Appreciative Inquiry: A Revolution in ChangePresentation Transcript
Appreciative Inquiry A Revolution in Change * View Notes for speaking note suggestions Contact Debbie Morris at email@example.com
New Challenges Require New Thinking First
“ The world we have made as a result of the level of thinking we have done thus far creates problems we cannot solve at the same level of thinking at which we created them” – Albert Einstein
A western educational & business tradition that stresses:
- critical thinking - critiquing
- adversarial thinking - confrontation
- testing one viewpoint against the other to find the strongest
We focus almost exclusively on advocacy
- presenting our views and arguing strongly for them
- debating forcefully to influence others
Most managers are trained to be advocates
A complementary skill to advocacy that:
seeks to uncover information about why a particular view is held
asks questions about underlying assumptions, beliefs, reasoning
- why do you believe this ?
- what logic leads to this conclusion ?
- what facts and data do you have ?
- what examples or past experience exists ?
Supported by attitude of wanting to understand, explore, learn, expand
Not a technique to cross examine people or find fault
Recognize the quality, significance or magnitude of
To be fully aware of or sensitive to
To raise in value or price
The process of gathering information for the purpose of learning and changing.
A close examination in a quest for truth.
How It Works… Generally
First, understand the positive core of a living system. What makes it most effective and vital, in economic, ecological and human terms?
We move in the direction of our deepest and most frequently asked questions.
Positive guiding images of the future trigger action in the present.
Images are found in our dialogue with each other.
Ratio of positive to negative statements is a success factor for change.
Individuals & groups can then weave the best of what is into formal and informal practices.
This new approach to change, based on the power of the positive question, has emerged from revolutions in many fields
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.
Our image of the future drives our ACTION! Placebo Effect Help someone construct an image of how something might happen, and it drives behavior which creates a change in that direction Pygmalion Effect Change a teacher’s image of a student, and their behavior changes toward the student, improving student performance Sociology The study of problems creates an increase in number & severity of problems. But opposite also occurs. Sports Vivid visualization of one’s performance guides physical performance. Speed of learning when only correct images are reviewed. Internal Conversations Studies of pre and post operative patients. Difference in recovery between positive and negative imagery.
New definition of leadership includes:
the ability to see the best,
lift it up,
create an alignment of strengths,
see opportunities in the environment more rapidly than others.
The Idea of Positive Change
Definition: Any form of organization change, re-design, or planning that begins with comprehensive analysis of an organization’s “ positive core” 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.
Breaks things into pieces & specialties, guaranteeing fragmented responses
Slow! Takes a lot of positive emotion to make real change.
Assumes organizations are constellations of problems to be overcome
What to grow
New grammar of the true, good, better, possible
“ Problem focus” implies that there is an ideal. AI breaks open the box of what the ideal is first.
Expands vision of preferred future. Creates new energy fast.
Assumes organizations are sources of infinite capacity and imagination
Problem Solving Appreciative Inquiry
The AI Change Process Definition: Decide What to Learn About Discovery: Opportunity Context Positive Core Dream: Envisioning what might be; shared images for a preferred future Design: Finding innovative ways to create that future; Breakthrough propositions Delivery: Sustaining the Change Topic (What you Want More of)
4 Generic Questions to Start
Best experience. A time when…
What do you value about… yourself, work, organization.
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?
If you had three wishes for this organization, what would it be?
Typical Project Start-up
Choose the topic: combine themes from generic interviews with research questions.