Post on 22-Dec-2015
transcript
Appreciative Inquiry
An Introduction
Bruce K. Barnard
COS 4850
What is Appreciative Inquiry?
A positive revolution in change
Appreciative Inquiry
“No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.”
“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
Ap-pre’ci-ate (verb) 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
to increase in value, e.g. the economy has appreciated in value
Synonyms: valuing, prizing, esteeming and honoring
In-quire’ (verb)
the act of exploration and discovery to ask questions; to be open to seeing new
potentials and possibilities
Synonyms: discovery, search, systematic exploration and study
Deficit Theories Identify the problem (or
performance gap) Conduct a root cause
analysis Identify and analyze
solutions Conduct cost analysis Action plan
Vocabulary Problem Performance gap Deficiencies Failures Substandard
Deficit Theories
An organization is a problem to be solved.
Appreciative Inquiry
Appreciate & value the best of What Is Envision: What Might Be Dialogue: What Should Be Innovate: What Will Be
Appreciative Inquiry
An organization is a mystery to be discovered.
Origins of Appreciative Inquiry
Kurt Lewin, 1948 action research David Cooperrider & Suresh Srivastva in 1987 --
with colleagues from Case Western University & Taos Institute
Origins of Appreciative Inquiry
Systems Theory Narrative Therapy Solution-Focused Therapy
The “miracle question” Organizational Development Asset-Based Community Development
Who is Using A/I?
British Airways Verizon Nutrimental Foods United Religious Initiative Roadway Express Lovelace Health John Deere
The Vital Core 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 macrotrends Social capital Embedded knowledge Business ecosystem
The Vital Core
An organization alive!
8 Principles of Appreciative Inquiry
Constructionist PrincipleWords create worlds
Simultaneity Principle Inquiry creates change
Poetic PrincipleWe can choose what we study
8 Principles of Appreciative Inquiry
Anticipatory Principle Image inspires action
Positive PrinciplePositive questions lead to positive change
Wholeness PrincipleWholeness brings out the best
8 Principles of Appreciative Inquiry
Enactment PrincipleActing as if is self fulfilling
Free Choice PrinciplePeople perform better and are more committed when
they have freedom to choose how and what they contribute
8 Assumptions of Appreciative Inquiry
It is important to value differences
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
8 Assumptions of Appreciative Inquiry
In every human situation something works
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
8 Assumptions of Appreciative Inquiry
What we focus on becomes our reality
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
8 Assumptions of Appreciative Inquiry
Reality is created in the moment and there are multiple realities
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
8 Assumptions of Appreciative Inquiry
The language we use shapes our reality
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
8 Assumptions of Appreciative Inquiry
The act of asking questions influences the outcome in some way
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
8 Assumptions of Appreciative Inquiry
People have more confidence going into the future (unknown) when they carry forward parts of the present (known)
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
8 Assumptions of Appreciative Inquiry
If we carry parts of the past into the future, they should be what are best about the past
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
The Process
Appreciative Inquiry uses a four step process.
Appreciative Inquiry “4-D”
DiscoveryDiscovery““What gives life?”What gives life?”
(The best of what is)(The best of what is)
AppreciatingAppreciating
DiscoveryDiscovery““What gives life?”What gives life?”
(The best of what is)(The best of what is)
AppreciatingAppreciating
DreamDream““What might be?”What might be?”(What is the world(What is the world
calling for)calling for)Envisioning ResultsEnvisioning Results
DreamDream““What might be?”What might be?”(What is the world(What is the world
calling for)calling for)Envisioning ResultsEnvisioning Results
DesignDesign““What should be—What should be—
the ideal?”the ideal?”
Co-constructingCo-constructing
DesignDesign““What should be—What should be—
the ideal?”the ideal?”
Co-constructingCo-constructing
DestinyDestiny““How to empower, learn,How to empower, learn,
and improvise?”and improvise?”
SustainingSustaining
DestinyDestiny““How to empower, learn,How to empower, learn,
and improvise?”and improvise?”
SustainingSustaining
AffirmativeTopic Choice
Positive Change Any form of organization change, re-design, or
planning that begins with comprehensive analysis of an organization’s “positive core” and then links this knowledge to the heart of any strategic change agenda.
Positive Change Because human systems move toward what they
persistently ask questions about, positive change involves the deliberate discovery of everything that gives a system “life” when it is most effective in economic and human terms.
Positive Change
Link the positive core directly to any strategic agenda, and changes never thought possible are more rapidly mobilized while simultaneously building enthusiasm, corporate confidence, and human energy
CreditsThank You to the following persons who generously
made materials available. David CooperriderSue Annis HammondSue James