Cultivating success through appreciative inquiry (awhe)
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This document discusses appreciative inquiry and staff development. It provides an overview of appreciative inquiry principles, which focus on identifying what works well and envisioning positive potential. The document outlines an appreciative interview process and cycle of discovery, dream, design, and destiny. It then provides examples of questions that could be used for appreciative inquiry with teams and staff to cultivate an organizational culture. The goal is to identify strengths and envision improvements through collaborative appreciation and storytelling.
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Cultivating success through appreciative inquiry (awhe)
- 1. cultivating success through appreciative inquiry and staff development Wendy Bruun
- 2. Agenda • Who is present? • Burning Questions • Leadership, Supervision, and Staff Development • Appreciative Inquiry • SWOT vs SOAR • Positive Psychology • Cultivating Your Organizational Culture • Plan of Action
- 11. IS NOT MEASURED BY THE NUMBER OF BREATHS WE TAKE, BUT BY THE THAT TAKE OUR BREATH AWAY. Life mom ents
- 12. In every organization, some things work well Appreciative Inquiry Principle 1
- 13. What we focus on becomes our reality. Appreciative Inquiry Principle 2
- 14. Asking questions influences the group. Appreciative Inquiry Principle 3
- 15. Appreciative Inquiry Principle 4 People have more confidence in the journey to the future when they carry forward parts of the past.
- 16. Appreciative Inquiry Principle 5 If we carry parts of the past into the future, they should be what is best about the past.
- 17. It is important to value differences. Appreciative Inquiry Principle 6
- 18. Appreciative Inquiry Principle 7 The language we use creates our reality.
- 20. Appreciative Interview 1. What would you describe as being a high-point experience in your organization, a time when you were most alive and engaged? 2. Without being modest, what is it that you most value about yourself, your work, and your organization? 3. What are the core factors that give life to your organization, without which the organization would cease to exist? 4. Assume you go into a deep sleep tonight, one that lasts 10 years. But while you are asleep, powerful and positive changes take place, real miracles happen, and your organization becomes what you want it to be. Now you awaken and go into the organization. It is 2023, and you are proud of what you see. As you take in this vision and look at the whole, what do you see happening that is new, changed, better, or effective and successful’?
- 25. Appreciative Topic (positive core) Discovery Appreciate the best of what is Dream Imagine what could be Design Determine what should be Destiny Create what will be
- 31. cultivating your organizational culture
- 32. Selecting …. Onboarding… Developing
- 38. When we deliberately seek out and notice those qualities that we hold in high estimation, our act of noticing and valuing actually amplifies those qualities and increases their value. - Barrett & Fry
- 39. Sample Team Questions •Describe a time when you feel the team/group performed really well. What were the circumstances of that time? •Describe a time when you were proud to be a member of a team/group. Why were you proud? •What do you value most about being a member of this team/group? Why?
- 40. Sample Staff Meeting Questions •How have you used (or thought about using) your strengths? •Favorite Moment •ONE-WORD - Why does TRiO work? •Student and Staff Celebrations •One (personal or professional) goal for summer and how can we support you?
- 41. Sample End of Term/Year Questions •What are our program strengths? •What could we enhance? •What are some provocative propositions?
- 42. Sample End of Term/Year Questions • What successes did you have with different students this semester? • What tools did you utilize with some students? • What learning moments did you experience? • What will you do differently with different students in the future? • What feedback did you receive from students that tells you that you’re doing a great job? What feedback could help you improve? • What will you do to improve your practice in the future? • What content areas do you need to learn more about? (e.g. Financial Aid, academic policies, etc.) • Which offices/staff members/or services can you visit during summer to improve your knowledge or network? • What resources could you seek out (books, websites, etc.) to improve your coaching/mentoring practice? • What three goals do you want to set for yourself for Summer and Fall 2013?
- 43. And as stories weave together, we can begin to notice patterns and insights that were not available to us before. In the end, we too may experience a collective insight, a wider wisdom, the magic of thinking together. - Margaret Wheatley
- 45. Self Team Program Currently Doing Doing and Will Improve Provocative Propositions
Editor's Notes
- I am NOT an expertBut I approach life and work with positivity, curiosity, and a learning approach.I am a facilitator of learning, so I have designed opportunities for you to interact with your neighbors.We all have wisdom and experiences to share with the group.I invite you to share and learn from each other.AGENDAWho is present?Burning QuestionsLeadership, Supervision, and Staff DevelopmentAppreciative InquirySWOT vs SOARPositive PsychologyCultivating Your Organizational CulturePlan of Action
- Learning from fantastic mentors from the beginning of my career almost 20 years agoLeading, supporting, and development staff for almost that longSidney Childs, Executive Director TRIO Programs, Bowling Green State University & Reggie Jean, Project Manager Upward Bound, Boston University -- COE ConferenceMonica Nixon, Director of Multicultural Affairs, Seattle University -- NASPA Western Regional Conference, Mid-Level Professionals InstituteKeith Edwards, Director of Campus Life, Macalester College; Grant Anderson, Assistant Director of Residential Life and Student Development, University of Minnesota; & Heather Shea Gasser, Director of Women’s Center, University of Idaho
- WHO IS PRESENT?Years in the professionRegions in statePublic vs. Private2 year vs. 4 year institutionsGreet a neighborburning questions and hopeful take-aways?
- WHAT WE BELIEVETurn to a neighbor and define each of these conceptsLEADERSHIP: vision and ability to get folks to buy in and make it happenSUPERVISION: day 2 day management of folks, ensuring completion of tasksPRO DEVO: training and teaching; help staff to develop the attitudes, knowledge, and skills to accomplish tasks related to the vision
- WHAT WE KNOWWhich are controllable vs. uncontrollable?
- WHAT IS CONCERNING…Defining organizational culture…A collection of unwritten rules, codes of behavior and norms by which people operate in the workplace.Beliefs, thought processes, attitudes of the employees.Ideologies and principles of the organization.Jot down a couple notes for yourself….What is your organizational culture?How have you built the culture of your program?
- WHAT IS POSSIBLEwhat do you wish you had known as a first-time supervisor?Paradigm ShiftFrom…Problem focusComplaintsReactiveFixed mindsetShouldsI have to…External motivatorsBlameJudgmentShameTo…Solution focusRequestsProactivegrowth mindsetWantsI get to…Internal motivatorsResponsibilityCompassionguilt
- appreciative inquiry
- Shifting focus from roots of scarcity to roots of abundance.Roots of ScarcityFearIgnoranceConfusionInsecurityCompetitionRoots of AbundanceSelf-Love & Self-EsteemBalanceJoySupportSecuritySpiritual BasePersonal StrengthHow do you sustain these roots?Oprah’s Life Class… You have to be responsible for the energy you bring into the room.
- So what is AI? From The Center for Appreciative Inquiry…Appreciative Inquiry is a way of being and seeing. It is both a worldview and a process for facilitating positive change in human systems, e.g., organizations, groups, and communities. Its assumption is simple: Every human system has something that works right–things that give it life when it is vital, effective, and successful. AI begins by identifying this positive core and connecting to it in ways that heighten energy, sharpen vision, and inspire action for change. Rather than identifying and fixing deficits or weaknesses, it is a strengths-based approach
- adapted from Sue Annis Hammond, The Thin Book of Appreciative Inquiry, 2nd ed. (Plano, TX: Thin Book Publishing Co., 1998)1. In every organization, some things work well. AI assumes that even the most challenged and dispirited organization has narratives and practices that can resource a hopeful future.
- 2. What we focus on becomes our reality. When an organization gives its attention to some aspects of the corporate life, those aspects tend to define the whole. (SELF-FULFILLING PROPHECY) The "reality" of an organization is defined by whatever participants think about, talk about, work on, dream about, or plan. AI teaches us that, while we do not need to dismiss the serious challenges we face or the lessons of previous wrong turns, we need to center our attention in our strengths. Focus has to do with imagination, conversation, efforts, and vision. Simply by refocusing attention, giving energy and priority to positive narratives, we will become a different organization.
- 3. Asking questions influences the group. No research is neutral or inconsequential; no consultant stays "outside" the organization. The research itself —interviewing people, using surveys, seeking opinions, and weighing votes— changes a group by influencing the thinking and conversations and images of participants. Memories, perceptions, and hopes are shaped in the midst of research questions. Change, of one kind or another, begins with the very first questions.
- 4. People have more confidence in the journey to the future when they carry forward parts of the past. The unknown easily creates fears. When an organization approaches change by talking about everything that is wrong and all of the innovations that are to be adopted, participants express their fears in resistance. Confidence and trust can be built when questions create direct links with the organization's best and most appreciated narratives. The future will be a little less strange, and participants can envision their own roles in that future.
- 5. If we carry parts of the past into the future, they should be what is best about the past. Organizations embed their purposes and goals in their structures, and there is a strong tendency for the structures to continue even after they cease being effective means of embodying the organization's goals. Social groups of all kinds also tend to carry forward dysfunctional practices. Patterns of behaviors, embedded through habitual action and words, can end up undermining core purposes and values. Generative change should displace meaningless structures and dysfunctional practices with the strengths of the organization's most life-giving narratives and behaviors.
- 6. It is important to value differences. It is not likely that participants will always agree on what is "the best." When an organization surfaces various narratives and works together interpreting the data, everyone gains if mutual respect and attentiveness is the norm. Change is too often seen as a "zero-sum" game: your gain is my loss. AI assumes the synergism of the organization's best practices—that there will be a cohesive and cumulative effect as diverse strengths are brought together in conversations and imaginations.
- 7. The language we use creates our reality. We create our social environment, our organizational reality, through words. We use words to bring to the present our moods, memories, perceptions, thoughts, and visions. A story, an idea, a motivation, or a behavior remains hidden, outside the organization's reality, or hidden in unarticulated moods and behaviors, if it is not brought into the discourse. Our reality, the world in which we see, converse, dream, and act, is formed by the words that we and others utter.
- Advantages:Builds organizational capacity beyond existing boundaries.Builds relationships with partners.Obtains input and buy-in from all levels of the organization.Connects values, vision, and mission to strategy.Creates a shared set of organizational values and vision of where we want to go together.Embeds a strategic process that can be activated everyday to seize new opportunities.
- Appreciative InterviewWhat would you describe as being a high-point experience in your organization, a time when you were most alive and engaged?Without being modest, what is it that you most value about yourself, your work, and your organization?What are the core factors that give life to your organization, without which the organization would cease to exist?Assume you go into a deep sleep tonight, one that lasts 10 years. But while you are asleep, powerful and positive changes take place, real miracles happen, and your organization becomes what you want it to be. Now you awaken and go into the organization. It is 2023, and you are proud of what you see. As you take in this vision and look at the whole, what do you see happening that is new, changed, better, or effective and successful’?
- How many of you are involved in campus, divisional, or departmental strategic planning?
- Strengths – Where can we OUTPERFORM others?Weaknesses – Where others can outperform us?Opportunities – How might we EXPLOIT the market?Threats – What/who might take our market?
- Strengths – What are our greatest ASSETS?Opportunities – What are the best opportunities to grow these strengths? Strategic Inquiry – use unconditional positive questionsAspirations – What is our preferred culture and future? What do we aspire to?Results – What are the measurable results? Appreciative Intent WRITE your aspirational statementWe aspire to be a national model of successful mentoring to transform TRIO student outcomes
- Program review process – affirm concerns, and transform the question to “what is the opportunity here?”The traditional strategic planning of AssessmentPlanning ImplementingControllingIs replaced with concepts of InquireImagineInnovateInspire
- AI is best known for its 4-D Cycle:a cycle of activities that guide members of an organization, group, or community through four stages: discovery - finding out about moments of excellence, core values and best practices; dream - envisioning positive possibilities; design - creating the structure, processes and relationships that will support the dream; and destiny - developing an effective inspirational plan for implementation.I used this process two years ago and it helped to launch some initiatives, efforts and positive energy to our campus
- Positive PsychologyThis is my world view.Study of happiness. Traditional psychology focused on dysfunction (mental illness and psychological problems) and how to treat them. Positive psychology examines how ordinary people can become happier and more fulfilled and flourishing.Shift from life satisfaction > authentic happiness > wellbeing and flourishingPositivity: Ideal ratio of positive to negative thoughts is 3-1Feels goodChanges how our minds workDoesn’t just change the content, but the scope or boundaries of our minds. It widens the span of possibilities.Transforms our futureAs positive emotions accrue, they build up your internal resourcesPuts the brakes on negativityPositivity can calm spikes in blood pressure caused by negativityObeys a tipping pointA tipping point is that sweet spot in between where a small change makes a big differenceCan be increased
- The PERMA Model was developed by respected positive psychologist, Martin Seligman, and was widely published in his influential 2011 book, "Flourish.“"PERMA" stands for the five essential elements that should be in place for us to experience lasting well-being. These are:1. Positive Emotion (P) - Feeling positive emotions such as joy, gratitude, serenity, interest, hope, pride, amusement, inspiration, awe and love.If you feel you're not experiencing enough positive emotions in your life, stop and think about why.First, look at your career. Do you get to use your talents and strengths in your current role?Also, take a moment to identify people, events, or things that give you pleasure. For example, imagine you love being outdoors, surrounded by nature; but working in an office means you rarely get to experience this source of happiness. Why not bring plants into your office or cubicle?2. Engagement (E) - Being fully absorbed in activities that use your skills and challenge you.Do you feel engaged in your career? Or do you pursue hobbies and activities that help you slip into the state of flow we talked about earlier?Next, look at your interests. Do you make enough time for personal interests such as a favorite hobby or physical activity? Many of us let this important personal time slip away, especially when we're stressed or overloaded with work. Try to devote plenty of time to activities that make you feel happy and engaged.3. Positive Relationships (R) - Having positive relationships is a universal requirement to well-being.Do you have positive relationships in your life? These can be with anyone: family, friends, neighbors, or colleagues. Do you wish you had more of these relationships?Next, look at your personal life. Do you enjoy the company of your family and friends, and do you find that they're positive and supportive?If not, then it's important to take the time to understand why. Are you devoting enough time to strengthening these relationships? And do you need to make more of an effort to reach out to your friends and family?4. Meaning (M)- Belonging to and serving something you believe is bigger than yourself.Do you feel that your life and work has meaning? That is, do you feel that you're connected in some way to a cause bigger than yourself?5. Accomplishment/Achievement (A)- Pursuing success, winning, achievement and mastery for their own sake.For instance, in many societies, achievement is highly valued; and, if we're not busy, it can seem that we're not living up to expectations and living a full life. However, if we continually push ourselves, we can easily "run ourselves ragged" in pursuit of the next achievement.If you suspect you're not devoting enough time or energy to accomplishing your dreams, then start now.First, identify what you truly want to accomplish in life.
- Five Essential Elements of Well BeingCareer:Do you like what you do every day?wellbeing recovers more rapidly from the death of a spouse than it does from a sustained period of unemployment.Social: do you have strong relationships and love in your life? for each hour of social time (up to six) you experience in a given day, your odds of having a good day increase and your odds of having a bad day decreaseFinancial: financial security has much more influence on your overall wellbeing than your income alone. at almost income level, experiential purchases produce a higher level of wellbeing than material purchases.Physical: do you have good health and enough energy to do what you want every day? regular exercise improves your wellbeing and daily energy level. But only 27% of Americans get the recommended amount of exercise each week (5 days per week; 150 min+).Community: do you take pride in your community? volunteering increases your learning and interest level throughout the day.
- Flow is the mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by complete absorption in what one does.Flow theory postulates three conditions that have to be met to achieve a flow state:One must be involved in an activity with a clear set of goals and progress. This adds direction and structure to the task.The task at hand must have clear and immediate feedback. This helps the person negotiate any changing demands and allows him or her to adjust his or her performance to maintain the flow state.One must have a good balance between the perceived challenges of the task at hand and his or her own perceived skills. One must have confidence that he or she is capable to do the task at hand
- cultivating your organizational culture
- Selecting Your StaffRecruitingInterviewingHiringOnboarding StaffOrientationTraining Developing StaffBuilding CompetenciesOngoing Professional DevelopmentAssessment and EvaluationCelebratory Opportunities
- StrengthsFinder®
- Life Balance Wheel