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Appreciative Inquiry: Big Picture, Big Passion, Exceptional Achievement

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Appreciative Inquiry: Big Picture, Big Passion, Exceptional Achievement

  1. 1. Big Picture, Big Passion: Exceptional Achievement Appreciative Inquiry Loretta L. Donovan President [email_address]
  2. 2. It is a time for re-thinking human organization and change. Deficit based modalities are increasingly falling short. And cynicism, about the very idea of planned change, is rampant. David Cooperrider
  3. 3. <ul><li>Discovery </li></ul><ul><li>Identifying your </li></ul><ul><li>Positive Core </li></ul>Design Possibility Propositions Ideal Organizational Designs Igniting Leadership at Every Level Dream Images of Future Shared Visions Destiny Actions/Projects Continuous Learning The AI Process
  4. 4. 4-D AI Model <ul><li>Purpose: Value the best of “what is” </li></ul><ul><li>Task: Conduct an inquiry into the topic and assemble stories and key ideas that come out of the inquiry </li></ul><ul><li>Purpose: Generalize key ideas into image of how group would function if discoveries were fully alive </li></ul><ul><li>Task: Envision what might be </li></ul><ul><li>Agree on possibility statements </li></ul><ul><li>Purpose: Develop ideas about the relationships and practices for when the group is infused with the exceptional </li></ul><ul><li>Task: Align values, structures & processes with the ideal </li></ul><ul><li>Get everyone in the conversation </li></ul><ul><li>Purpose: Innovate/align the framework within which people operate </li></ul><ul><li>Build AI learning competencies into the system </li></ul><ul><li>Task: Co-construct a sustainable preferred future embracing innovation at many levels </li></ul>Discover Dream Discover Deliver
  5. 5. <ul><li>The </li></ul><ul><li>Appreciative </li></ul><ul><li>Interview </li></ul>
  6. 6. Tips for Conducting Appreciative Inquiry Interviews <ul><li>Use the interview form as your “script”. </li></ul><ul><li>Take the “listener” stance </li></ul><ul><li>Be genuinely curious about your partner’s experiences, thoughts, and feelings </li></ul><ul><li>Allow for silence </li></ul><ul><li>Listen for great quotes and take good notes of the quotes or stories </li></ul><ul><li>Manage your own time. Have fun! </li></ul>
  7. 7. Let’s Talk About It
  8. 8. Sharing Interview Stories
  9. 9. Form a Group <ul><li>Join another pair or triad </li></ul><ul><li>Share highlights and insights of the story you heard from your partner </li></ul><ul><li>Everyone listens for patterns/insights </li></ul><ul><li>Record key points on easel paper </li></ul>
  10. 10. Themes from Interviews <ul><li>Cull a list of the themes that were present across the highlights you scribed: </li></ul><ul><ul><li>high points </li></ul></ul><ul><ul><li>life-giving forces </li></ul></ul><ul><ul><li>ideas that “grabbed” you </li></ul></ul><ul><li>List the top ones on the wall chart </li></ul><ul><li>Identify one best high point story and be ready to share it with the whole group </li></ul>
  11. 11. “ We inhabit a world that is always subjective and shaped by our interactions with it. Our world is impossible to pin down, constantly changing and infinitely more interesting than we ever imagined.” - Margaret Wheatley Leadership and the New Science
  12. 12. Appreciate What Is
  13. 13. <ul><ul><li>Positive </li></ul></ul><ul><ul><li>Core </li></ul></ul>An Opportunity Create a knowledge link between the entire enterprise and the life-generating core of past, present, and future capacities… to ignite change.
  14. 14. Evidence When organizations or groups capture positive imagery internally and make it visible, it starts to drive change in an individualistic, self-directed way. It creates a sense of focus. Our image of the future drives our ACTION! Placebo Effect Help someone construct an image of how something might happen, and it drives behavior which creates a change in that direction Pygmalion Effect Change a teacher’s image of a student, and their behavior changes toward the student, improving student performance Sociology The study of problems creates an increase in number & severity of problems. But opposite also occurs. Internal Conversations Studies of pre and post operative patients. Difference in recovery between positive and negative imagery. Sports Vivid visualization of one’s performance guides physical performance. Speed of learning when only correct images are reviewed.
  15. 15. AI Success Stories
  16. 16. Whole Organization Connection to the Positive Core <ul><li>Elevates </li></ul><ul><ul><li>Positive emotions of hope, inspiration, confidence, joy </li></ul></ul><ul><li>Increases </li></ul><ul><ul><li>Creativity, better decision making, increased collective capacity. </li></ul></ul><ul><li>“ Undoes” </li></ul><ul><ul><li>Negative impacts - letting go, makes irrelevant, finishes the residual of negative past. </li></ul></ul><ul><ul><li>Protects </li></ul></ul><ul><ul><li>Increases health-ability; resilience; accumulation of power; like an increase in immune system functioning. </li></ul></ul>
  17. 17. An Open Moment We Are “In It” Now We are at the very point in time when a 400-year old age is dying and another is struggling to be born, a shifting of culture, science, society, and institutions enormously greater than the world has ever experienced. Ahead, the possibility of the regeneration of relationships, liberty, community, and ethics such as the world has never known, and a harmony with nature, with one another, and with the divine intelligence such as the world has never dreamed. -- Dee Hock, Founder & CEO, Visa
  18. 18. High-Potential Design Possibilities Job descriptions Work flows Information flows Job design Business processes Education, training, and leadership development process Policies on social responsibility Compensation & incentive systems Key organizational strategies Planning processes Communication systems Technology systems Decision-making approaches Measurement systems Performance review process Competencies Organizational structures Planning processes Communication systems Technology systems Decision-making approaches Organization, departmental and individual goals Measurement systems Performance review process Strategies for attracting and retaining talent Mission, vision and values
  19. 19. Riane Eisler The Chalice and The Blade <ul><li>“ Although we don’t usually think of them in this way, most social realities - schools, hospitals, stock exchanges, political parties, churches- are actualization's of ideas that once existed only the minds of a few women and men. This is also true of the abolition of slavery, the replacement of monarchies with republics and all other progress we have made…” </li></ul>
  20. 20. Expressing the Preferred Future
  21. 21. From Dream to Design
  22. 22. Future Possibility Statements <ul><li>A statement describing your ideal board. </li></ul><ul><li>It bridges the best of what is today with your own </li></ul><ul><li>speculation or intuition of what might be in the future. It is provocative to the extent to which: </li></ul><ul><ul><li>it stretches the realm of the status quo, </li></ul></ul><ul><ul><li>challenges common assumptions or routines, </li></ul></ul><ul><ul><li>helps suggest real possibilities that represent desired outcomes for the board. </li></ul></ul>
  23. 23. &quot;If one is unafraid of change, insatiable in intellectual curiosity, interested in big things, and happy in small ways, one can remain alive long past the usual date of disintegration.&quot; ~Edith Wharton
  24. 24. Examples of Organizational Design Elements <ul><ul><li>Job descriptions </li></ul></ul><ul><ul><li>Work flows </li></ul></ul><ul><ul><li>Information flows </li></ul></ul><ul><ul><li>Job design </li></ul></ul><ul><ul><li>Business processes </li></ul></ul><ul><ul><li>Education, training, and leadership development process </li></ul></ul><ul><ul><li>Policies on social responsibility </li></ul></ul><ul><ul><li>Compensation and incentive systems </li></ul></ul><ul><ul><li>Key organizational strategies </li></ul></ul><ul><ul><li>Planning processes </li></ul></ul><ul><ul><li>Communication systems </li></ul></ul><ul><ul><li>Technology systems </li></ul></ul><ul><ul><li>Decision-making approaches </li></ul></ul><ul><ul><li>Organization, Departmental and individual goals </li></ul></ul><ul><ul><li>Measurement systems </li></ul></ul><ul><ul><li>Performance review process </li></ul></ul><ul><ul><li>Strategies for attracting and retaining talent </li></ul></ul><ul><ul><li>Competencies </li></ul></ul><ul><ul><li>Organizational Structures </li></ul></ul><ul><ul><li>The organization’s mission, vision and values </li></ul></ul>
  25. 25. Diana Whitney & Amanda Trosten-Bloom <ul><li>“ Through conscious conversations </li></ul><ul><li>about organization design it seeks to </li></ul><ul><li>answer the question, “What forms of </li></ul><ul><li>organization can bring out the best of </li></ul><ul><li>people, liberate cooperation and give </li></ul><ul><li>form to our highest values and ideals?” </li></ul>The Power of Appreciative Inquiry – A Practical Guide to Positive Change
  26. 26. <ul><li>Discovery </li></ul><ul><li>Identifying your </li></ul><ul><li>Positive Core </li></ul><ul><li>Design </li></ul><ul><li>Possibility Propositions </li></ul><ul><li>Ideal Organizational Designs </li></ul>Igniting Leadership at Every Level Dream Images of Future Shared Visions Destiny Actions/Projects Continuous Learning The AI Process
  27. 27. It’s All About You: A Way of Being <ul><li>What do you do best already--from an appreciative perspective? </li></ul><ul><li>What would you like to do more of….(work or home)? </li></ul><ul><li>One AI project (small or big) you would like to experiment with and do? </li></ul><ul><li>Beliefs you have about yourself will help you succeed? </li></ul>
  28. 28. &quot;You can't depend on your eyes when your imagination is out of focus.&quot; -- Mark Twain

Editor's Notes