This research paper describes how Appreciative Inquiry (AI) has been used and applied to transform the tussle into trust & engagement. Using experiential workshop methodology for different groups of managers have been selected based on their designation (managers to DGM levels) and years of experience. Firstly, various conflict experiences for selected midlevel managers (Sample of 54) has been discovered (in story form) as a starting point. Various themes have been identified out of those stories. In the next step, they were divided into groups of 6-8 people and dreamed about ‘the most engaging climate’ using visualization activities. Following that the groups worked on action points or mechanisms for managing tussle and developing ‘appreciative climate’ (trustworthy and engaging).

1. Tussle to Trust:
Developing an “Appreciative
Climate” for a Hydro Power
Organization
Dr. Hardik Shah- IMT-G, India.
WAIC 2015.

2. Presentation Flow
• Abstract
• Organization Brief
• Methodology & Design
• Results and Discussions
• Interventions of Appreciative
Climate

3. ORGANISATION BRIEF
• Most economic and preferred source
of electricity in hydropower sector.
• Massive capacity :
–12mm tons
–Sales turnover exceeding 4 Billion USD and
–Workforce of 125,000.

4. ‘THE TOP’ MANDATE
Top Management
Conclave in Nov.2014:
Brainstorming sessions
were held on various
important issues creating
synergy for the Strategic
Integration, Growth plan,
Reduced Employee
Conflicts, and Speedy
Decision Making

5. AI DESIGN
• AI Appreciative Inquiry
Workshops (4D –Model)
– Discover: Triggers/drivers of
“Tussle” (Stories)
–Dream: Anchors for
Developing Appreciative
Climate
–Design: Co-creating pathways
• Linking with Competency
Behaviours
– Density: Follow up Survey

6. • “Quotations coming from vendors were not properly
structure. Deviations from specifications and terms &
conditions were written anywhere in the quotation about
suppliers or meeting specification. T&C s and knowledge of
deviations weren’t mentioned. I discussed the matter with
colleagues, subordinates and seniors and designed two
documents:-
Format for writing schedule of exceptions and deviations
(from technical & commercial terms)”.
• “….Format for submission of price bids and standardized
the tender documents with checklists”.
Power of Success Stories

7. Data Coding
• Data Coding includes
–“Tussle Triggers”
–“Anchors of Appreciative Climate”
Analysis of the pattern/s of relationship
between different categories of “Tussle
Triggers” and “AC Anchors”

8. Triggers- First Order
SELF WORK RELATIONSHIP
Building Credibility
Confidence
Self Awareness
Dealing with ambiguity
Dealing with Setbacks
Developing Flexibility and
adaptability
Integrity
Becoming Humane
Life & Career Goals
Acquiring Broad
organizational view and
strategic insight
Decision making at right
time
Technical aspects of running
Projects & Project
Management
Execution and Operational
Savvy
Managing Multiple
Stakeholders
Seeing from a new
Perspective
Handling Organizational
Change
Innovation, Creativity and
Entrepreneurship
Management and
Leadership
Building Relationship with Peers
and Superiors
Developing Trust
Customer Orientation
Communication and Feedback
Developing Subordinates
Using Information
Gaining Influence
Understanding and Working
Effectively in other cultural
contexts (cultural diversity within
India)
Understanding Individual and
Individual differences

9. Triggers for “TUSSLE”-2nd Order
 Equity
 Business Philosophy
 Technology- R&D
 Ideation
 Development Emphasis
 Continuous feedback & feed forward
– business results
 Customer Delight
 Appreciating Change

10. Anchors Appreciative Climate
 Trust
 Fairness
 Ethical Behaviour
 Transparency
 Collaboration
 Candour
 Flexibility
 Willingness to accept challenge

11. Developing an “Appreciative Climate”
• Strategic level tussle, a new
approach- preprocedure before
the official authorisation
procedure
• Gain the ability to inquire and
facilitate organizational tussle.
• Appreciating individual, group and
organizational level tussles by
inquiring into drivers/triggers and
providing climate anchors.
• Having deep insights into tussle
episodes in projects.
• Unique Role and Responsibility
(URR) templates provide during
the E-MAP (Moving Ahead through
Performance) process.

12. • In the part B for appraisal format certain
competency/ behaviours have been added.
Behaviour are defined for each of those and aligned
with anchors.
• Creating a information and knowledge sharing
systems. It should reduce repetition of some work
which inturn affects innovation and appreciation at
work.
• Role Reversal or job rotations to be used in more
strategic manner.
• The network of AI community learners to be created
which will continue to support and enhance each
other’s capacity to lead manage tussle at all the
levels, within the organization.
• Continuous feedback and appreciative coaching to
be provided.
• Identify and co-create change appreciative climate
of trust and engagement within the organization.

13. Integration with Competency and
Behaviours
 Business Sense: *Commitment to bottom line results by enhancing revenue
generation by addressing interest of customers and stakeholders *Balancing need
for viable short and long term performance *Optimizing unit/organization’s
contribution while supporting corporate objectives *Spotting and pursuing new
business opportunities wherever possible.
 Ability to build a strategic Vision: *Demonstrates ability to manage change
*Focus on long term issues *strategic thinking *Translate vision into goals.
 Team Building: Demonstrates effectiveness in re-organizing his/her own
department *Manage diverse and divergent views and group processes without
losing sight of objectives. * Balancing conflicting views of stakeholders.

14.  Conflict Resolution: *Aware of possible sources of conflicts and use the
awareness to facilitate a support climate. Anticipates and creates a plan to
manage conflicts. *Facilitates resolving interdepartmental conflicts/
sensitive matters at organisational level.
 Communication skills : Communicate ideas and information effectively
and market key points effectively through public speaking and presentation
* Ability to convert ideas through action plans and ensure acceptability
within the organization and performance at Board meetings
 Leadership Abilities: Demonstrates ability *For guiding collective
decision making *For succession planning *Crisis management and
*Ability to take risks.
• Self Confidence: *States confidence in own judgment and ability,
especially in conflicts.

15. Follow Up Phase
• 60% stated that AI has given them a new perspective to look at
issues of change management.
• 80% people stated that AI has helped them deal with each other in a
more emotionally mature manner.
• Improved signs of satisfaction for different stakeholders
Qualitative quotes :
• “Trust is the only way to avoid tussle”
• “My team is now perceiving me a“Triggers” as a more positive and dynamic
person”
• “Talent ki Kami Nahi hai (talent is in abundance)…. Positive frame…is Required”
• “AI is an eye opener, has to be cultured & nurtured continuously”
• “Being Proactive-is the only way forward”
• “Who are Game changers-Customers vs. other stakeholders”
• “VIR TUM BHADE CHALO, DHIR TUM BADHE CHALO, SHER TUM BHADE CHALO” -
Symbolic Value

16. Go back to the workplace space and
think of a tussle situation you are
facing now or faced in past 3-6
months?
Reflect and Identify the appreciative
“YOUR” Appreciative Anchor/s.
How do you feel now?

17. All the powers in the universe are
already ours.
It is we who have put our hands
before our eyes and cry that it is dark.
Vivekananda

18. hardiknim@yahoo.com
hshah@imt.edu
+91-9278533499
CONSULTANT
RESEARCHERTEACHER
TRAINER