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INTRODUCTION TO APPRECIATIVE INQUIRY (AI): A framework for strategic planning

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INTRODUCTION TO APPRECIATIVE INQUIRY (AI): A FRAMEWORK FOR STRATEGIC PLANNING ACTI 2012 CONFERENCE Presented by Dr. Duranda Greene President, Bermuda College – PowerPoint PPT presentation

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Title: INTRODUCTION TO APPRECIATIVE INQUIRY (AI): A framework for strategic planning


1
INTRODUCTION TO APPRECIATIVE INQUIRY (AI) A
framework for strategic planning
  • ACTI 2012 CONFERENCE
  • Presented by
  • Dr. Duranda Greene
  • President, Bermuda College

2
What is APPRECIATIVE INQUIRY (AI)?
  • AI seeks out the best of what is to help ignite
    the collective imagination of what could be.
  • AI is a process that focuses on leveraging an
    organizations core strengths rather than seeking
    to overcome or minimize its weaknesses.
  • AI is based on the premise that organizations
    grow in the direction of what they repeatedly ask
    questions about and focus their attention on.

3
What is APPRECIATIVE INQUIRY (AI)?
  • AI engages a whole system. In doing so, it
    strengthens an organizations ability to
    capitalize on peoples energy and passion, and
    realize its full potential around shared values
    and a shared vision.
  • AI does not seek to change people instead, it
    invites people to engage in building the kind of
    organizations, communities or families that
    people want to live in.

4
Origins of Appreciative Inquiry
  • Early 1980s by David Cooperrider, graduate
    student at Case Western Reserve University.
  • Organizational diagnosis of the Cleveland Clinic.
  • Saw areas that were working well and concentrated
    his efforts on those areas and their causes of
    excellence rather than areas not doing well.
  • Appreciative process became appreciative inquiry.

5
DEFICIT-BASED CHANGE MODEL
  • IDENTIFY THE PROBLEM
  • What is the need?
  • ANALYZE CAUSES
  • Whats wrong here?
  • ANALYZE POSSIBLE SOLUTIONS
  • How can we fix it?
  • ACTION PLANNING
  • Problem solved!

6
CONSTRUCTIONIST-BASED CHANGE MODELAPPRECIATIVE
INQUIRY
  • DISCOVER
  • Discover the best of what is.
  • DREAM
  • Imagine what might be.
  • DESIGN
  • Dialogue about what should be.
  • DESTINY
  • Create what will be.

7
Five (5) Generic Processes of AI
  1. Choose the positive as the focus of inquiry.
    (Definition)
  2. Inquire into exceptionally positive moments.
    (Discover)
  3. Share stories and identify themes that appear in
    the stories. (Discover)
  4. Create shared images of a preferred future.
    (Dream)
  5. Innovate ways to create that future. (Design
    Destiny)

8
PHASE I DISCOVER
  • What are you proud of?
  • What is really good or working in this situation?
  • In all that we do what is extraordinary about
    this situation?
  • Tell a story about a time when you were proudest
    of being a part of the organization/situation.

9
PHASE II DREAM
  • How can we create more of what we have
    discovered?
  • Dream about and envision the future.
  • What themes from the discovery will take you
    further the fastest?

10
PHASE III DESIGN
  • What do you have to do to bring forth/birth your
    dreams?
  • How do you create the dream?
  • Engage in dialogue, discussing and sharing
    discoveries and possibilities.
  • Design the future.

11
PHASE IV DESTINY
  • Deliver on your design.
  • Sustain the change.
  • Celebrate success.

12
Why Questions Matter
  • Whats wrong with this organization?
  • Why isnt this organization doing better?
  • Whats causing this conflict and who/what is
    responsible?

13
Why Questions Matter (CONTD)
  • Think of a time in your history with the
    organization when performance was high and you
    felt engaged and valued? Tell me a story about
    that time.
  • What external/organizational factors were present
    that supported these moments?
  • How might the organization function if we could
    expand the conditions that led to past successes?

14
Traditional Approach to Strategic Planning
  • ASSESSMENT Environmental Scan and SWOT
    (Strengths, Weaknesses, Opportunities, Threats)
    Analysis
  • PLANNING Mission, Vision, Values and
    Strategies, Objectives, Outcomes and Priorities
  • IMPLEMENTATION Projects and Processes
  • CONTROL OR MEASUREMENT Key Performance Indicators

15
AI APPROACH TO STRATEGIC PLANNING
  • DISCOVERY/INQUIRY Using unconditional positive
    questions to discover the organizations core
    values, vision, strengths and potential
    opportunities. SO of SOAR Analysis.
  • DREAM/IMAGINE Dreaming and co-constructing the
    preferred future. Envisioning positive
    possibilities. AR of SOAR Analysis.

16
AI APPROACH TO STRATEGIC PLANNING
  • DESIGN/INNOVATE Creating the structure,
    processes and relationships that will best
    achieve the desired future, the dreams. R of SOAR
    Analysis.
  • DESTINY/INSPIRE Developing an effective
    inspirational plan for implementation. Establish
    authentic recognition and reward systems.

17
SWOT (STRENGTHS, WEAKNESSES, OPPORTUNITIES,
THREATS)
  • INTERNAL ASSESSMENT
  • Strengths Where can we outperform others? What
    is good now?
  • Weaknesses Where can others outperform us?
    What is bad now?
  • EXTERNAL ASSESSMENT
  • Opportunities How we might exploit the market?
    What could be good in the future?
  • Threats What/who might take our market? What
    could be bad in the future?

18
SOAR (STRENGTHS, OPPORTUNITIES, ASPIRATIONS,
RESULTS)
  • STRATEGIC INQUIRY
  • Strengths What are our greatest assets? What
    are we most proud of?
  • Opportunities What are the opportunities on
    which we should focus? How can we reframe
    challenges to be seen as exciting opportunities?
  • APPRECIATIVE INTENT
  • Aspirations What is our preferred future? What
    are we deeply passionate about?
  • Results What are the measurable results that
    would indicate we are on track to achieve our
    objectives?

19
ADVANTAGES OF AI APPROACH TO STRATEGIC PLANNING
  • Focuses on the positive to crowd out the
    negative.
  • Invites stakeholders into the process.
  • Builds relationships with partners.
  • Obtains input and buy-in from all levels of the
    organization.
  • Allows planning to become much more of a process
    rather than an event.
  • Incorporates and connects values, vision, and
    mission statements to strategic goals and
    strategies.

20
STRATEGIC PLANNING AT BERMUDA COLLEGE
  • 4 trained AI Facilitators. (3 became certified.)
  • Introduced AI to employees with 60 minute
    seminars.
  • Imagine BC 2018 Steering Committee established.
  • Invited key stakeholders to dinner focus group
    sessions using AI interview protocols.
  • Visioning Day for all employees, representatives
    from the board and students.
  • Action Teams coming from Visioning Day worked on
    strategic initiatives, bold ideas or pilot
    projects.

21
STRATEGIC PLANNING AT BERMUDA COLLEGE
  • Action Team reports submitted to Steering
    Committee.
  • Steering Committee responsible for finalizing the
    plan and submitting to President.
  • Plan submitted to the Board for adoption.
  • Steering Committee meets on a monthly basis to
    monitor implementation.
  • Yearly update provided to internal and external
    stakeholders.
  • 5-year review in Spring 2013. Will review next 5
    years and plan for 2018 to 2023.

22
2008 VISIONING DAY AT BC
  • To imagine Bermuda College at its best!
  • To make a commitment to using the Core Values as
    a criteria for actions and decisions at BC.
  • To collaboratively create a shared vision for BC
    based on its core strengths.
  • To collaboratively develop strategic initiatives,
    bold ideas and pilot projects to realize the
    shared vision.
  • To collaboratively develop the BC Strategic Plan
    for 2018.

23
BC VISIONING DAY SLIDE SHOW
24
QUOTES
  • One way to become enthusiastic is to look for
    the plus sign. To make progress in any difficult
    situation, you have to start with whats right
    about it and build on that.
  • Norman Vincent Peale
  • By celebrating whats right, we find the energy
    to fix whats wrong.
  • Dewitt Jones
  • When strengths are aligned, weaknesses are
    irrelevant.
  • David Cooperrider

25
QUESTIONs
26
THANK YOU!
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