Change management and organization development appreciative enquiry

657 views

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
657
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
14
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Change management and organization development appreciative enquiry

  1. 1. CMOD APPRECIATIVE INQUIRY PRESENTED BY: SHUBHAM SINGHAL 80303120053 PGDM NMIMS HYDERABAD
  2. 2. Appreciative Inquiry (AI) • Developed and extended since the mid 1980s primarily by students and faculty of the Department of Organizational Behavior at Case Western Reserve University • Appreciative Inquiry (AI) is a method for studying and changing social systems: – Groups – Organizations – Communities • It advocates collective inquiry into the best of what is in order to imagine what could be, followed by collective design of a desired future state that is compelling and thus, does not require the use of incentives, coercion or persuasion for planned change to occur.
  3. 3. What is Appreciative Inquiry (AI)?  An approach to organizational analysis and learning.  Intended for discovering, understanding and fostering innovations in social organizational arrangements and processes.  Based on the belief that human systems are made and imagined by those who live and work within them.  Seeks out the “best of what is” to help ignite the collective imagination of “what might be”.
  4. 4. Ap-pre‟ci-ate- Meaning 1. valuing; 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. to increase in value, e.g. the economy has appreciated in value. Synonyms: valuing, prizing, esteeming, and honoring
  5. 5. In-quire‟ (kwir) - Meaning 1. the act of exploration and discovery. 2. to ask question; to be open to seeing new potentials and possibilities. Synonyms: discovery, search, study, and systematic exploration.
  6. 6. Why use Appreciative Inquiry?  An interactive and engaging process  Increase in stakeholder buy-in  Decrease in resistance to evaluation and change  Less anxiety provoking the more traditional approaches
  7. 7. Appreciative Inquiry & Problem Solving Problem solving Felt need „identification of problem‟ Analysis of causes Analysis of possible solutions Action planning (treatment) Basic assumption: organisation is a problem to be solved Appreciative inquiry Appreciating and valuing the best of what is Envisioning what might be Dialoguing what should be Innovating what will be Basic assumption: organisation is a mystery to be embraced.
  8. 8. The 4Ds of Appreciative inquiry
  9. 9.  Constructionist Principle: The way we know is fateful.  Principle of Simultaneity: Change begins at the moment you ask the question.  Poetic Principle: Organizations are an open book.  Anticipatory Principle: Deep change = change in active images of the future.  Positive Principle: The more positive the question, the greater and longer-lasting the change. 5 Principles of AI
  10. 10. Applying Ai in Business  Motorola  AVON  Paine Webber  GTE  Body Works  Hunter Douglas  Nutrimental
  11. 11. Aspects Ai Can Improve • Culture Change • Strategy Design • Problem Solving • Improving Quality • Product Development • Human Conflict (all levels & relationships)
  12. 12. Impacts of Ai in a Case Organization  David Chandler researched AI for a thesis paper on engaging workers in an organization‟s mission and strategies. He collected quantitative and qualitative research from almost 800 employees in a client organization that used AI for whole-system change.  A high level results of an AI intervention are shown in the next slides. A complete set of data is available from the author at www.tlcsite.com
  13. 13. Good Understanding of Organizations Goals 1 1.5 2 2.5 3 Before Ai After Ai
  14. 14. Commitment to Company Goals 1 1.5 2 2.5 3 Before Ai After Ai
  15. 15. Understand How My Work Fits With Company Goals 1 1.5 2 2.5 3 Before Ai After Ai
  16. 16. High Level of Initiative in My Work 1 1.5 2 2.5 3 Before Ai After Ai
  17. 17. Motivated to be Productive 1 1.5 2 2.5 3 Before Ai After Ai
  18. 18. Innovation and Creativity in my Work 1 1.5 2 2.5 3 Before Ai After Ai
  19. 19. Committed to and Feel Responsible for My Results 1 1.5 2 2.5 3 Before Ai After Ai
  20. 20. “Would you recommend using Ai as a part of significant change efforts?” YES NO
  21. 21. Other uses of AI • Mission Statement/Vision Development • Strategic Planning • Organizational/System Redesign • Process & Service Enhancement • Improvement Initiatives

×