Exploring Appreciative Inquiry and the University Summit Concept as Frameworks for Following up on your LibQual (tm) Data Joan Cheverie, Georgetown University Libraries Martha Kyrillidou, ARL

1
Exploring Appreciative Inquiry and the
University Summit Concept as Frameworks for
Following up on your LibQual(tm) DataJoan
Cheverie, Georgetown University LibrariesMartha
Kyrillidou, ARL
Positive Organizational Scholarship Washington
, DC November 8-9, 2004
old.libqual.org
2
22 items and a box
Martha Kyrillidou Association of Research
Libraries Positive Organizational
Scholarship Washington, DC November 8-9, 2004
old.libqual.org
3
ARL New Measures Initiative

• Collaboration among member leaders with strong
  interest in this area
• Specific projects developed with different models
  for exploration
• Intent to make resulting tools and methodologies
  available to full membership and wider community

4
22 items
2000 2001 2002 2003
41-items 56-items 25-items 22-items
Affect of Service Affect of Service Service Affect Service Affect
Reliability Library as Place Library as Place Library as Place
Library as Place Reliability Personal Control Information Control
Provision of Physical Collections Self-Reliance Information Access
Access to Information Access to Information
5
(No Transcript)
6
(No Transcript)
7
(No Transcript)
8
Survey Structure Page 2(Detail View)
9
Key to Radar Charts
10
(No Transcript)
11
(No Transcript)
12
(No Transcript)
13
Key to Bar Charts
14
LibQUAL 2004 Summary Colleges or
UniversitiesAmerican English
(n 69,449)
15
The Box

• About 40 of participants provide open-ended
  comments, and these are linked to demographics
  and quantitative data.

16
Exploring Appreciative Inquiry
Joan Cheverie Lauinger Library Georgetown
University
Positive Organizational Scholarship Washington,
DC November 8-9, 2004
old.libqual.org
17
Appreciative Inquiry (AI)

• A positive revolution in change.

18
What is Appreciative Inquiry?

• AI is a methodology that allows leaders to focus
  on the positive instead of the negative.
• Rather than focusing on problems, AI elicits
  solutions.

19
What is Appreciative Inquiry?

• Change Management theory - What problems are we
  having?
• Appreciative Inquiry theory - What is working
  around here?

20
Problem Solving Model

• Identify problem
• Analyze causes
• Brainstorm solutions and analyze
• Develop action plans
• Assumption An organization is a problem to be
  solved.

21
Appreciative Inquiry

• Appreciating and valuing - What is
• Envisioning - What might be
• Discussing - What should be
• Innovating - What will be
• Assumption An organization is a mystery to be
  embraced.

22
Appreciative Inquiry Model
23
How To Do It

• Begin with the topic.
• If what we focus on is magnified by our
  attention, be sure we are magnifying something
  worthy.
• Create the questions to explore the topic.
• Focus on questions that will find out what works.

24
The Art of the Question

• Whats the biggest problem around here?
• Rather ..
• What possibilities exist that we havent thought
  about yet?
• Whats the smallest change that could make the
  biggest impact?

25
Basic Elements of the AI Question

• Positive introduction to the topic.
• Then questions such as
• Describe peak experience or high point
• Things valued most about the experience
• Image of desired future

26
What Makes AI Questions Important?

• Positive language used
• Focus attention
• Create energy to answer
• Opportunity to think creatively
• Break automatic thinking about problems
• Alter internal dialogue and storytelling
• Specific positive future envisioned

27
How To Do It

• Conduct the inquiry or interview.
• What to do with the information generated.
• Share with larger group to discover common themes
  of success.
• An iterative process that takes time.

28
Next Steps

• Provocative proposition
• Does it stretch, challenge, innovate?
• Grounded in examples?
• Does it bridge the best of what is and what
  might be?
• Is it stated in affirmative, bold terms?
• Provocative proposition moves from individual
  will to group will, which achieves more than the
  sum of the individuals.

29
Remember

• Appreciative Inquiry does not work as a technique
  within the problem-solving model.
• Appreciative Inquiry is a transformative process
  because it helps us derive the future from
  reality.

30
The Transforming Nature of AI

• We can see it, we know what it feels like, and we
  move to a collective, collaborative view of where
  we are going.
• Unlike other methodologies that can be recipes,
  the results are invented with experience that
  lead to innovation and to action.

31
Resources

• The Appreciative Inquiry Commons
• (http//www.appreciativeinquiry.org/)
• Cooperrider, David L., et al. 2003. Appreciative
  Inquiry Handbook. Bedford Heights, OH Lakeshore
  Communications, Inc.
• Hammond, Sue Annis. 1998. The Thin Book of
  Appreciative Inquiry. Bend, OR Thin Book
  Publishing Co.
• Whitney, Diana, et al. 2002. Encyclopedia of
  Positive Questions. Euclid, OH Lakeshore
  Communications, Inc.