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Appreciative Inquiry: A Positive Revolution to Change

Appreciative Inquiry: A Positive Revolution to Change. Workshop Objectives. Some Change Agendas Suited to Appreciative Inquiry. Strategic Planning Culture Transformation Customer Satisfaction Morale and Retention Organization Design Leadership Development Business Improvement

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Appreciative Inquiry: A Positive Revolution to Change

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  1. Appreciative Inquiry:A Positive Revolution to Change

  2. Workshop Objectives

  3. SomeChange Agendas Suited to Appreciative Inquiry • Strategic Planning • Culture Transformation • Customer Satisfaction • Morale and Retention • Organization Design • Leadership Development • Business Improvement • Diversity/Inclusion • Merger Integration • Alliance Building • Union-Management Partnership • Strategic Resource Sharing • Conflict Resolution • Process improvement • Team Development

  4. We may have reached the limits of deficit based change Deficit Based Change “No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.” Albert Einstein Identify problem Conduct root cause analysis Brainstorm solutionsand analyze Develop action plans

  5. Ap-pre’ci-ate, v., 1. Valuing … • The act of recognizing the best in people and the world around us; • Affirming past and present strengths, successes, and potentials; • To perceive those things that give life (health, vitality, and excellence) to living systems. 2. To increase in value, e.g. the economy has appreciated in value. • Synonyms: valuing, prizing, esteeming,and honoring.

  6. CONTINUITY NOVELTY TRANSITION We Live in the Worlds Our Questions Create And so AI asks questions about… Best Experiences & Core Values? (what to build on?) What needs to be created? (possibilities and opportunities?) Actions to move forward?

  7. The Functions of Continuity

  8. What makes AI Unique? • Its fully affirmative • It is inquiry based • It is improvisational and flexible • Works in relationships, families, At least 8 forms of engagement teams,org’ns communities, alliances etc • Across time and space • At least 8 forms of engagement

  9. Task: Paired Interviews Pick someone you would like to get to know, but different from you (age, gender, occupation) Find a quiet space, first person interviews the other for 30m - take notes of key words or phrases, - manage your own time - have fun Switch roles, interviewer becomes interviewee Spend a few minutes at the end discussing what this was like? Be back by______

  10. Elements of Good Appreciative Interviews • Prepare for the interview • Prepare your partner • Choose the right environment • Take time and build rapport • Have a second copy of the guide • Give people time • Show that you are listening • Go back over what you have learned. Ensure accuracy. • Summarize what most inspired you

  11. Interview Questions

  12. Questions (cont.)

  13. Research Across Many Fields Research Across Many Fields • Placebo Effect (Pharmaceutical Development) • Pygmalion Effect (Education) • Internal Conversations (Medicine) • Sports (Learning from success ) • Sociology (Management)

  14. 5 Principles • Constructionist: We live in worlds our questions create. Knowledge and org destiny are interwoven. We see the world we describe. • Simultaneity: Change begins at the moment you ask the first question. • Open Book: We can read almost anything into any organization. • Anticipatory: Deep change occurs first in our images of the future • Positive: The more positive the question, the greater and longer-lasting the change.

  15. Definition: Decide What to Learn About What you want more of Discovery: The best of what is, illuminate the Positive Core Dream: Envisioning what might be; shared images for a preferred future Delivery: Implementing and Sustaining the Change Design: Finding innovative ways to create that future The 5-D AI Change Process

  16. What would you call it?(all these things taken together) Achievements Strategic opportunities Product strengths Technical assets Innovations Elevated thoughts Best business practices Positive emotions Financial assets Organization wisdom Core competencies Visions of possibility Vital traditions, values Positive macro trends Social capital Embedded knowledge Business ecosystem +s e.g.. suppliers, partners, competitors, customer

  17. ? Topic Choice A Fateful Act: Organizations Define Their Capabilities By What We Most Frequently and Systematically Ask Questions About!

  18. Getting to Transformational Topics To From Service Recovery Baggage Problems Service Recovery Exceptional Arrival Experience • Final Topics: • People are Owners • Continuous People Development • Big Picture Harmony Among Work Groups • Exceptional Arrival Experience

  19. Deficit Problems & Affirmative Topics Deficit Issues Sexual Harassment Mid-mgmt. Turnover Fear of Job Loss Low Morale Turfism/Silos Delayed Orders Customer Complaints Lack of Training Missed Commitments Affirmative Topics Positive Cross-Gender Working Relationships

  20. What Would You Study? From Analysis of Baggage Delays To …

  21. Discovering Optimal Margins • With revenues, tonnage, and sales at record levels one of the most important opportunities we face is to engage everyone in increasing positive margins now and to do so will call on discovery of new strengths, build on old strengths, and carry us to higher levels financially. • As you look at Roadway from the perspective of our capabilities, and as you think about the business context and opportunities, how do you define "optimal margin“ for us? Define it: what is the positive margin you want and believe we have the capability to create? Right now? In the moderate time frame? Longer term?

  22. Characteristics of Great AI questions

  23. 6 Part of the Interview Guide • Introduction • Stage-setting Questions • Topic questions • Concluding questions • Summary Sheets • Quick action sheets

  24. What Sort Of Sponsorship And Guidance Structure Do We Want? How and to whom shall we introduce AI? Who will choose the Affirmative Topic? Create Customized Interview Guides? What is the organizations Change Agenda? What is our Inquiry Strategy ? What Form of Engagement makes sense? Taking These Ideas Home - Six Questions To Consider

  25. 8 Forms of Engagement

  26. Disseminate stories and best practices • Print great stories in newsletters • Display quotes and stories on posters and websites • Run videos showing interviewers and interviewees in cafeterias, meeting rooms, etc. • Quote employees on marketing and other materials • Invite anyone to share their stories at brown bag lunches.

  27. We Live in the Worlds Our Questions Create Be patient … and try to love the questions themselves. Live the questions now. Perhaps you will then gradually, without noticing it, live along some distant day into the answer. – Rainer Maria Rilke

  28. Resources

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