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Appreciative Inquiry Transforming Relationships, Organizations, and Communities

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Life is about innovation, not survival. We're here to co-create, not defend ... Concrete actions (Welcome Wagon, Mural, Church Alliance, etc) Changing identity ... – PowerPoint PPT presentation

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Title: Appreciative Inquiry Transforming Relationships, Organizations, and Communities


1
Appreciative InquiryTransforming Relationships,
Organizations, and Communities
  • Mark Chupp
  • 2008 Human Services Institute

2
A Premise
  • Life is about innovation, not survival
  • Were here to co-create, not defend
  • Everything is in a constant process of discovery
    and creating
  • Life organizes systems
  • so that more life may flourish
  • Organizations are living,
  • organic systems

3
Create a Safe Space
  • Create a safe space for all to connect to our
    best, whole selves, and to co create a new future
  • A healthy space
  • A generative space
  • A reconciling space
  • We listen to all voices and discover the
    potentials diverse views hold for positive change
  • There are only two ways to live your life. One
    is as though nothing is a miracle. The other is
    as though everything is a miracle.
  • Albert Einstein

4
Appreciative Inquiry
  • An asset-based approach
  • Preserve the best of the past while envisioning
    and creating a positive future
  • A positive change tool for organizations and
    community development

No problem can be solved from the same level of
consciousness that created it. We must learn to
see the world anew. Albert Einstein
5
What is Appreciative Inquiry?
  • Ap-preci-ate, v., 1. valuing the act of
    recognizing the best in people or the world
    around us affirming past and present strengths,
    successes, and potentials to perceive those
    things that give life (health, vitality,
    excellence) to living systems 2. to increase in
    value, Synonyms VALUING, PRIZING, ESTEEMING, and
    HONORING.
  • In-quire (kwir), v., 1. the act of exploration
    and discovery. 2. To ask questions to be open
    to seeing new potentials and possibilities.
    Synonyms DISCOVERY, SEARCH, and SYSTEMATIC
    EXPLORATION, STUDY

6
Problem Solving The Deficit Theory of Change
  • Identify the problem
  • Conduct root cause analysis
  • Brainstorm and analyze possible solutions
  • Develop action plan
  • Back Door whats in the way of what we want?

Metaphor Organizations are problems to be solved
7
Cultural Consequences of Deficit Discourse
  • Fragmentation
  • Few new images of possibility
  • The experts must know...dependence and
    hierarchy
  • Spirals in deficit vocabularies
  • Breakdown relations/closed door planning

8
Problem Solving
Appreciative Inquiry
  • Identify the problem
  • Conduct root cause analysis
  • Brainstorm and analyze possible solutions
  • Develop action plan
  • Back Door whats in the way of what we want?
  • Deficit Thinking
  • Appreciate value the best of What Is
  • Envision What Might Be
  • Dialogue What Should Be
  • Innovate What Will Be
  • Front Door what is it we ultimately want?
  • Possibility Thinking

Metaphor Organizations are problems to be solved
Metaphor Organizations are mysteries to be
discovered
9
Assumptions in AI
  • In every human situation something works
  • What we focus on becomes our reality. Positive
    image creates positive reality
  • Reality is created in the moment and there are
    multiple realities
  • The language we use
  • shapes our reality

10
Assumptions in AI
  • The act of asking questions influences the
    outcomes change begins with the first question
    we ask
  • People have more confidence going into the future
    (unknown) when they carry forward parts of the
    past or present (known). Carry the best into the
    future.
  • Diversity is a necessary component of healthy
    systems. We value differences.

11
AI in 2 Questions
  • What gives life?
  • What can we create that is congruent with what
    gives life?

12
Interviews
  • Give all attention to the other
  • Listen not to critique but to value
  • Identify assets and strengths that emerge
  • Celebrate

13
Table Discussions
  • What are elements of positive organizational
    change?
  • What made positive change possible?
  • What are emerging themes and any recommendations
    you have for others?
  • How could you use the collective elements and
    strengths you have shared today?
  • What is one thing you can commit to right now
    that will strengthen positive change in your
    organization?

14
Appreciative Inquiry is
  • A way of being in the world
  • A philosophy for working with change in human
    systems
  • A five-phase cycle of continuous and systematic
    change

15
AI 5-D Spiral
AI systematically and collaboratively creates a
knowledge link between the entire organization
and the life-generating core of past, present,
and future capacitiesand this ignites change.
David Cooperrider
Robert Voyle
16
AI 5-D Process
5. Deliver Innovating what will be Co-creating
a sustainable, preferred future. Who, what, when,
where, and how? 4. Design Dialoguing what should
be Aligning values, structures, and mission
with the ideal. Developing achievable plans and
steps to make the vision a reality 3. Dream
Envisioning the ideal What is the world
calling our organization to be? Developing
common images of the future. Writing provocative
propositions. 2. Discover Valuing the best of
what is Interview process and gathering of
experiences. Inquiry into the life-giving
properties of the individual and organization.
1. Define Committing to the positive Awareness
of the need for development. Preparing for an
appreciative process.
17
Inquiry from an Appreciative View
  • 1. Inquiry into what is possible should begin
    with appreciation. The primary task is to
    describe and explain those exceptional moments
    that give energy to the community and activate
    members' competencies and energies.
  • 2. Inquiry into what's possible should be
    applicable. Study should lead to the creation of
    knowledge that can be used, applied, and
    validated in action.
  • 3. Inquiry into what is possible should be
    provocative. A community is capable of becoming
    more than it is at any given moment and learning
    how to determine its own future.
  • 4. Inquiry into the human potential in the
    community should be collaborative. This assumes
    an inseparable relationship between the process
    of inquiry and its content.

18
Slavic Village Broadway
  • Historically a Polish, Slovenian, Slovakian, and
    Czech neighborhood in Cleveland with a shared
    identity for what has become known as Slavic
    Village
  • Urban Challenges white flight, disinvestment,
    erosion of civic values, isolation, mass
    distraction, and escapism
  • African American population was 3 in 1990 and
    26 in 2000
  • The grand narrative of the neighborhood was
    perceived as one of racial tension

19
Broadway Diversity in Progress
  • An outgrowth of Slavic Village Development
    community organizing program
  • Trained residents to do interviews to discover
    the positive core of the neighborhood
  • The AI Pairing a planned date between dissimilar
    groups in the neighborhood
  • 30 member Steering Committee meets monthly to
    coordinate pairings and action steps

20
Discover
What are the root causes of comfortable diverse
relationships?
21
Steps to Create Change
Plans
Organizational Redesign
Projects
Shared Vision
Possibility Statements
Principles to Preserve
Identify Our Positive Core
Uncover Themes
Best Practice Stories
Appreciative Interviews
Build Cross-Sector Relations
22
Slavic Village Broadway
  • Historically a Polish, Slovenian, Slovakian, and
    Czech neighborhood in Cleveland with a shared
    identity for what has become known as Slavic
    Village
  • Urban Challenges white flight, disinvestment,
    erosion of civic values, isolation, mass
    distraction, and escapism
  • African American population was 3 in 1990 and
    26 in 2000
  • The grand narrative of the neighborhood was
    perceived as one of racial tension

23
Broadway Diversity in Progress
  • An outgrowth of Slavic Village Development
    community organizing program
  • Trained residents to do interviews to discover
    the positive core of the neighborhood
  • The AI Pairing a planned date between dissimilar
    groups in the neighborhood
  • 30 member Steering Committee meets monthly to
    coordinate pairings and action steps

24
Pathways to TrustGroup Level Paths
25
Pathways to TrustIndividual Level Paths
26
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27
BDP Outcomes
  • New diverse organization with capacity to
    dialogue about race
  • Concrete actions (Welcome Wagon, Mural, Church
    Alliance, etc)
  • Changing identity
  • and public discourse

28
BDP Outcomes
  • 4. New approach to organizing centered around
    community building

5. Conflict intervention teams respond to racial
incidents Its like the old neighborhood only
in multicolor. Polish American Senior Citizen
29
US Department of Education Regional Office of
Civil Rights
30
US Department of Education OCR Sample Principles
from Interviews
  • Resourcing and Supporting One Another
  • When team members pool their strengths on a case,
    each person learns from and is supported by the
    other members.  Egos drop off as different skills
    and interests combine to build trusting
    relationships and create outstanding work.
  • Empowered Decision-Making     
  • When people are empowered with the freedom to do
    what is needed to accomplish a goal and feel a
    part of the decision-making process, they develop
    a personal commitment to the project and feel a
    sense of pride for themselves and others on their
    ability to quickly and effectively respond to the
    needs of our customers. 

31
US Department of Education OCR Action Steps in 3
Areas
  • Develop 6-month Pilot to Staff Cases from
    Office-Wide Pool
  • More Interaction with the Real World
  • Focus on Value v. Process

32
Why does it work?
  • The power of personal stories to transform lives
  • We listen (Margaret Wheatley)
  • Social distance narrowedwe are the same
  • Differences become secondary to larger goals
  • United effort toward positive goals provides a
    safe path for resolving conflicts on the way
  • Increases the capacity for real dialogue around
    unresolved differences

33
Whole Organization Connection to the Positive
Core
  • Elevates positive emotions of hope, inspiration,
    confidence, joy raises intelligence expands the
    language of life (internal dialogue) increases
    in appreciative interchange and mutually
    elevating relationships higher creativity,
    better decision making, increased collective
    capacity.
  • Undo Negative Patterns letting go, makes
    irrelevant, finishes the residual of negative
    past.
  • Protection in Future Increases health-ability
    resilience accumulation of power like an
    increase in immune system functioning.

34
Other Examples
  • US Department of Education, Regional Office of
    Civil Rights
  • Catholic Diocese of Cleveland
  • United Religions Initiative
  • World Vision
  • From a bureaucratic hierarchical world to a
    network of networks

35
  • All the greatest and most important problems of
    life are fundamentally insoluble... They can
    never be solved, but only outgrown. This
    outgrowing proves, on further investigation, to
    require a new level of consciousness. Some higher
    or wider interest appeared on the horizon and
    through the broadening of outlook the insoluble
    problem lost its urgency. It was not solved
    logically in its own terms but faded when
    confronted with a new and stronger life urge.
  • Carl Jung

36
Resources
  • The Appreciative Inquiry Commons
    http//appreciativeinquiry.case.edu/
  • Business as an Agent of World Benefit
    http//worldbenefit.case.edu/
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