y A p p r e c ia t iv e C o a c h in gWo rk s Does not focus on changing people  The message is not about what they have done wrong or must stop. Invites people to engage in building the kinds of lives, organizations and communities that they want to live in. Helps each person see the need for change, explore new possibilities, and develop solutions. Assumptions  conversation  dominant images  individual acts at both conscious and unconscious levels  create positive change and desired future
    137. 137. R e f le c t io n s What are your take-aways from this course? How has learning about Appreciative Inquiry and Appreciative Coaching influenced you and your approach to coaching? What key idea, principle or practice intrigues you such that you might apply it in your coaching or organizational life?
    138. 138. A I R e fe re nc e s Appreciative Inquiry: Change at the Speed of Imagination, by Jane Magruder Watkins and Berhard J. Mohr, 2001 Appreciative Inquiry: A Constructive Approach to Organization Development and Social Change, 2001 Cape Cod Institute Workshop by David Cooperrider and Marge Schiller• Appeciative Inquiry Handbook, David Cooperrider, Diana Whitney, and Jacqueline Stavros, Editors,2004. “Appreciative Inquiry: Igniting Transformative Action,” by Bernard Mohr. From The Systems Thinker, Volume 12, #1, 2001, at www.pegasuscommunications.com. Appreciative Inquiry: Rethinking Human Organization Toward a Positive Theory of Change by David Cooperrider, Peter Sorensen, et. al, 1999• Collaborating for Change: Appreciative Inquiry by David Cooperrider and Diana Whitney, Berrett-Koehler Publishers, 2000.
    139. 139. A I R e fe re nc e s ( c o nt.) Encyclopedia of Positive Questions Using Appreciative Inquiry to Bring Out the Best in Your Organization by Diana Whitney, David Cooperrider, et. al, 2001 “A Revolution in Change”, 1995-1998 Presentations to GTE by David Cooperrider Lessons from the Field: Applying Appreciative Inquiry, edited by Sue Hammond & Cathy Royal, 1998 “What is Appreciative Inquiry” by Joe Hall & Sue Hammond, www.thinbook.com Other Resources:  AI Listserve at ailist-admin@mail.business.utah.edu  AI Commons website at http://appreciativeinquiry.cwru.edu/  AI Consulting Organization: A global network if AI practitioners at www.aiconsulting.org
    140. 140. C o a c h in g R e f e r e n c e s Appreciative Coaching A Positive Process for Change, by Sara L. Orem, Jacqueline Binkert and Ann L. Clancy. A Simpler Way by Margaret Wheatley, 1998 Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment by Martin Seligman, 2004 Coaching, Counseling & Mentoring by Florence Stone, 1998 Coaching Evoking Excellence in Others by James Flaherty, 2005 Coaching for Leadership by Marshall Goldsmith, Laurence Lyons, & Alyssa Freas, 2005 Coaching for Performance: Growing People, Performance and Purpose by John Whitmore, 2002 Co-Active Coaching by Laura Whitworth, Henry Kimsey-House & Phil Sandahl, 1998 Executive Coaching with Backbone and Heart by Mary Beth O’Neill, 2000 Flow: The Psychology of Optimal Experience by Mihaly Csikszentmihalyi, 2006
    141. 141. C o a c h in g R e f e r e n c e s ( c o n t . ) Happy for No Reason by Marci Shimoff and Carol Kline, 2008. “Introduction to AI in Coaching” at the Second Annual Conference on Appreciative Inquiry: Creating Organizations for Business & Society, by Barbara Sloan, Irene Bugge & Trudy Canine, 2004 Leadership and the New Science: Discovering Order in a Chaotic World, by Margaret Wheatley, 2001 Learned Optimism: How to Change Your Mind and Your Life by Martin E. Seligman, 2006 Now Discover Your Strengths by Marcus Buckingham and Donald O. Clifton, 2001 “Coaching from an Appreciative Perspective”, 2004 Proceedings of the Second ICF Coaching Research Symposium, by Sara Orem Positive Psychology in Practice by P. Alex Linley and Stephen Joseph, 2004 Quiet Leadership, Help People Think – Don’t Tell Them What to Do! by David Rock, 2006. The Brain That Changes Itself by Norman Doidge, M.D., 2007 The Psychology of Executive Coaching by Bruce Peltier, 2001 Turning to One Another: Simple Conversations to Restore Hope to the Future by Margaret Wheatley, 2002

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