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Appreciative Inquiry

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Appreciative Inquiry A Positive Approach to Change – PowerPoint PPT presentation

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Title: Appreciative Inquiry


1
Appreciative Inquiry
  • A Positive Approach to Change

2
  • "Man does not weave this web of life. He is
    merely a strand of it.
  • Whatever he does to the web, he does to himself."
  • Chief Seattle - 1854

3
David Cooperrider
  • Original theory and vision for AI while he was
    professor at the Weatherhead School of Management
    (along with Suresh Srivastva, 1987)
  • AI is about creating a positive revolution in
    change
  • Professor Robert Quinn, in his acclaimed book
    Change the World concludes that AI is currently
    revolutionizing the field of organizational
    development

4
New Realities
  • Problems are often the result of our own
    perspectives and perceptions
  • If we look at a certain priority as a problem,
    then we tend to constrain our ability to
    effectively address the priority
  • Knowledge is the new currency
  • Whole systems can change

5
AI Process
  • Appreciative Inquiry (AI) is a process for
    engaging people across the system in renewal,
    change and focused performance.

6
AI Process
  • The basic idea is to build organizations around
    what works, rather than trying to fix what
    doesn't.

7
AI Process
  • A proven benefit of the approach is its reliance
    on the acknowledgement of contribution at the
    individual level, which leads to trust and
    organizational alignment.

8
AI Process
  • The method creates meaning by drawing from
    stories of concrete successes and lends itself to
    cross-industrial social activities.

9
Work Climate Survey
  • Provides a snapshot of employees opinions about
    what its like to work at your organization.

10
Why conduct a climate survey?
  • (Sample organizational Vision)
  • We are committed to building a workplace that
    supports employees, customers, and owners in
    reaching their aspirations.

11
  • Problem-Solving
  • Perceived Need Identification of Problem
  • Analysis of Causes
  • Analysis of Possible Solutions
  • Acton Planning
  • ContextA Problem to be
  • Fixed
  • Appreciative Inquiry
  • Appreciating the Best of What Is
  • Envisioning What Might Be
  • Designing What Should Be
  • Delivering What Will Be
  • Context A Mystery to be Uncovered

12
Problem-Based Approach
  • Process is inherently slow, limiting
  • Focuses attention on yesterday
  • Creates defensiveness, lack of honesty
  • Promotes vocabulary of human deficit
  • Often leads to fatigue rather than sustained
    effort

13
AI One Goal
  • Discovering the root cause of success

14
AI Two Laws
  • 1. What you seek is what you find.
  • 2. Where you believe you are going is where you
    will end up.

15
AI Three Principles
  • 1. Change starts the minute you begin asking
    questions
  • 2. Positive images of self lead to positive
    action
  • 3. Negative images of self lead to negative
    action

16
The AI Change Process
Discover
AFFIRMATIVE TOPIC CHOICE
Deliver
Envision
Design
17
AI Change Process
  • Appreciative Inquiry utilizes a 4-stage process
    focusing on
  • DISCOVER The identification of organizational
    processes that work well.
  • DREAM The envisioning of processes that would
    work well in the future.
  • DESIGN Planning and prioritizing processes that
    would work well.
  • DELIVER (or CREATE) The implementation
    (execution) of the proposed design.

18
Affirmative Topic Choice
  • Set conversations in affirmative terms.
  • Provoke bold ideas on 4-5 topics.
  • Demonstrate an authentic desire to learn,
    discover, grow.
  • Evoke dialogue about desired future.

19
Selecting Affirmative Topics
  • Based on your review of the climate study
    findings, what things, if changed, would move
    your organization closer to becoming an ideal
    organization in which to work?
  • (State these things in the present tense)

20
AI Interview Protocol
  • FOUR KEY QUESTIONS
  • High Point / Peak Experience
  • Things Valued Most About
  • Core Factor that Gives Life to Organization
  • Images of Future Possibility

21
Typical Decision Points
  • What topics to select?
  • Who is involved?
  • How many appreciative interviews?
  • How do we want to engage people in the dream and
    design phases?

22
Sources
  • David Cooperrider and Diana Whitney (2005)
    Appreciative Inquiry a positive revolution in
    change
  • Theodore Kinni, The Art of Appreciative Inquiry,
    The Harvard Business School Working Knowledge for
    Business Leaders Newsletter, September 22, 2003.
    (2)
  • Marge Mohoric, Ph.D., Organizational Development
    Practice www.theparagongroup.com

23
Dialogue Philosophical Context
  • Martin Buber places dialogue in a central
    position in his philosophy he sees dialogue as
    an effective means of on-going communication
    rather than as a purposive attempt to reach some
    conclusion or to express some viewpoint(s).
  • David Bohm originated a related form of Dialogue
    where a group of people talk together in order to
    explore their assumptions of thinking, meaning,
    communication, and social effects. This group
    consists of ten to thirty people who meet for a
    few hours regularly or a few continuous days.
    Dialoguers agree to leave behind debate tactics
    that attempt to convince and, instead, talk from
    their own experience on subjects that are
    improvised on the spot.
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