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Appreciative inquiry - November 2011


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Appreciative Inquiry cycle

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Appreciative inquiry - November 2011

  1. 1. Building our identity
  2. 2. David Cooperrider “It could be argued that all leadership is appreciative leadership. It’s the capacity to see the most creative and improbably opportunities. It’s the capacity to see with an appreciative eye the true and the good, the better and the possible.”
  3. 3. Agenda What Appreciative Inquiry is How it was developed at 4D in 2006 Where we are now A new future to craft
  4. 4. a philosophy of knowing a methodology for managing change an approach to leadership a tool for human development What’s Appreciative Inquiry? It is the study and exploration of what gives life to human systems when they are at their best. It is an organization development methodology based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.
  5. 5. 8 Assumptions of AI  In every human situation something works  What we focus on becomes our reality  Reality is created in the moment and there are multiple realities  The language we use shapes our reality  The act of asking questions influences the outcome in some way  People have more confidence going into the future (unknown) when they carry forward parts of the present (known)  If we carry parts of the past into the future, they should be what are best about the past  It is important to value differences
  6. 6. Appreciate & Inquire  to recognize the best in people and the world around us;  to perceive those things which give life, health, vitality and excellence to living human systems;  to affirm past and present strengths, successes, assets and potentials;  to increase in value (e.g., the investment has appreciated in value).  to ask questions;  to study;  to search, explore, delve into or investigate.
  7. 7. 5 principles of Appreciative Inquiry  Constructionist Principle
  8. 8. 5 principles of Appreciative Inquiry  Principle of Simultaneity These become the stories out of which the future is conceived, discussed, and constructed.
  9. 9. 5 principles of Appreciative Inquiry Poetic Principle Human organizations are an open book An organization’s story is constantly being co-authored. The organization’s past, present and future are endless sources of learning, inspiration, and interpretation
  10. 10. 5 principles of Appreciative Inquiry  Anticipatory Principle Collective imagination and discourse about the future are the most important resource for generating constructive organizational change or improvement
  11. 11. 5 principles of Appreciative Inquiry  Positive Principle When we feel good we can think more strategically, absorb information quicker, we are more creative, we reach decisions faster, we recover more quickly from setbacks, and even our health improves
  12. 12. How it works  Organizations move in the direction of what they study.  It focuses the attention on an organization’s most positive potential - its positive core.  The positive core is the essential nature of the organization at its best – people’s collective wisdom about the organization’s tangible and intangible strengths, capabilities, resources, potentials and assets.  The Appreciative Inquiry 4-D cycle unleashes the energy of the positive core for transformation and sustainable success.
  13. 13. The 4D Cycle Discovery “What gives life?” (The best of what is) Appreciating Dream “What might be?” (What is the world calling for) Envisioning Results Design “What should be--the ideal?” Co-constructing Destiny “How to empower, learn, and adjust/improvise?” Sustaining Affirmative Topic Choice
  14. 14. DISCOVERY It is an extensive search to understand the "best of what is" and "what has been." It begins with the collaborative act of crafting appreciative interview questions and constructing an appreciative interview guide. These questions are written as affirmative probes into an organization’s positive core, in the topic areas selected. They are written to generate stories, to enrich the images and inner dialogue within the organization, and to bring the positive core more fully into focus.
  15. 15. 4D DISCOVERY A complete interview guide includes:  A formal introduction to explain the project and the purpose of the interview.  The questions:  Opening questions  Questions on the affirmative topic or topics selected  Concluding questions – generally about future A summary report sheet
  16. 16. DISCOVERY Summary Report A Team-Based organization Teamwork was essential for starting 4D and this mindset has become a critical success factor in carrying out new projects and developing new ideas. This is not just cosmetic, when working at our best we eliminate unnecessary division and we are all engaged as partners creating person-to-person networks, project and study groups, and the like.
  17. 17. DISCOVERY Summary Report  believe in what we are doing and work together towards an aim efficiently organized and everybody wants to help share material and knowledge everybody has to feel comfortable commitment encourage people devote personal time to benefit everybody  know each other share the same goals be willing to work respect each other division of tasks complement each other; one has an idea, another one organizes it, another one suggests how to implement it, etc.  good communication share common values
  18. 18. DISCOVERY Summary Report A Learning Organization We are always evolving as human beings, as professionals. We are always in need of a fresh impetus to encourage ourselves and to go on learning. “…learning to become more effective by exploiting the learning opportunities that lie just below the surface of everything you do already.” Adrian Underhill In a “learning organization” people are continuously challenging themselves to move out of their comfort zones, think in new ways, acquire new knowledge and skills, and experiment with new methods. Learning is an aware and active use of the experiential learning cycle in one’s life and work. Learning is a belief that creativity, understanding, experience and character continue growing throughout one’s life.
  19. 19. DISCOVERY Summary Report learn from every situation share teaching experiences get support be creative and innovative help others to learn share ideas openly pursue ideas explore, experiment learn more about language support by reaffirming what you do right work together in different projects prepare for international examinations learn with everything you do what you know, you have to share it mistakes are a way of learning learn as a life-long experience challenges make you learn people make you become aware of things learn as a way of feeling alive and fresh walk your talk help people grow
  20. 20.  the human side of the business ***  people: as colleagues, as students **  share the same goal **  true commitment ***  share knowledge, material, experiences **  learn and improve ***  keep on moving **  a sense of belonging **  become better people and professionals  be respected  respect for each other  a comfortable atmosphere  feel supported  devote time to other people’s benefit
  21. 21. DREAM Discovery Dream Design Destiny Affirmative Topic Dream “What might be?” (What is the world calling for) Envisioning Results challenge the status quo working relationships create synergy think out of the box create excitement
  22. 22. what people are doing working in groups, in teams working more effectively working on improving content courses training new teachers doing things that are necessary working on areas of interest working happily how we look like innovators of change bigger but maintaining the advantages of being small recognized as an institute that does things differently a “we care” company excellent, everybody looking towards the same goal everybody works toward the same more professional and more clients more roles to perform as a consulting institution on education how we are working with technology, taking advantage of it working with people from different parts of the world in teams doing research developing programs helping people gaining expertise on areas of interest training other teachers
  23. 23. the key to our success renewing educational tools but not core values hard work open and effective communication deep commitment constant renewal not getting stuck great leaders our willingness our values professionalism how we got there by doing what we are doing now by working hard with commitment perseverance believing in ourselves constantly overcoming situations working convinced of what we are doing developing together professionalism
  24. 24. DESIGN Discovery Dream Design Destiny Affirmative Topic Design “What should be--the ideal?” Co-constructing “Organizational transformation is much more than the critical mass of personal transformation. It requires macro level changes in the very fabric of organizing, the social architecture.” Diane Whitney The Requests, Offers and Commitments approach The Whole System Design approach
  25. 25. VALUES  Unity of purpose  Commitment to each other - team spirit  Professionalism - embedded knowledge  Dignity, diversity and respect  Social & human capital  Adventurous & pioneering  Joy and fulfillment IDEAS ABOUT THE FUTURE We want to be the most knowledgeable team of teachers since we want to be the pioneers in the field. To achieve this we need training and time that will result in excellence due to our research in different aspects of the profession. IDEAS ABOUT THE FUTURE Networking –within 4D –within our community –within the international community Specialization –researcher –communicator –translator –material developer –course designer –foreign link IDEAS ABOUT OUR MISSION Create opportunities for people – all our stakeholders – to develop in a confident, supportive and empowering atmosphere
  26. 26. We will be working on two Approaches to the Design Phase II. The Requests, Offers and Commitments Approach. Each participant is given the opportunity to publicly state a simple commitment, make an offer or articulate a request. Simple Commitments describes actions that can be easily taken, typically within one to two weeks and are within the existing authority and resources available to the person making the commitment. Offers may be made in response to a request for collaboration. Offers can come in any shape or form - specific is better. Requests are the other side of offers - but focused on what one person or group needs from another person or group. I. The Framework Approach We will be working on the strategic design on the following topics: Talent development and retention Alliances and Partnerships Organizational Structure We will be working on the operational design on the following topics: Business Processes Policies Communication Technology
  27. 27. DESTINY Discovery Dream Design Destiny Affirmative Topic Destiny “How to empower, learn, and adjust/improvise?” Sustaining ongoing learning and innovation focuses specifically on personal and organizational commitments and paths forward the processes, structures, and relationships from the design phase are put into action. look for ways to improve and expand the AI process
  28. 28.  Appreciative Inquiry Handbook – David L. Cooperride, Diana Whitney, Jacqueline Stavros (2003) Lakeshore Publishers What Great Managers Do – Marcus Buckingham (2005) Harvard Business Review Appreciative Inquiry: A Positive Approach to Building Cooperative Capacity – Frank Barret & Ronald Fry (2005) Tao Institute  No+Pálidas: Cuatro Actitudes para el Éxito. Enrique Baliño con Carlos Pacheco (2011) Xn Publishing Appreciative Inquiry: Change at the Speed of Imagination - Magruder Watkins,Bernard J. Mohr (2001) Jossey-Bass/Pfeiffer El cambio del Comportamiento en el trabajo – Santiago Lazzati (2008) Granica REFERENCES