Program presented an overview of appreciative inquiry, the study and exploration of what gives life to human systems when they function at their best. This approach to organizational change is based on the assumption that questions and dialogue about strengths, successes, values, hopes and dreams are themselves transformational. It offers a positive way to engage library staff in assessment. Although this method had its inception in the health care industry, this program will demonstrate its relevance to continuous improvement in libraries. Presenters included Maureen Sullivan and Gene Spencer.
This document provides an introduction to Appreciative Inquiry (AI), an approach to organizational change that focuses on strengths and successes rather than problems. It describes AI's key principles of focusing on what works well and envisioning a positive future. The document then outlines the 4D model of AI, which involves defining a topic, discovering strengths, dreaming of possibilities, and designing organizational change. Learners are prompted to reflect on examples of personal change and complete AI exercises to help understand and apply the approach.
This document discusses Appreciative Inquiry (AI) as an approach to school improvement planning that focuses on identifying existing strengths and successes rather than problems. It provides 5 principles of AI and examples of guiding questions aligned to a school board's strategies. The document suggests incorporating AI into the school improvement planning process through dedicated council and staff meetings where participants identify positive practices that support student achievement currently happening in the school.
1. Poor leadership can lead to negative consequences like high turnover, low morale, and lack of collaboration in an organization.
2. High turnover occurs when leaders fail to provide opportunities for career development and employee engagement declines due to boredom.
3. Low morale results when employees do not feel invested in or appreciated, which undermines productivity and creates a toxic work environment over time.
4. A lack of collaboration happens if leaders do not facilitate cooperation across departments and teams or promote a culture of idea-sharing focused on common goals.
Appreciative Inquiry & Change ManagementBrent Jones
This talk starts with a general overview of developments in the field of Change Management, and goes on to explore the hot new field of Appreciative Inquiry (AI). AI has received much attention in organizational development (OD) circles, and has been successfully used in a wide range of change management initiatives around the world. However, there are still relatively few published reports related to AI initiatives in Japan. The presenter will argue for an approach to Change Management that focuses on peak experiences, individual and institutional strengths, and increased human potential and empowerment. Participants will be introduced to the 4D cycle (Discovery-Dream-Design-Destiny) developed by David L. Cooperrider and his colleagues at Case Western Reserve University, and shown how professional development activities have been developed for each of these phases. Together with other findings in the field of positive psychology, this 4D AI cycle should be a welcome addition to the manager's toolbox.
The document provides an introduction to Appreciative Inquiry (AI), which focuses on an organization's strengths and past successes rather than its problems or failures. It describes AI's 4D cycle of Discovery, Dream, Design, and Destiny/Delivery. Discovery involves identifying examples of when an organization performed well. Dream builds on these successes to create a positive vision of the future. Design develops strategies and plans to achieve this vision. Destiny/Delivery implements the plans and maintains momentum to fulfill the vision.
The document discusses Appreciative Inquiry (AI), a strengths-based approach to organizational change and development. It provides an overview of AI, including its key principles and the 5-D cycle of Define, Discover, Dream, Design, and Destiny. Case studies are presented showing how various organizations have used AI to improve performance, build shared visions, and develop strategic plans through collaborative inquiry and storytelling.
Appreciative Inquiry is a method for organizational change that focuses on identifying what is working well and envisioning positive potential, rather than focusing on problems. It involves discovering organizational strengths through cooperative exploration and questioning. Key principles of Appreciative Inquiry include focusing on positive narratives and images of the future to drive change, and the idea that our questions shape reality and guide the direction of change. The method involves appreciating what is good, envisioning positive potential, dialoguing about what could be, and designing and implementing plans to realize that potential.
Program presented an overview of appreciative inquiry, the study and exploration of what gives life to human systems when they function at their best. This approach to organizational change is based on the assumption that questions and dialogue about strengths, successes, values, hopes and dreams are themselves transformational. It offers a positive way to engage library staff in assessment. Although this method had its inception in the health care industry, this program will demonstrate its relevance to continuous improvement in libraries. Presenters included Maureen Sullivan and Gene Spencer.
This document provides an introduction to Appreciative Inquiry (AI), an approach to organizational change that focuses on strengths and successes rather than problems. It describes AI's key principles of focusing on what works well and envisioning a positive future. The document then outlines the 4D model of AI, which involves defining a topic, discovering strengths, dreaming of possibilities, and designing organizational change. Learners are prompted to reflect on examples of personal change and complete AI exercises to help understand and apply the approach.
This document discusses Appreciative Inquiry (AI) as an approach to school improvement planning that focuses on identifying existing strengths and successes rather than problems. It provides 5 principles of AI and examples of guiding questions aligned to a school board's strategies. The document suggests incorporating AI into the school improvement planning process through dedicated council and staff meetings where participants identify positive practices that support student achievement currently happening in the school.
1. Poor leadership can lead to negative consequences like high turnover, low morale, and lack of collaboration in an organization.
2. High turnover occurs when leaders fail to provide opportunities for career development and employee engagement declines due to boredom.
3. Low morale results when employees do not feel invested in or appreciated, which undermines productivity and creates a toxic work environment over time.
4. A lack of collaboration happens if leaders do not facilitate cooperation across departments and teams or promote a culture of idea-sharing focused on common goals.
Appreciative Inquiry & Change ManagementBrent Jones
This talk starts with a general overview of developments in the field of Change Management, and goes on to explore the hot new field of Appreciative Inquiry (AI). AI has received much attention in organizational development (OD) circles, and has been successfully used in a wide range of change management initiatives around the world. However, there are still relatively few published reports related to AI initiatives in Japan. The presenter will argue for an approach to Change Management that focuses on peak experiences, individual and institutional strengths, and increased human potential and empowerment. Participants will be introduced to the 4D cycle (Discovery-Dream-Design-Destiny) developed by David L. Cooperrider and his colleagues at Case Western Reserve University, and shown how professional development activities have been developed for each of these phases. Together with other findings in the field of positive psychology, this 4D AI cycle should be a welcome addition to the manager's toolbox.
The document provides an introduction to Appreciative Inquiry (AI), which focuses on an organization's strengths and past successes rather than its problems or failures. It describes AI's 4D cycle of Discovery, Dream, Design, and Destiny/Delivery. Discovery involves identifying examples of when an organization performed well. Dream builds on these successes to create a positive vision of the future. Design develops strategies and plans to achieve this vision. Destiny/Delivery implements the plans and maintains momentum to fulfill the vision.
The document discusses Appreciative Inquiry (AI), a strengths-based approach to organizational change and development. It provides an overview of AI, including its key principles and the 5-D cycle of Define, Discover, Dream, Design, and Destiny. Case studies are presented showing how various organizations have used AI to improve performance, build shared visions, and develop strategic plans through collaborative inquiry and storytelling.
Appreciative Inquiry is a method for organizational change that focuses on identifying what is working well and envisioning positive potential, rather than focusing on problems. It involves discovering organizational strengths through cooperative exploration and questioning. Key principles of Appreciative Inquiry include focusing on positive narratives and images of the future to drive change, and the idea that our questions shape reality and guide the direction of change. The method involves appreciating what is good, envisioning positive potential, dialoguing about what could be, and designing and implementing plans to realize that potential.
Slovenia Appreciative Inquiry Slides With Cooperriderdlc6
This document discusses Appreciative Inquiry (AI), a strengths-based approach to organizational change and development. It introduces AI principles and methods, including affirmative topic choice, the 4-D cycle of Discovery, Dream, Design, and Destiny, and the use of AI summits and interviews. Examples are provided of successful applications of AI in businesses to improve performance, speed up mergers, and increase employee engagement. The document advocates reframing issues positively to focus on strengths rather than deficiencies.
“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms.” Cooperrider, D.L. & Whitney, D
It is a methodology aimed at the development of the organization based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.
The process used to generate the power of Appreciative Inquiry is the 4-D Cycle:
Discovery - Dream - Design - Destiny
Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been."
Dream: The Dream phase is an energizing exploration of "what might be:"
Design: The Design phase involves making choices about "what should be" within an organization or system.
Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be."
School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process.
The Appreciative Inquiry methodology helps to create our identity and to transmit our values and beliefs. Educational institutions need to be knowledge rich, adaptable and permanently changing. We need to be able to design curricula according to our student’s individual needs.
Appreciative Inquiry Strengths Based Developmentkarendw1965
Appreciative Inquiry (AI) is an organizational development process that engages people at all levels to create positive change. It is based on the premise that organizations change based on the questions they ask. If an organization asks about problems, more problems will be found, but if it appreciates strengths, more strengths will emerge. AI uses a 4D cycle of Discovery, Dream, Design, and Destiny to shift focus from problems to strengths and build a shared vision of the future. Many organizations have successfully used AI for strategic planning, mergers, team building and more.
The document provides an overview of Appreciative Inquiry (AI), which is an organizational development methodology focused on identifying an organization's strengths and positive aspects to facilitate change. It discusses the key principles and 4-D cycle of AI, which includes discovery of an organization's positive core, dreaming about possibilities, designing the ideal organization, and destiny of implementing changes. The 4-D cycle is intended to unleash an organization's energy and potential for transformation. The document also shares examples of applying AI through appreciative interviews, identifying themes, and developing commitments and plans of action.
Appreciative Inquiry: Leading Positive Change in Health CareDiana Whitney PhD
Questions seeking stories of success
Questions seeking commitments
Design:
Questions seeking innovations
(c) Corporation for Positive Change
41
Appreciative Questions
Discovery
Dream
Design
Destiny
What gives life?
What might be?
What should be?
What will be?
What is the best of
what is?
What are your
hopes?
What are the
possibilities?
What are your
commitments?
What are your
strengths?
What are your
dreams?
What are
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
Appreciative Inquiry is a communication theory and tool that focuses on identifying what is working well within an organization rather than focusing on problems. It involves exploring the best experiences and strengths through open-ended questioning to discover the organization's core values and shared visions for the future. Appreciative Inquiry was developed in the 1980s and uses a 4D model of Discovery, Dream, Design, and Destiny to help organizations evolve by building on past successes.
This document discusses AHA moments and how they can lead to personal and professional change. It defines an AHA moment (AHA!) as a flash of insight that profoundly impacts a person, making them better and more successful. The document then provides examples of people who experienced pivotal AHA! moments that changed the course of their careers. Finally, it discusses how understanding one's own experience with AHA! moments is crucial before attempting to teach others how to generate their own insights for transformation.
The document discusses Appreciative Inquiry, which is an approach to organizational change that focuses on an organization's strengths and potentials rather than its problems.
1) Appreciative Inquiry involves identifying what works best in an organization by encouraging employees to share positive stories and experiences.
2) This process helps envision how the organization can be improved by building on existing strengths and successes.
3) Action plans are then developed by engaging employees in designing how to achieve this improved future state through utilizing their strengths and building on past successes.
Appreciative Inquiry (AI) is a strengths-based approach to organizational change that focuses on identifying what works well and envisioning positive potential. It involves four phases - Discovery, Dream, Design, and Destiny. In the Discovery phase, AI seeks to understand an organization's core strengths and values by asking questions about past successes. The Dream phase involves envisioning a preferred future. Design develops innovative strategies and plans to realize that vision. Destiny implements those plans to accelerate change and realize an organization's dreams. The core assumption of AI is that what we focus on becomes our reality, so focusing on strengths nurtures positive change.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
Appreciative inquiry applying the heliotropic principle to influence organiza...Christy Nichols
Appreciative inquiry is a transformational change process that focuses on improving existing organizational processes and challenging established belief systems through sharing new ideas and knowledge. It concentrates on the positive aspects of an organization rather than deficits. The heliotropic principle describes how organisms, like sunflowers, turn toward sunlight and applies this concept to organizations turning toward what gives them energy and life. Determining an organization's internal dialogue is important, as is discovering past successes, dreaming about potential futures, designing plans to achieve dreams, and putting plans into action to achieve an empowering destiny.
Agile Retrospectives: High-Performing Teams Don't Play GamesBrian Rivera
This document discusses effective retrospective processes for high-performing teams. It notes that typical Scrum team retrospectives may not provide enough learning value compared to techniques used by top teams. An effective retrospective process incorporates cognitive and social skills, self-similarity, teaming approaches used by elite teams like Navy TOPGUN pilots, and focuses on continuous learning rather than just being a meeting. Done well, retrospectives can build a team's culture and skills for high performance.
SWOT vs. SOAR: Engaging Staff in Institutional PlanningGillian Byrne
This document provides an introduction to Appreciative Inquiry (AI), which is an approach to organizational change that focuses on an organization's strengths and positive aspects. The document defines AI, outlines its core principles such as constructionism and the positive principle, and discusses its benefits like being participatory and focusing on the positive. It also notes some criticisms of AI and provides examples of tools used in AI like the 4D framework of discovery, dream, design, and deliver. Throughout, the document emphasizes AI's asset-based and strength-focused approach to change as opposed to identifying problems.
Slides from the Peer Academy class on Appreciative Inquiry hosted by Max Hardy. All rights are reserved by Max Hardy as the creator of this presentation.
The document outlines various strategies and techniques for personal and professional growth organized under the three P's of perspective, pruning, and priming. It discusses exercises to help gain perspective on core values and time management, techniques for pruning unnecessary tasks and relationships, and ways to prime one's personal brand and professional network for the new year. Specific topics covered include SWOT analysis, lifecycle management, weighted shortest job first prioritization, use case diagrams, and value stream mapping. The overall message is that the new year is a good time to reflect, refine, and renew focus on what matters most personally and professionally.
The document discusses encounter groups, which involve intensive interaction between individuals under the guidance of a psychologist or therapist. The goals are to increase self-awareness, sensitivity to others, and improve interpersonal skills. Typical groups have fewer than ten people and one leader who facilitates open expression and examination of reactions and feelings. Participants are encouraged to be genuine and explore how they relate to others. While encounter groups can help with interpersonal issues, some people may lack the emotional strength for the intensity, and changes may not last beyond the group.
Appreciative Inquiry for Organizational Change Amy Lewis
Appreciative Inquiry (AI) is a positive approach to change management that focuses on the strengths of the organization rather than the weaknesses. This model is utilized for large scale change management that will ignite engagement and inspiration into a diverse workforce.
A UX professional has the power to heavily influence the success or failure of an entire business – product, service or otherwise. What we forget is that UX professionals are in fact human. We have the same or similar physical, emotional and experiential habits, outlooks and desires as the users we’re designing for. Humans design for humans. Therefore, it’s important to focus on the human, emotional aspect of our UX teams.
Successful design is built not just on our expertise, but our enjoyment in the craft of building itself.
By assessing and analyzing the UX designer as an individual versus the UX designer as a part of a team, this talk will explore and suggest uncommon but potentially vital themes in building and retaining creative inspiration inside a UX team.
Cheaper and Safer Business Objects Upgrade using 360Suite: How City of Chicag...Sebastien Goiffon
Fact sheet presenting how the City of Chicago saved 200k$ upgrading to Business Objects BI4.2 using 360Suite products.
City of Chicago's Dariusz Zyskowski, BI Manager, shares where he is finding ROI in a live interview regarding the 360Suite (www.360suite.io) of Business Objects tools at the 2017 ASUG conference in Nashville, TN.
According to Dariusz, the top reasons for investing in the 360Suite are:
1. Reduced Consulting Costs – As a One-Man BI shop, with one of the larger BusinessObjects Landscapes out there (90,000 + Reports), he is able to scale the administration, and even migration work of SAP BusinessObjects with the 360Suite without consulting help.
2. Risk Mitigation – With 360Plus (360suite.io/360plus) for the Back-Up & Disaster Recovery solution, and 360Bind (http://360suite.io/360bind) to automate Regression Testing for Crystal Reports, & Webi Documents, he can be 100% comfortable on the recoverability & veracity of his reporting landscape.
3. Excellent Support – Dariusz discusses the support he receives from the 360Suite Customer Success team, and how it enables him to confidently support the City of Chicago’s BI landscape.
For a deeper dive with Dariusz, check out this webinar: How the City of Chicago Boosts their SAP BusinessObjects Deployment. Click here https://youtu.be/f0xXtqDMTHk
Slovenia Appreciative Inquiry Slides With Cooperriderdlc6
This document discusses Appreciative Inquiry (AI), a strengths-based approach to organizational change and development. It introduces AI principles and methods, including affirmative topic choice, the 4-D cycle of Discovery, Dream, Design, and Destiny, and the use of AI summits and interviews. Examples are provided of successful applications of AI in businesses to improve performance, speed up mergers, and increase employee engagement. The document advocates reframing issues positively to focus on strengths rather than deficiencies.
“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms.” Cooperrider, D.L. & Whitney, D
It is a methodology aimed at the development of the organization based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.
The process used to generate the power of Appreciative Inquiry is the 4-D Cycle:
Discovery - Dream - Design - Destiny
Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been."
Dream: The Dream phase is an energizing exploration of "what might be:"
Design: The Design phase involves making choices about "what should be" within an organization or system.
Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be."
School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process.
The Appreciative Inquiry methodology helps to create our identity and to transmit our values and beliefs. Educational institutions need to be knowledge rich, adaptable and permanently changing. We need to be able to design curricula according to our student’s individual needs.
Appreciative Inquiry Strengths Based Developmentkarendw1965
Appreciative Inquiry (AI) is an organizational development process that engages people at all levels to create positive change. It is based on the premise that organizations change based on the questions they ask. If an organization asks about problems, more problems will be found, but if it appreciates strengths, more strengths will emerge. AI uses a 4D cycle of Discovery, Dream, Design, and Destiny to shift focus from problems to strengths and build a shared vision of the future. Many organizations have successfully used AI for strategic planning, mergers, team building and more.
The document provides an overview of Appreciative Inquiry (AI), which is an organizational development methodology focused on identifying an organization's strengths and positive aspects to facilitate change. It discusses the key principles and 4-D cycle of AI, which includes discovery of an organization's positive core, dreaming about possibilities, designing the ideal organization, and destiny of implementing changes. The 4-D cycle is intended to unleash an organization's energy and potential for transformation. The document also shares examples of applying AI through appreciative interviews, identifying themes, and developing commitments and plans of action.
Appreciative Inquiry: Leading Positive Change in Health CareDiana Whitney PhD
Questions seeking stories of success
Questions seeking commitments
Design:
Questions seeking innovations
(c) Corporation for Positive Change
41
Appreciative Questions
Discovery
Dream
Design
Destiny
What gives life?
What might be?
What should be?
What will be?
What is the best of
what is?
What are your
hopes?
What are the
possibilities?
What are your
commitments?
What are your
strengths?
What are your
dreams?
What are
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
Appreciative Inquiry is a communication theory and tool that focuses on identifying what is working well within an organization rather than focusing on problems. It involves exploring the best experiences and strengths through open-ended questioning to discover the organization's core values and shared visions for the future. Appreciative Inquiry was developed in the 1980s and uses a 4D model of Discovery, Dream, Design, and Destiny to help organizations evolve by building on past successes.
This document discusses AHA moments and how they can lead to personal and professional change. It defines an AHA moment (AHA!) as a flash of insight that profoundly impacts a person, making them better and more successful. The document then provides examples of people who experienced pivotal AHA! moments that changed the course of their careers. Finally, it discusses how understanding one's own experience with AHA! moments is crucial before attempting to teach others how to generate their own insights for transformation.
The document discusses Appreciative Inquiry, which is an approach to organizational change that focuses on an organization's strengths and potentials rather than its problems.
1) Appreciative Inquiry involves identifying what works best in an organization by encouraging employees to share positive stories and experiences.
2) This process helps envision how the organization can be improved by building on existing strengths and successes.
3) Action plans are then developed by engaging employees in designing how to achieve this improved future state through utilizing their strengths and building on past successes.
Appreciative Inquiry (AI) is a strengths-based approach to organizational change that focuses on identifying what works well and envisioning positive potential. It involves four phases - Discovery, Dream, Design, and Destiny. In the Discovery phase, AI seeks to understand an organization's core strengths and values by asking questions about past successes. The Dream phase involves envisioning a preferred future. Design develops innovative strategies and plans to realize that vision. Destiny implements those plans to accelerate change and realize an organization's dreams. The core assumption of AI is that what we focus on becomes our reality, so focusing on strengths nurtures positive change.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
Appreciative inquiry applying the heliotropic principle to influence organiza...Christy Nichols
Appreciative inquiry is a transformational change process that focuses on improving existing organizational processes and challenging established belief systems through sharing new ideas and knowledge. It concentrates on the positive aspects of an organization rather than deficits. The heliotropic principle describes how organisms, like sunflowers, turn toward sunlight and applies this concept to organizations turning toward what gives them energy and life. Determining an organization's internal dialogue is important, as is discovering past successes, dreaming about potential futures, designing plans to achieve dreams, and putting plans into action to achieve an empowering destiny.
Agile Retrospectives: High-Performing Teams Don't Play GamesBrian Rivera
This document discusses effective retrospective processes for high-performing teams. It notes that typical Scrum team retrospectives may not provide enough learning value compared to techniques used by top teams. An effective retrospective process incorporates cognitive and social skills, self-similarity, teaming approaches used by elite teams like Navy TOPGUN pilots, and focuses on continuous learning rather than just being a meeting. Done well, retrospectives can build a team's culture and skills for high performance.
SWOT vs. SOAR: Engaging Staff in Institutional PlanningGillian Byrne
This document provides an introduction to Appreciative Inquiry (AI), which is an approach to organizational change that focuses on an organization's strengths and positive aspects. The document defines AI, outlines its core principles such as constructionism and the positive principle, and discusses its benefits like being participatory and focusing on the positive. It also notes some criticisms of AI and provides examples of tools used in AI like the 4D framework of discovery, dream, design, and deliver. Throughout, the document emphasizes AI's asset-based and strength-focused approach to change as opposed to identifying problems.
Slides from the Peer Academy class on Appreciative Inquiry hosted by Max Hardy. All rights are reserved by Max Hardy as the creator of this presentation.
The document outlines various strategies and techniques for personal and professional growth organized under the three P's of perspective, pruning, and priming. It discusses exercises to help gain perspective on core values and time management, techniques for pruning unnecessary tasks and relationships, and ways to prime one's personal brand and professional network for the new year. Specific topics covered include SWOT analysis, lifecycle management, weighted shortest job first prioritization, use case diagrams, and value stream mapping. The overall message is that the new year is a good time to reflect, refine, and renew focus on what matters most personally and professionally.
The document discusses encounter groups, which involve intensive interaction between individuals under the guidance of a psychologist or therapist. The goals are to increase self-awareness, sensitivity to others, and improve interpersonal skills. Typical groups have fewer than ten people and one leader who facilitates open expression and examination of reactions and feelings. Participants are encouraged to be genuine and explore how they relate to others. While encounter groups can help with interpersonal issues, some people may lack the emotional strength for the intensity, and changes may not last beyond the group.
Appreciative Inquiry for Organizational Change Amy Lewis
Appreciative Inquiry (AI) is a positive approach to change management that focuses on the strengths of the organization rather than the weaknesses. This model is utilized for large scale change management that will ignite engagement and inspiration into a diverse workforce.
A UX professional has the power to heavily influence the success or failure of an entire business – product, service or otherwise. What we forget is that UX professionals are in fact human. We have the same or similar physical, emotional and experiential habits, outlooks and desires as the users we’re designing for. Humans design for humans. Therefore, it’s important to focus on the human, emotional aspect of our UX teams.
Successful design is built not just on our expertise, but our enjoyment in the craft of building itself.
By assessing and analyzing the UX designer as an individual versus the UX designer as a part of a team, this talk will explore and suggest uncommon but potentially vital themes in building and retaining creative inspiration inside a UX team.
Cheaper and Safer Business Objects Upgrade using 360Suite: How City of Chicag...Sebastien Goiffon
Fact sheet presenting how the City of Chicago saved 200k$ upgrading to Business Objects BI4.2 using 360Suite products.
City of Chicago's Dariusz Zyskowski, BI Manager, shares where he is finding ROI in a live interview regarding the 360Suite (www.360suite.io) of Business Objects tools at the 2017 ASUG conference in Nashville, TN.
According to Dariusz, the top reasons for investing in the 360Suite are:
1. Reduced Consulting Costs – As a One-Man BI shop, with one of the larger BusinessObjects Landscapes out there (90,000 + Reports), he is able to scale the administration, and even migration work of SAP BusinessObjects with the 360Suite without consulting help.
2. Risk Mitigation – With 360Plus (360suite.io/360plus) for the Back-Up & Disaster Recovery solution, and 360Bind (http://360suite.io/360bind) to automate Regression Testing for Crystal Reports, & Webi Documents, he can be 100% comfortable on the recoverability & veracity of his reporting landscape.
3. Excellent Support – Dariusz discusses the support he receives from the 360Suite Customer Success team, and how it enables him to confidently support the City of Chicago’s BI landscape.
For a deeper dive with Dariusz, check out this webinar: How the City of Chicago Boosts their SAP BusinessObjects Deployment. Click here https://youtu.be/f0xXtqDMTHk
Orora, a manufacturer of architectural glass, is considering diversifying into the automotive glass industry by developing products for Ford Motors. The report analyzes the glass and automotive industries, including key players, market size, factors impacting B2B relationships, competition, and market segmentation approaches. It recommends Orora implement a price penetration strategy initially, conduct thorough due diligence on the automotive industry given challenges it currently faces, and wait until 2018 when major players exit Australia to better understand the market impacts. Diversifying requires careful consideration of investment and risks given the automobile industry's difficulties.
O poema descreve as dificuldades de um homem em urinar corretamente e sua ida ao médico. Após exames, o médico diz que precisa fazer um exame retal, o que deixa o homem constrangido. Ele relutantemente aceita o exame, que é doloroso. Apesar disso, o homem não compartilha a experiência com ninguém para evitar fofocas.
El documento proporciona una serie de instrucciones para buscar diferentes tipos de recursos en línea y físicos relacionados con una actividad académica específica, incluyendo buscar un PDF, un video de YouTube, un video fuera de YouTube, un documento en una revista de base de datos libre, una tesis en la base de datos del ITM, un documento en inglés, una presentación PowerPoint, una pieza de oro en la Biblioteca Luis Ángel Arango y una obra de arte en un museo europeo.
Este documento presenta la misión, visión y reglamento estudiantil de la Universidad Minuto de Dios. Su misión es brindar educación de calidad e integral para formar profesionales competentes y comprometidos con la sociedad. Su visión es ser reconocida por su alta calidad académica y por su contribución al desarrollo nacional a través de la educación. El reglamento establece deberes como no prestar el carnet y consecuencias como perder una asignatura por faltas injustificadas.
Piyush Chaudhry has over 20 years of experience in the financial services industry. He holds a Post Graduate Diploma in Business Finance from the Indian Institute of Finance and a Bachelors in Commerce from Delhi University. Currently, he is the Head of Technical Research at Finance Guru Advisors where he analyzes stock and index price movements to make recommendations for trading and investments. He has expertise in technical analysis methods including Elliott Wave analysis and automated trading algorithms.
This document provides 6 ways to reduce air pollution including walking or biking when possible, saving electricity, recycling paper metal and plastic, choosing environmentally friendly equipment, planting more trees, and preventing littering.
Meetrics International Q4/2016 Viewability BenchmarksIAB Europe
The data is based on Ad Impressions that met the definition of Viewability from the Media Rating Council and IAB: At least 50% of the surface of an online ad have to appear in the visible area of the browser for at least 1 second (50/1).
The document discusses building buy-in for change initiatives within an organization. It emphasizes getting commitment from leadership and others by focusing on what is best for the organization and its goals. It recommends clearly communicating the reasons for change and addressing people's concerns directly. The document also stresses practicing transparency, welcoming input from all levels, and knowing when some ideas may not be sellable to leadership.
This document discusses balancing advocacy and inquiry when communicating with others. It provides guidelines for expressing one's own perspective while also seeking to understand other perspectives. The key points are:
1) Advocacy and inquiry both have value, but should be balanced - one should lay out their own reasoning while also encouraging challenges from others and exploring other views.
2) Making one's thinking process visible helps others understand one's perspective, for example by explaining assumptions and how conclusions were reached.
3) Inquiring about others' reasoning and assumptions in a non-confrontational way can help uncover new insights, as can comparing different perspectives on an issue.
4) When disagreements arise, focus on exploring the
This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.
Leadership Portfolio - Robert Scott LiggettRobert Liggett
Effective leadership, according to Robert S. Liggett, is about maximizing potential through building capacity and commitment, relationships, managing change, and fostering innovation. The document then discusses how to develop key talents and strengths as a leader, provide value to a team, implement workshops, communicate skills, and competencies. It outlines the author's leadership experience, instructional tools, and educational philosophies which emphasize collaboration, mentoring, and supporting success to create globally conscious citizens.
Reflective Practice, Collaboration, and Stakeholder CommunicationTiffany Smith
This presentation accompanies the 2014 AEA research presentation entitled "Reflective Practice, Collaboration, and Stakeholder Communication: Where Does the Field of Evaluation Stand?"
This document outlines asset-based strategies to support person-centered career planning and assessment. It discusses 4 main strategies: 1) priming the pump with positivity by focusing on strengths and aspirations, 2) building on past experiences, 3) developing positive habits, and 4) connecting to positive peers. Specific tools are provided for each strategy, such as vision boards, positive questioning, journaling, and story circles. The document emphasizes using a strengths-based, solution-focused approach to help job seekers develop inspiring career plans and management processes.
Asset Based Assessment and Career Planning Michele Martin
This document outlines asset-based strategies to support person-centered career planning and assessment. It discusses 4 main strategies: 1) priming the pump with positivity by focusing on strengths and aspirations, 2) building on past experiences, 3) developing positive habits, and 4) connecting to positive peers. Specific tools are provided for each strategy, such as vision boards, positive questioning, journaling, and story circles. The document emphasizes using a strengths-based, solution-focused approach to help job seekers develop inspiring career plans and management processes.
This document provides an introduction to Appreciative Inquiry (AI), a strengths-based approach to organizational change. It outlines the genesis of AI and its key founders. The core of AI involves a 4 or 5 stage process: Discovery, Dream, Design, and Destiny/Delivery. In the Discovery stage, interviews focus on identifying what works best in the organization. The Dream stage envisions positive possibilities and develops provocative propositions. The Design stage addresses how to align systems to fulfill the dreams. Destiny focuses on sustaining momentum through innovation and building AI competencies in the organization. AI is grounded in 5 principles and can be effectively used for coaching by focusing on strengths and small positive actions.
The document discusses agility in life and relationships on micro and middle levels. It argues that an agile approach to life involves experimentation, trust, giving freedom and space to others, focusing on solutions rather than blame, and prioritizing value to "customers" like family and friends through continuous effort. Key aspects of agility include diversity, shared goals, responsibility, courage to change, and appreciating different perspectives. Applying agile principles like experimentation, trust and encouragement can help people and teams grow.
The document discusses adult learning theory and six key factors that influence adult learning: learning being voluntary, mutual respect between learners and facilitators, collaboration, balancing action and reflection, facilitation of self-reflection, and self-directed learning. It provides an analysis of these six factors and how they apply to different workplace environments and training situations. The document concludes by reflecting on how applying these factors and asking critical evaluation questions can help the author become a better facilitator.
Double Loop Learning--Purpose and Power--PNSQC 2014 - slidesJean Richardson
This document summarizes Jean Richardson's presentation on double loop learning and organizational excellence. It discusses the work of Christopher Argyris on concepts like double loop learning, organizational defensive routines, and learning how to learn. It also discusses applying these concepts through fair process, engaging in conflict constructively, and evaluating outcomes to continually improve mental models and organizational performance. The goal is to help knowledge workers and organizations question underlying assumptions, address errors, and drive organizational learning.
This document discusses the Creative Partnerships program in the UK which fosters partnerships between schools and creative professionals like artists and scientists. The program aims to inspire students, teachers, and professionals to challenge their work and try new ideas. It promotes creative learning through developing skills like questioning, problem-solving, making connections between subjects, exploring ideas, and critical reflection. Creative learning focuses on formulating good research questions and having students take ownership of their learning. The program may influence information literacy by creating opportunities to deepen inquiry-based learning through information handling skills. Overall, the document examines how the Creative Partnerships program uses creative learning approaches to develop important skills for students.
A presentation when i become a guest speaker for UX Indonesia (PT UXINDO DIGITAL INDONESIA) on the relation between Problem, People and Product. Even with a good diverse sets of audience background in the room, it was nice to understand that we can share & relate into the same value! A huge thanks for the opportunity & assistance during the presentation, to good sportsman who was willing to play some games with me on stage and lastly everyone who came & spent their time with me that night !
Toronto Public Relation is a Discipline of Depthrobinmethew
The document discusses several topics related to peer research, including:
- The benefits of having lived experience when conducting research with communities.
- Challenges that can emerge around roles, responsibilities, and power dynamics between peer researchers and academic researchers.
- The importance of training, support, and clear communication throughout the peer research process.
This document provides guidance on questions that can be asked during lean facilitation to promote learning. The questions are meant to be asked respectfully and include: what is the value as defined by the customer; what do we know; who does this impact; why; how do we know; really; what do we expect; what do you see; therefore what; what would the ideal look like; and what can we learn? These questions help clarify information, identify different perspectives, explore assumptions and theories, challenge current thinking, and reflect on lessons learned.
One of the chief complaints researchers hear, qualitative researchers in particular, is that people don’t know what to do with the findings once they have them. Yes, they’re interesting, yes they’re inspiring. But application can be daunting. The goal of this webinar is to provide an overview of how to put qualitative findings into practice. It will cover three categories:
The four pillars of innovative thinking
The 5 A model for making findings actionable
An approach for assessing ideas and outcomes
Gavin has over 19 years of product development, strategic planning, and consumer research experience, with 16+ years experience in digital research & planning. His expertise lies in uncovering insights for strategic cross-channel marketing and design applications. He has conducted research and strategic development projects for a broad range of clients including Bayer, Chrysler, Ford, Kellogg’s, American Century, Kashi, Gatorade, GSK, Kimberly-Clark, Edward Jones, SAP, Cars.com, MillerCoors Brewing, H&R Block, Hostess, Eli Lilly, Motorola and Sprint.
The document discusses strategies for promoting interaction in online courses. It begins by explaining that interaction leads to greater student effort, learning, and satisfaction. However, the term "interaction" and how to elicit it in online learning is often unclear. Interaction is defined as mutual or reciprocal influence between students and instructors, among students, and between students and course content. Some strategies proposed to promote interactive learning include partner/group activities, asynchronous discussions, project-based work, debates to explore different perspectives, cooperative research in small groups, synchronous chats, public tutorials, and brainstorming activities.
This document summarizes a workshop on Appreciative Inquiry that was held for the Sunrise School Division administrative team. The workshop covered the principles and process of Appreciative Inquiry, including defining what it is, its 4 phases (Discovery, Dream, Design, Destiny), and examples of how it has been used in the Vancouver School Board. Participants engaged in activities to share inspiring experiences, imagine future possibilities for education, and make recommendations to realize their dreams. The goal was to explore how an appreciative approach could be applied in their schools.
Build applications with generative AI on Google CloudMárton Kodok
We will explore Vertex AI - Model Garden powered experiences, we are going to learn more about the integration of these generative AI APIs. We are going to see in action what the Gemini family of generative models are for developers to build and deploy AI-driven applications. Vertex AI includes a suite of foundation models, these are referred to as the PaLM and Gemini family of generative ai models, and they come in different versions. We are going to cover how to use via API to: - execute prompts in text and chat - cover multimodal use cases with image prompts. - finetune and distill to improve knowledge domains - run function calls with foundation models to optimize them for specific tasks. At the end of the session, developers will understand how to innovate with generative AI and develop apps using the generative ai industry trends.
We are pleased to share with you the latest VCOSA statistical report on the cotton and yarn industry for the month of March 2024.
Starting from January 2024, the full weekly and monthly reports will only be available for free to VCOSA members. To access the complete weekly report with figures, charts, and detailed analysis of the cotton fiber market in the past week, interested parties are kindly requested to contact VCOSA to subscribe to the newsletter.
06-18-2024-Princeton Meetup-Introduction to MilvusTimothy Spann
06-18-2024-Princeton Meetup-Introduction to Milvus
tim.spann@zilliz.com
https://www.linkedin.com/in/timothyspann/
https://x.com/paasdev
https://github.com/tspannhw
https://github.com/milvus-io/milvus
Get Milvused!
https://milvus.io/
Read my Newsletter every week!
https://github.com/tspannhw/FLiPStackWeekly/blob/main/142-17June2024.md
For more cool Unstructured Data, AI and Vector Database videos check out the Milvus vector database videos here
https://www.youtube.com/@MilvusVectorDatabase/videos
Unstructured Data Meetups -
https://www.meetup.com/unstructured-data-meetup-new-york/
https://lu.ma/calendar/manage/cal-VNT79trvj0jS8S7
https://www.meetup.com/pro/unstructureddata/
https://zilliz.com/community/unstructured-data-meetup
https://zilliz.com/event
Twitter/X: https://x.com/milvusio https://x.com/paasdev
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Invitation to join Discord: https://discord.com/invite/FjCMmaJng6
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Expand LLMs' knowledge by incorporating external data sources into LLMs and your AI applications.
PyData London 2024: Mistakes were made (Dr. Rebecca Bilbro)Rebecca Bilbro
To honor ten years of PyData London, join Dr. Rebecca Bilbro as she takes us back in time to reflect on a little over ten years working as a data scientist. One of the many renegade PhDs who joined the fledgling field of data science of the 2010's, Rebecca will share lessons learned the hard way, often from watching data science projects go sideways and learning to fix broken things. Through the lens of these canon events, she'll identify some of the anti-patterns and red flags she's learned to steer around.
We are pleased to share with you the latest VCOSA statistical report on the cotton and yarn industry for the month of May 2024.
Starting from January 2024, the full weekly and monthly reports will only be available for free to VCOSA members. To access the complete weekly report with figures, charts, and detailed analysis of the cotton fiber market in the past week, interested parties are kindly requested to contact VCOSA to subscribe to the newsletter.
Did you know that drowning is a leading cause of unintentional death among young children? According to recent data, children aged 1-4 years are at the highest risk. Let's raise awareness and take steps to prevent these tragic incidents. Supervision, barriers around pools, and learning CPR can make a difference. Stay safe this summer!
1. PROGRESS:PROGRESS:
REFLECTIONS OFREFLECTIONS OF
EVALUATORS IN TRAININGEVALUATORS IN TRAINING
AND SIGNIFICANCE TOAND SIGNIFICANCE TO
THE FIELDTHE FIELD
Karl Lipovsek, Steven Christiansen, Cortney Sabin, Jack Lazorik,Karl Lipovsek, Steven Christiansen, Cortney Sabin, Jack Lazorik,
and Tiffany Smithand Tiffany Smith
University of Wisconsin—StoutUniversity of Wisconsin—Stout
2. REFLECTIVE PRACTICEREFLECTIVE PRACTICE
• One of six essential competenciesOne of six essential competencies
• Relates to an evaluator’s awareness of personal expertise,Relates to an evaluator’s awareness of personal expertise,
need for growth, and engagement in professional developmentneed for growth, and engagement in professional development
““We learn more about ourselvesWe learn more about ourselves
throughout the process [ofthroughout the process [of
reflective practice] about ourreflective practice] about our
strengths, weaknesses, biases,strengths, weaknesses, biases,
etc.”etc.”
——StudentStudent
3. COLLABORATIVE REFLECTIVECOLLABORATIVE REFLECTIVE
PRACTICEPRACTICE
• Useful in classroom contextUseful in classroom context
• Students share ideas with each otherStudents share ideas with each other
• Explore ideas outside of classroom settingExplore ideas outside of classroom setting
““Reflective practice involves a willingness to actively participate in aReflective practice involves a willingness to actively participate in a
perpetual growing process requiring ongoing critical reflection on bothperpetual growing process requiring ongoing critical reflection on both
classroom practices and core beliefs” (Larrivee, 2010, p. 293-307).classroom practices and core beliefs” (Larrivee, 2010, p. 293-307).
4. OUR PROJECTOUR PROJECT
• Two classes over the course of one yearTwo classes over the course of one year
• Online discussion forumsOnline discussion forums
• Themed responses for reflective practice behaviorsThemed responses for reflective practice behaviors
““Patton is saying [that] we need to preventPatton is saying [that] we need to prevent
stagnant thoughts. Doing this reflectivestagnant thoughts. Doing this reflective
practice, thinking about what we have done,practice, thinking about what we have done,
and how to be stronger and all around better.”and how to be stronger and all around better.”
——StudentStudent
5. OUR PROJECTOUR PROJECT
• What we will beWhat we will be
discussing…discussing…
• Themes discoveredThemes discovered
• Relation to reflectiveRelation to reflective
practicepractice
• Importance to studentImportance to student
learninglearning
• All quotes from this point onAll quotes from this point on
are from fellow studentsare from fellow students
unless otherwise notedunless otherwise noted
6. META EVALUATIONMETA EVALUATION
““Without checking on our ownWithout checking on our own
evaluation skills, there would be noevaluation skills, there would be no
accountability for error. Noaccountability for error. No
accountability would beaccountability would be
devastating to the field, because ifdevastating to the field, because if
we were no longer viewed aswe were no longer viewed as
evaluation experts, who wouldevaluation experts, who would
be?”be?”
““The struggles of keeping true to theThe struggles of keeping true to the
research results, and conveying themresearch results, and conveying them
to a group who has stake in theto a group who has stake in the
project is a topic I'll continue toproject is a topic I'll continue to
investigate, as I know my future workinvestigate, as I know my future work
will involve these moments of concernwill involve these moments of concern
or disagreement.”or disagreement.”
7. META EVALUATIONMETA EVALUATION
““Nobody will want to hire anNobody will want to hire an
evaluator whose knowledge won'tevaluator whose knowledge won't
help solve a problem. This is whyhelp solve a problem. This is why
meta evaluation is super important:meta evaluation is super important:
to stay current with changingto stay current with changing
times.”times.”
““As knowledge seekers, we areAs knowledge seekers, we are
continuously learning newer,continuously learning newer,
innovative approaches so that we willinnovative approaches so that we will
be the best evaluators we can be forbe the best evaluators we can be for
our stakeholders, throughour stakeholders, through
professional developmentprofessional development
opportunities, reflective practices, andopportunities, reflective practices, and
meta-evaluations.”meta-evaluations.”
8. COLLABORATIONCOLLABORATION
““My group has come up with aMy group has come up with a
pretty KICK ASS evaluationpretty KICK ASS evaluation
plan and project only to have itplan and project only to have it
knocked down and changedknocked down and changed
probably over 40 times andprobably over 40 times and
sometimes we go back to thesometimes we go back to the
original way or even come uporiginal way or even come up
with new ideas we thoughtwith new ideas we thought
were impossible in the firstwere impossible in the first
place.”place.”
““The most positive aspect of this projectThe most positive aspect of this project
so far is having teammates to bounceso far is having teammates to bounce
ideas off of and keep our attitudesideas off of and keep our attitudes
upbeat even when things take a turn forupbeat even when things take a turn for
the worst.”the worst.”
““It has been fun, although at timesIt has been fun, although at times
challenging, to collaborate and reallychallenging, to collaborate and really
listen and understand one another inlisten and understand one another in
order to make a decision on how toorder to make a decision on how to
move forward. This is one of mymove forward. This is one of my
favorite parts of group work.”favorite parts of group work.”
9. COLLABORATIONCOLLABORATION
““I always feel that when weI always feel that when we
really listen to each other, andreally listen to each other, and
build off each others ideas, webuild off each others ideas, we
ultimately end up with a betterultimately end up with a better
idea than one of us couldidea than one of us could
have come up with on ourhave come up with on our
own.”own.”
““It is cool to be working withIt is cool to be working with
individuals who have strong workindividuals who have strong work
ethics and WANT to succeed andethics and WANT to succeed and
gain as much knowledge asgain as much knowledge as
possible.”possible.”
““Our group has done a good job delegatingOur group has done a good job delegating
work to individuals and then coming togetherwork to individuals and then coming together
to finalize things with consensus. I feel liketo finalize things with consensus. I feel like
we've learned a lot about the benefits of thiswe've learned a lot about the benefits of this
collaboration in planning an evaluation.”collaboration in planning an evaluation.”
10. LEARNINGLEARNING
““The most positiveThe most positive
experience I have gottenexperience I have gotten
out of the evaluation hasout of the evaluation has
been going from a positionbeen going from a position
of confusion and disarray,of confusion and disarray,
to getting a hold of theto getting a hold of the
situation and developing asituation and developing a
plan that is do-able.”plan that is do-able.”
““I now see the importanceI now see the importance
evaluation utilization has for theevaluation utilization has for the
evaluator, stakeholders,evaluator, stakeholders,
program, organization, andprogram, organization, and
pretty much anyone else whopretty much anyone else who
comes in any proximity of thecomes in any proximity of the
project.”project.”
11. QUESTIONS/UNCERTAINTIESQUESTIONS/UNCERTAINTIES
““What do you think could happen if the description you
What do you think could happen if the description you
come up with for the evaluand is not what *some*
come up with for the evaluand is not what *some*
stakeholders expected? How do we facilitate that
stakeholders expected? How do we facilitate that
discussion?”
discussion?”
““How involved SHOULD
How involved SHOULD
[stakeholders] be in this
[stakeholders] be in thisprocess?”
process?”
““Now
Now
what?”
what?”
““How are evaluators certain
How are evaluators certain
of what to measure, or that
of what to measure, or that
what we are measuring is
what we are measuring is
correct?”
correct?”
12. INTROSPECTIONINTROSPECTION
““I love running stats andI love running stats and
making interpretations out ofmaking interpretations out of
them. I am however notthem. I am however not
looking forward to datalooking forward to data
collection because it's not fun,collection because it's not fun,
based off my previousbased off my previous
experiences, and the highexperiences, and the high
attrition rate of e-mail surveysattrition rate of e-mail surveys
really scares me.”really scares me.”
““I was naive to think thatI was naive to think that
evaluations are almost alwaysevaluations are almost always
going to be straightforward.going to be straightforward.
Sometimes the client and theSometimes the client and the
evaluator will not be on the rightevaluator will not be on the right
track.”track.”
““I think I have always had the frame of mind to useI think I have always had the frame of mind to use
the results of an evaluation.”the results of an evaluation.”
13. LOOKING BACKLOOKING BACK
““It would be difficult for us asIt would be difficult for us as
professionals to learn and grow ifprofessionals to learn and grow if
we refuse to reflect on what wewe refuse to reflect on what we
could have done to make thecould have done to make the
process smoother and so on.”process smoother and so on.”
““If I were to travel back in time IIf I were to travel back in time I
would impart some of the perspectivewould impart some of the perspective
that we all have gained up to thisthat we all have gained up to this
point about what realisticpoint about what realistic
expectations for the project are. - Ourexpectations for the project are. - Our
expectations, the client expectations,expectations, the client expectations,
how to collect data from this group,how to collect data from this group,
time management skills, propertime management skills, proper
distribution of the work, clearer plansdistribution of the work, clearer plans
for group work, perhaps a system tofor group work, perhaps a system to
encourage participation. There areencourage participation. There are
dozens of things.”dozens of things.”
14. LOOKING BACKLOOKING BACK
““In retrospect, simulating the use of theIn retrospect, simulating the use of the
evaluation findings would have been aevaluation findings would have been a
great idea to help us bridge any gap thatgreat idea to help us bridge any gap that
might have been missing between whatmight have been missing between what
our stakeholder might have wanted out ofour stakeholder might have wanted out of
the evaluation and what we think shethe evaluation and what we think she
wants.”wants.”
““Retrospectively, I think aRetrospectively, I think a
conversation with PIUs would haveconversation with PIUs would have
been helpful, but it may havebeen helpful, but it may have
widened the scope again to outsidewidened the scope again to outside
of what we are able to do under timeof what we are able to do under time
pressure.”pressure.”
19. BUT WHY?BUT WHY?
““When building a spaceWhen building a space
ship you want preciseship you want precise
instruments. Wheninstruments. When
evaluating the teamevaluating the team
that makes thethat makes the
spaceship, you will alsospaceship, you will also
need precise tools.need precise tools.
Serious reflectiveSerious reflective
practice and metapractice and meta
evaluation help honeevaluation help hone
these tools.”these tools.”
The tools that shape us as evaluators are our minds, our abilities to reflect. To learn from what we have done, where we have gone, and plan where our next stop is. We are improvement seekers.