Appreciative Inquiry#18 Adc8

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Appreciative Inquiry#18 Adc8

  1. 1. Appreciative Inquiry (AI) An Approach to Organizational and Social Change Sociology 168 – Social Justice Thursday, May 24,2007
  2. 2. Learning Outcomes for Today <ul><li>What is the key concept of AI? </li></ul><ul><li>Overview of AI </li></ul><ul><ul><li>How / when did it start? </li></ul></ul><ul><ul><li>The (5) core principles </li></ul></ul><ul><ul><li>The (5) basic steps </li></ul></ul><ul><li>How is it different from other social or organizational change strategies? </li></ul><ul><li>When is it useful/appropriate? Not…? </li></ul>
  3. 3. Key Concept of AI <ul><li>“ Appreciate” + “Inquiry” = ? (See p.4) </li></ul><ul><li>Basic Strategy: Find what is working and build on it </li></ul><ul><ul><li>Learn from moments of excellence </li></ul></ul><ul><ul><li>Focus on the positive </li></ul></ul><ul><ul><li>Look where you DO want to go/energy follows attention </li></ul></ul><ul><li>Deficit-based change vs. Constr-based change [ ] </li></ul><ul><li>Bowling Story </li></ul><ul><ul><li>Univ Wisconsin study of learning process </li></ul></ul><ul><ul><li>Videotaped 2 teams/studied tapes </li></ul></ul><ul><ul><li>Different tapes/edited by “mistakes” or “successes” </li></ul></ul><ul><ul><li>Both teams improved </li></ul></ul><ul><ul><li>Team that studied successes 2x better </li></ul></ul>
  4. 4. Definitions (Interactive: ask students for their understanding) <ul><ul><ul><li>Appreciate </li></ul></ul></ul><ul><ul><ul><ul><li>to value, </li></ul></ul></ul></ul><ul><ul><ul><ul><li>To recognize the best in people or the world around us; </li></ul></ul></ul></ul><ul><ul><ul><ul><li>to affirm past and present strengths; </li></ul></ul></ul></ul><ul><ul><ul><ul><li>to perceive those things that GIVE LIFE (excellence, vitality) to living systems </li></ul></ul></ul></ul><ul><ul><ul><li>Inquire : </li></ul></ul></ul><ul><ul><ul><ul><li>To explore or discover; </li></ul></ul></ul></ul><ul><ul><ul><ul><li>to ask questions; </li></ul></ul></ul></ul><ul><ul><ul><ul><li>to be open to seeing something new </li></ul></ul></ul></ul>
  5. 5. Personal Reflection <ul><li>Reflect on a relationship in your life you might like to change – to be more fun, more positive, more engaged, more useful. It could be a group you belong to, you family or a workplace situation. </li></ul><ul><li>What aspect(s) already embody “what you would like to have more of?” What’s already working for you? Could it provide a starting point to move more in that direction? What might a first step in that direction look like? </li></ul><ul><li>Share with a neighbor </li></ul>
  6. 6. Overview of AI <ul><li>How/when did it start </li></ul><ul><ul><li>Early 1980’s/David Cooperrider/grad student </li></ul></ul><ul><ul><li>Cleveland Clinic/what’s wrong>what’s right </li></ul></ul><ul><li>Where is it used? </li></ul><ul><ul><li>Schools/communities (Imagine Chicago) </li></ul></ul><ul><ul><li>Organizations/corporations (Nutrimental/Brazil) </li></ul></ul><ul><li>When not to use? </li></ul><ul><ul><li>Stakeholders/leadership do not support </li></ul></ul><ul><ul><li>Outcomes are pre-determined </li></ul></ul><ul><ul><li>Logistics/resources do not permit complete process </li></ul></ul>
  7. 7. How is it different from other models of org. change? <ul><li>Two contrasting models for organizational change [ ] </li></ul><ul><ul><li>Deficit-based change </li></ul></ul><ul><ul><li>Constructionist-based change </li></ul></ul><ul><li>Not just “positive thinking” </li></ul>
  8. 8. Five Core Principles <ul><li>(1) We move in the direction of the images we create and the words we use. </li></ul><ul><li>(2) Change starts w/the first question </li></ul><ul><li>(3) Present behavior is influenced by the future we anticipate/hope for/seek to create </li></ul><ul><li>(4) No boundaries on what we can inquire about and learn from </li></ul><ul><li>(5)The more positive the questions, the more effective& longlasting the process will be </li></ul>
  9. 9. Five Steps <ul><li>Choose the positive as a focus for the inquiry </li></ul><ul><li>Inquire into exceptionally positive moments/experiences </li></ul><ul><li>Share stories & identify life-giving forces </li></ul><ul><li>Create shared images of a preferred future </li></ul><ul><li>Innovate & improvise ways to create that future </li></ul>
  10. 10. Overview: Paired Affirmative Interviews <ul><li>Purpose of this exercise </li></ul><ul><li>Distribute guides/review questions </li></ul><ul><li>Remember to take notes </li></ul><ul><li>Look for best stories, high points & “quotable quotes” </li></ul><ul><li>Review timing; </li></ul><ul><ul><li>Ten minutes for each person to be interviewed </li></ul></ul><ul><ul><li>1-2 minutes to share high points & quotes </li></ul></ul><ul><li>Find a partner & go </li></ul>
  11. 11. Interview Guide Best Activist Experience <ul><ul><li>See free standing guide –PPT format doesn’t work for this </li></ul></ul>
  12. 12. Debrief <ul><li>What is one thing that stood out for you today? </li></ul><ul><li>What was most valuable aspect of this exercise? </li></ul><ul><li>What might you take forward? </li></ul><ul><li>What could have been bettr/different? </li></ul>
  13. 13. Resources <ul><li>The Essentials of Appreciative Inquiry : A Roadmap for Creating Positive Futures, Mohn & Watkins </li></ul><ul><li>www.taosinstitute.net </li></ul><ul><li>Appreciative Inquiry Handbook , Cooperrider, Whitney & Stavros. </li></ul>

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