Post on 12-May-2015
transcript
Coaching with Appreciative
Inquiry
Presented by Geri EnglandExecutive and Professional
Coaching Program UTD School of Management
Objectives/Outcomes
Define Appreciative Inquiry & Appreciative Coaching
Experience the Effect of Positive Inquiry Conduct an Appreciative Inquiry Interview Become Familiar with 5 Appreciative Coaching
Principles and 5 Processes/5D Model Identify and use Appreciative Coaching Questions Apply Appreciative Coaching to real-world
situations
Week One
Experiencing Appreciative Inquiry
AI & Appreciative Coaching Defined
Agenda – Week 1 Introductions AI Interview Demo & Observations AI & Appreciative Coaching Defined AI and Coaching Assignments
AI Interview for Week 2 Coaching Assignment for Weeks 4, 5 & 6 Read Collaborating for Change – Appreciative Inquiry by
Class 4 Read Chapters 1-4 in Appreciative Coaching by Class 5
Exercise: Appreciative Interview
1. Identify a point in your career when you felt incredibly energized, proud, alive, involved, and excited about the work you were engaged in - something you recall as being a real “high point.”
2. What things do you value most about: --Yourself --The nature of your work --The organization
3. What do you consider to be the core factor that gives life to this organization?
4. What 3 wishes would you make to heighten the vitality and health in this organization? If you had a magic wand and could use it to bring about a new future in your personal life or profession, what three things would you wish for?
Class Discussion
Observations Discussion Learnings
Background of Appreciative Inquiry (AI)
David Cooperrider, Case Western University
Bernard Mohr, Synapse Group, Inc.
Jane Magruder Watkins, Appreciative Inquiry Unlimited
Diana Whitney, Taos Institute, Corporation for Positive Change
OD Practitioners worldwide
Darwin’s Impact – World View
Legacy The world is hostile,
requiring a constant struggle for survival
Error leads to death Life is an accident, one of
many random events Must dominate, control Things exist outside me in
a fixed, separate state The great machine
Another View Life is about invention, not
survival We’re here to create, not
defend Life is a constant process
of discovery/creation Life organizes and seeks
systems so that more may flourish
Life is a great playground we make up as we go
Advocacy vs. Inquiry
Advocacy A western tradition that
stresses: Critical thinking -
critiquing Adversarial thinking
We focus almost exclusively on advocacy Presenting our views
and arguing for them Debating forcefully
Most managers are trained to be advocates
Inquiry A complementary skill to
advocacy that: Uncovers why Asks questions re beliefs Explores:
Why you believe? What leads to this
conclusion?
What facts & data? What examples or
past experience? Seeks to understand Is not a technique to cross
examine people/find fault
Appreciate/Appreciative
Ap-pre ci-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, e.g. the economy has appreciated in value.
Synonyms: Valuing, Prizing, Esteeming, and Honoring.
Inquiry
Inquiry, n., 1. The act of exploration and discovery.
Inquire, v., 2. To ask questions; to be open to seeing new potentials and possibilities.
Synonyms: Discovery, Search, and Systematic Exploration, Study.
Appreciative Inquiry Defined (Applied to organizations)
Appreciative Inquiry is a form of organizational study that selectively seeks to locate, highlight and illuminate the best of “what is” to help ignite the collective imagination within an organization of “what might be.”
The AI process provides human systems with a way of inquiring into the past and present, seeking out those things that are life-giving and affirming as the basis for creating images of a generative and creative future.
“Appreciative Inquiry is about the co-evolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms.”
Basic AI Premises
We create our world through the language we use to describe it.
We experience the world in line with the images we hold about it, i.e., we socially construct our world.
We learn about people and organizations by the language they use and the stories they tell and use to build their future.
Appreciative Coaching – Strengths-Based (Applied to Individuals)
An approach to coaching, evolved out of the organizational change work of David Cooperrider and colleagues, which emphasizes that individuals, executives and organizations do not need to “be fixed.”
Rather, it focuses on accessing existing strengths and distinctive competencies, reaffirming them and encouraging these qualities/traits to promote positive change and move the individual or organization forward.
Coaching with AI 5-D ProcessBased on Cooperrider’s 4-D Change Model, Adapted to a 5-D Change Model at GTE and Expanded to Coaching by
Barbara Sloan
Definition:Topic, Purpose, Goals,
Ideal Outcome, Relationship
Discovery: Peaks, Strengths,
Competencies
Dream: Client & System Values, Shared
Dreams
Design: Declarations,
Decisions, Commitments, Actions
Destiny/Delivery:Becoming, Being, Sustaining, Check-
Ins
Topic(What you Want
More of)
Organizational Context for Appreciative Coaching
Appreciative Inquiry (AI) looks at groups and individuals within the context of the bigger organization or system
An AI process engages the system as part of an organizational change initiative (often co-lead by OD professionals, executives and rank and file employees)
Coaching with AI Focuses on the client’s strengths and successes Occurs within a system Is not isolated to the individual Involves the impact of others and the organization on the client
Core Coaching Competencies
Setting the Foundation Meeting ethical guidelines & professional standards Establishing the coaching agreement
Co-Creating the Relationship Establishing Trust and Intimacy Coaching Presence
Communicating Effectively Active Listening Power Questioning
Core Coaching Competencies
Facilitating Learning and Results Creating awareness Designing actions Planning and goal setting Managing progress and accountability
Appropriately Engaging the Organizational System* Involving others in the coaching inquiry Building strong relationships to support client and
collaborate in reaching shared dreams
(My addition: Applies to Coaching with Appreciative Inquiry)*
Types of Coaching within Organizations
Performance Coaching Executive Coaching Leadership
Development Coaching
360 Feedback and Coaching
Transition Coaching Career Coaching Group Coaching
Appreciative Interviews: 4 Generic Questions
1. What is your best experience. A time when…
2. What do you value about… yourself, work, organization.
3. What do you think is the core life-giving factor or value of your organization –that which if it did not exist would make your organization totally different than it currently is?
4. If you had three wishes for this organization, what would it be?
Appreciative Inquiry Interview Guide
High Points & Peak Experiences1. (a) Briefly describe some times when you experienced
tremendous success in your personal and professional life.
(b) Now give some more details about one of these successes. What were the circumstances? Who was involved? What were the outcomes/results? What did you contribute? What personal skills and qualities impacted the outcome? What made this experience such a rousing success?
AI Interview Guide (cont.)
Values, Positive Core2. Without being humble, tell me what you value most about
yourself, your job, and your organization? If you can’t say, what do you think others would say about you?
3. What do you think is the core life-giving factor or value of your organization that without it your organization would be totally different than it currently is?
Compelling Images of the Future 4. If you had a magic wand and could use it to bring about a
new future in your personal life or profession, what three things would you wish for?
How to Conduct an Appreciative Interview The interviewer’s role is to ask questions and to encourage the
interviewee to tell his/her story.
As the interviewer, focus on the individual, giving your undivided attention. Be curious and open to learning.
Avoid going into your personal stories or perspectives during the interview process. This is all about the other person for now.
Ask follow-on questions to draw out specific details as well as feelings about the experiences being described.
Allow the interviewee to immerse him/herself in the topic so the original images and feelings are re-experienced.
As a listener, value the information being shared.
Tell the interviewee you will be taking notes to help you recall the key points shared. Take good notes.
Notice themes and patterns.
Assignment #1: Generic Appreciative Inquiry Interview
Identify a prospect or coaching buddy to interview.
Conduct the interview using the Generic AI Interview Guide questions.
Record notes during the interview.
Identify the themes and patterns.
Post your interview summary on Blackboard by Week 2 class
Be prepared to discuss your experiences during class 2.
Assignment #2: Client Coaching Session #1
Select a volunteer client and contract for a short-term 2-session coaching engagement for this class.
Determine a topic for coaching with the client & conduct an initial “appreciative” coaching session.
Complete the initial client coaching session and submit the summary to Blackboard by Class 4.
Be prepared to discuss the experience in class.
Assignment #3: Appreciative Inquiry Interview with a Colleague #1
Conduct an interview with one other person, one of the client’s colleagues, inside the organization (peer, employee, supervisor, etc.) who knows the client well enough to have observed or had experience working with him/her. Ask the client for permission to interview the colleague.
The purpose is to draw out the colleague’s positive stories about the client. Inform the colleague upfront that you will be sharing this information with the client.
Complete this AI interview by Class 5 and submit the summary sheet on Blackboard by Class 5.
Share observations and learnings from the colleague AI Interview with the client in the second coaching session.
Assignment #4: Client Coaching Session #2
Summarize your notes, identifying the patterns and themes, from the first coaching session and the colleague interview(s).
Using the Appreciative Coaching skills, conduct the second coaching session sharing the feedback from the colleague interview(s) to help the client gain greater self-awareness and determine actions for change (if client so chooses).
Complete the second coaching session by Class 6.
Post the summary sheet on Blackboard by Class 6
Be prepared to discuss your experience in class.
Optional Assignment #5: Appreciative Inquiry Interview with a Colleague #2
Conduct a second AI Interview with a different client colleague (with the client’s permission) by Class 5.
Follow the same process as with the first colleague AI Interview.
Share this information with the client in the second coaching session.
Submit summary form to Blackboard by Class 5.
Reading Assignments
Read Collaborating for Change – Appreciative Inquiry by David Cooperrider and Diana Whitney by Class 4.
Chapters 1-4 in Appreciative Coaching by Sara Orem, Jacqueline Binkert and Ann Clancy by Class 5.
Week Two
AI – A Strengths-Based Approach
Agenda – Week 2
Discuss AI Interview Experiences AI Organizational Change Process 5-D Model and Generic AI Processes Appreciative Coaching Model Appreciative Coaching Questions Coaching Demos Appreciative Coaching Assignment
Appreciative Inquiry Interviews
Discuss your experience conducting the AI Interview Observations Learnings
The Five Core AI Processes Applied to Organizational Change
Find Innovative ways to create
that future
Choose the positive as the focus of
inquiryInquire into
stories of life-giving forces
Create shared images of a
preferred future
Locate themes that appear in the
stories
Five Generic Processes of AI Linked to Cooperrider’s Change Model
Defining the topic or focus – Choose the positive as the focus of inquiry
Discovery – Appreciating the best of “what is” – Inquire into stories of life-giving forces
Dream – Imagining “what might be” – Locate themes that appear in the stories and create shared images of the future
Design – Creating “What can be” – find innovative ways to create that future
Destiny/Delivery – “What will be” – Sustain the change
The AI 5-D Organizational Change Process
Definition:Decide What to Learn
About
Discovery: Opportunity Context
Positive Core
Dream: Envisioning what might be; shared
images for a preferred future
Design: Finding innovative ways to create that
future; Breakthrough propositions
Delivery: Sustaining the
Change
Topic(What you Want
More of)
Common AI Project Approach to Organizational Change
• Choose the topic: combine themes from generic interviews with research questions.
• Agree on desired outcomes• Agree on how to get there• Develop draft interview protocol • Practice interviews; develop interview guidelines• Conduct the interviews.• Plan for collecting & “analyzing” the data• Create Possibility Statements/Provocative
Propositions• Plan for how the process will drive organizational
change.• Implement the plan.
Emphasis on Strengths – Positive Core vs Deficits
Approaches to Managing Change in Organizations (and often individuals)
Problem Solving Identify Problem Conduct Root Cause
Analysis Brainstorm Solutions &
Analyze Develop Action Plans Metaphor:
Organizations are problems to be solved.
Appreciative Inquiry Appreciate “What is” (What
gives life?) Imagine “What Might Be” Determine “What Should Be” Create “What Will Be” Metaphor: Organizations
are solutions to be embraced.
Core Belief of Appreciative Coaching – Evolved out of AI Change Model
Individuals are mysteries to be appreciated.
Clients are not problems or deficient in some way & our job is not “fix” them.
Our role is to partner with clients in a positive, generative approach in which they are agents of their own change.
Our clients will have problems to solve but they as individuals are not themselves problems.
Appreciative Coaching Model
Approach and Sample Appreciative Questions
Coaching with AI 5-D ProcessBased on Cooperrider’s 4-D Change Model, Adapted to a 5-D Change Model at GTE and Expanded to Coaching by
Barbara Sloan
Definition:Topic, Purpose, Goals,
Ideal Outcome, Relationship
Discovery: Peaks, Strengths,
Competencies
Dream: Client & System Values, Shared
Dreams
Design: Declarations,
Decisions, Commitments, Actions
Destiny/Delivery:Becoming, Being, Sustaining, Check-
Ins
Topic(What you Want
More of)
AI 5-E/5D Coaching ModelExpanded by Geri England, Derived from David Cooperrider’s AI 4-D Change Management Process
Engagement (Definition):Enrollment, Contracting,
Desired Outcomes, Relationship
Exploration (Discovery): System Context & Client
Values, Strengths, Competencies, Passions
Envisioning (Dream): Experiential,
emotional, grounding in shared images of
ideal future, metaphors
Expansion (Design): Eliciting Innovative Approaches & Steps
toward the best potential, Actions, System Support
Execution & Evolution (Delivery): Forwarding the action,
Agreements,Fostering
Commitment & Impact, Sustaining
the Change
Affirmative Topic(What you Want More
of)
Coaching Demo/Practice
Application Debrief
The Art of the Question
Problem Focus What’s the biggest
problem here? What’s the root cause of
the issue? Why do you blow it so
often? Why do we still have those
problems?
Possibility/Strength Focus What possibilities exist that
we have not yet considered?
What’s the smallest change that could make the biggest impact?
What solutions would create a win?
What inspires you? What makes this situation inspiring, energizing, and mobilizing?
Engagement/Definition Phase: Contracting with Client/Defining Topic Focus, Expectations and Outcomes of Coaching with Client & Initial DiscoveryThis initial phase consists
of several elements: Enrolling the client and
organization Negotiating the contract
and agreements Establishing the
relationship Setting the stage –
selecting the topic Forming a picture/image of
success & expressing a dream
Setting goals and outcomes for coaching
Define/Discover
Engagement (Definition):Enrollment, Contracting, Desired Outcomes, Relationship
Exploration (Discovery): System Context & Client Values, Strengths, Competencies, Passions
Engagement: Establishing the Relationship
Getting acquainted – Client In-take Form Background & experience Support resources Self-description Future potential Preferred ways of working
Clarifying the desired outcomes Ask what client hopes situation will be like at end. Focus on what client wants. Help see ability to create the change with coach support. Create positive affect or feeling about vision possibility. Help to see self differently in that future vision.
Engagement/Definition: Setting the Stage – Defining the Overall Topic for Coaching
Clarify the topic for coaching – topic being a neutral term. Sometimes use of the word goal at this point can lead
clients to present their issues, concerns or challenges. Avoid starting with a negative premise. Reframe the client’s initial desire to “correct deficiencies”
into a more positive or neutral topic of “what do I want to do or be more of to create what I want”.
Sample Questions: What topic would you like to focus on to begin the
coaching? What are times that you are at your best? Who do you admire for their skills and abilities? What are one or two things you’d like to do more of to
create or be what you want?
Engagement/Definition: Forming a Picture of Success through Expressing a Dream
Encourage clients to communicate a clear picture of success for their coaching topic. Ask clients to imagine a picture of successful realization
of their dream or vision & get them to describe it in detail.
Focus on: What they are doing. What they are feeling about the success. How they will be regarded by others.
Picturing Success - Sample Questions
When you are faced with a challenging situation in this area, what does taking decisive action look like?
What are you doing as…or in this situation?
What does it feel like when you are confident in handling…?
What do you need so as to feel on top of your game as…or in this situation?
How do others feel being part of what you have created?
What do other most appreciate about…?
What would being “well regarded by others” mean to you?
What support do you give others in these situations?
How do you envision yourself as…?
What successes do you see yourself celebrating as…?
What would be a breakthrough for you? How would you know? What would have to happen? Who would be involved? What is your part/role/contribution?
If you were very satisfied with your performance, had achieved your potential, and accomplished what you want, what would that look like?
What vision do you have for yourself in the next few years?
What legacy would you like to leave behind?
Engagement/Definition: Goal Setting - in Appreciative Coaching
Goals identify specific ends for coaching & reflect language similar to planning or problem-solving approaches. Goals here serve to keep the purpose of coaching in sharp
focus & set expectations for successful conclusion of the coaching.
Sample Questions: Imagine this coaching produces great results. What would
it have achieved? What are your goals for coaching? What would be an outstanding outcome of this coaching? What goals would you like to set that will help you realize
your vision or picture of success? What would you like to accomplish in the next 30, 60, 90
days and 12 months?
Exploration/Discovery Process Coach Focus
Establishing a positive connection between the coach & client Leading the client to a more empowering perspective Affirming the sense of the possible Cultivating & supporting the client’s belief in a positive future
Coaching Sequence Coach asks client to describe a positive experience. Client reflects on the positive aspects of the experience. Client & coach identify similarities across several positive
experiences. Client applies learnings to the topic of coaching.
Coaching Tools Questions Pivoting Observation Experimentation Role Models
Exploration (Discovery): System Context & Client Values, Strengths, Competencies, Passions
Initial Coaching Sessions
First Session1. Begin setting the appreciative context via the coach’s
use of appreciative language & inquiry.2. Review the information from the Client Information
Form with the client.
3. Begin the Discovery Stage by asking the four core appreciative questions that identify and clarify the client’s neutral or positive topic for the coaching contract.
4 Core Questions: Exploration/Discovery Process
1. What gives life to you now? (enjoyment, appreciation, fulfillment)
2. Describe a high point or peak experience in your life or work up to now. What do you see as your key strengths in this situation? What unique contributions did/do you make in this situation? What are you especially proud of? (strengths and competencies)
3. Without being humble, what do you value most about yourself as a human being, friend, co-worker, citizen, parent, spouse, sibling and other significant roles you have? What are your core values – the ones you couldn’t live without or wouldn’t be the same person without? (values)
4. What are one or two things you want more in your life? (wishes)
Initial Coaching Sessions
Second Session:1. Continue the Discovery Stage to build on the client’s
positive self-regard in relation to the topic.2. Further refine the topic and client’s description of
success.3. Establish goals to support the vision of success
Exploration/Discovery - Sample Questions
Let’s review where we are. What is the topic for our coaching conversations?
If you need to expand on the original topic, reconnect or refine it, try this: Tell me about a time when you were operating on all “cylinders” at work or in your life. You were at the top of your game – a high point in your work or life. What were you doing? What were others doing? What skills and competencies did you exhibit?
Competencies: Identify some competencies and ask the client to describe peak experiences/stories to illustrate each competency area.
You may ask for several success stories to identify patterns and draw out the topic or client strengths. This can provide more clarity and empower the client.
What about this topic stimulates or excites you?
Describe a time when you might have experienced elements of this topic in a different context, but in a positive way.
If the future could be any way you wanted it to be, how would you state this topic in the positive?
If, while you slept, a miracle occurred & your concern is gone. When you wake up in the am, what will be different that you let you know that the miracle occurred? What else?
Coaching Demo/Practice
Application Debrief
Check-In on Final Assignment
Identified a client? Identified one of client’s associates to interview? Complete the initial coaching session with the
coaching client by the Class 4. Be prepared to discuss your experience. Complete AI interview with the client’s colleague
(and optional colleague) by Class 5. Complete the second coaching session & turn in
your summary form by Class 6. Practice with coaching buddies.
Week Three
Appreciative Coaching Model
(continued)
Agenda – Week 3
Review of Previous Topics – Questions Appreciative Coaching Model (continued) Coaching Demos & Debrief Assignment for Week 4: Conduct first coaching
session with your client.
Coaching Demo/Practice
Application Debrief
AI 5-E/5-D Coaching ModelExpanded by Geri England, Derived from David Cooperrider’s AI 4-D Change Management Process
Engagement (Definition):Enrollment, Contracting,
Desired Outcomes, Relationship
Exploration (Discovery): System Context & Client
Values, Strengths, Competencies, Passions
Envisioning (Dream): Experiential,
emotional, grounding in shared images of
ideal future, metaphors
Expansion (Design): Eliciting Innovative Approaches & Steps
toward the best potential, Actions, System Support
Execution & Evolution (Delivery): Forwarding the action,
Agreements,Fostering
Commitment & Impact, Sustaining
the Change
Affirmative Topic(What you Want More
of)
Envisioning/Dream Phase: Articulating Potential
In Appreciative Coaching, creating a dream is a deliberate process.
Process of creating images of one’s potential
Connection between positive image & positive action – heliotropic tendency
Positive Affect - plays key role in dreaming
Generative Metaphors – deliberately foster formation of new impressions & judgments
Envision/Dream
Envisioning (Dream): Experiential,
emotional, grounding in shared images of
ideal future, metaphors
Envisioning/Dream Process Coach Focus
Encouraging the client to create images of possibilities Inviting the client to give voice to his/her preferred
future, i.e., bring into coherent form Affirming the client’s dream
Coach Sequence Client acknowledges his/her aspirations & strengths. Client & coach anticipate her/his dream. Client declares her/his dream.
Coaching Tools Questions Expression of dreams
Writing Metaphors Drawings Symbols
Envisioning (Dream): Experiential,
emotional, grounding in shared images of
ideal future, metaphors
Questions: Envisioning/Dream Phase – Imagining the Possibilities for a Positive Future
Jump into the future (1year, 5 years, 10 years…). What do you see? What are you doing? Who are you with? Where are you living? What are you excited about?
If you could have 3 wishes, what would they be?
Thinking of times you were most happy, what about these times would you want to carry into the future?
What are you being drawn toward?
What is the world calling you to be? What work are you called to do?
What are the most enlivening and exciting possibilities for you?
What do you notice about yourself when you dream of your future?
If you could communicate with yourself in the future, what questions would you want to ask yourself?
What is the inspiration for your life? What would you like others to
ask of you? What would your mentor (mom,
best friend, grandmother, fairy godmother) wish for you in your future?
What wish would you have for yourself in developing this… (quality, competency focus, situation) to a higher level?
What are the most compelling words, symbols, pictures, images that capture you and your essence?
What metaphors, pictures, songs, etc. would best highlight the elements of your most desired future?
What work/life themes from your stories from the past would you prefer to bring forward into your future?
Expansion/Design Phase: Directing Attention & Action
In Appreciative Coaching design is about:
Helping clients direct their attention and take action so that they become the designers of the future they most desire.
Providing a foundation and structure for clients to proactively attain their dreams.
Expand/Design
Expansion (Design): Eliciting Innovative
Approaches & Steps toward the best
potential, Actions, System Support
Expansion/Design Process Coach Focus
Assisting the client in bringing the dream into focus. Identifying priorities Defining success
Affirming the reality of the dream. Supporting mindful choices and actions.
Enjoying the moment Engaging supporters
Coach Sequencing Client focuses on compelling priorities. Client reflects on ways in which he/she
is already living the dream. Clients takes action to incorporate elements
of the dream into his/her daily life. Coaching Tools
Questions Themes Experimentation for a new outcome Being with Supporters Checklists for forming new habits
Expansion (Design): Eliciting Innovative
Approaches & Steps toward the best
potential, Actions, System Support
Expansion/Design Phase - Sample Questions
Thinking about your dream, what would make it come alive for you?
What in your dream really calls to you, makes you yearn for its fulfillment?
When you think about your dream, what brings you joy & excitement? What makes you laugh?
Who would be your fellow travelers? Who are people you trust & value who have supported you in the past and will again?
What is your purpose in this organization, job, life? What values do want to honor and what commitments are you willing to make to create your dream/future?
As you think about yourself overall – talents, competencies, strengths – how could you build on your best to benefit the team and the organization?
What have you already started putting into place? Where is your attention going now as you think about the things you want to do?
What strengths and opportunities can you leverage now to move forward?
If you were to experiment with one aspect of your dream, what kinds of things can you see yourself trying? How serious is this experiment? How could you make it less serious? More playful?
If you were to act as if your dream were reality now, what fun would you be having? How could that truly be happening now in the near future?
What makes you feel proud and capable today?
What are you willing to commit to now?
What has worked in the past that you can apply now?
What resources do you need to support you?
What specific support will you ask for?
What infrastructure resources will you request?
What mentors can you choose to guide & support you?
Executing/Evolving/Delivery Phase: Being and Becoming
In Appreciative Coaching the purpose of the Destiny/ Delivery stage is:
To internalize and live the reality of clients’ dreams
To enable brilliance and the realization of dreams
Not about endings or beginnings
Living one’s life fully & well
Execute/Evolve/Deliver
Execution & Evolution (Delivery): Forwarding
the action, Agreements,Fostering Commitment & Impact, Sustaining
the Change
Executing/Evolving/Delivery Process Coach Focus
Helping the client recognize his/her dream in the present. Enabling the client to expand his/her capacity to create the
dream. Supporting the client in holding faith when the going gets tough. Holding the client accountable to his/her commitments. Helping the client make course adjustments and modify the
actions needed to make the dream a reality. Saying goodbye when coaching comes to a close
Coach Sequencing Client & coach identify & celebrate the dream in the present. Client & coach focus on ways to act, expand capabilities, &
persevere in realizing the dream. Coach helps prepare the client to move on.
Coaching Tools Questions Perseverance Celebration
Execution & Evolution (Delivery): Forwarding
the action, Agreements,Fostering Commitment & Impact, Sustaining
the Change
Execution/Evolution/Delivery Process – Sustaining the Change, Monitoring Client Progress Client meets with coach to discuss how things are
progressing
Client meets periodically with other stakeholders to receive feedback.
Client and coach look at what is working and how can it be even better.
Coach and/or client conduct additional inquiries to learn about successes.
Expansion/Delivery Phase - Sample Questions
How are you already living your dreams?
Reflect on where we began and where you are today. What’s the same or different?
What makes you proud? What do you want to see
or do more of to get closer to your dreams?
What still needs conscious attention to be sure that it becomes a natural part of your day?
What commitments do you make to yourself?
What has been the most important thing you have learned about yourself?
How will you continue to care for yourself & receive support for your continued efforts?
Who has supported you in your journey & deserves your gratitude or recognition?
How will you continue to foster your own development?
What compels you now? What remains for us to
discuss?
Appreciative Coaching Assignment Progress Check-In
Complete the first coaching session with the client applying the Appreciative Coaching Model & be prepared to discuss your experience.
Submit summary of session on Blackboard. Read Collaborating for Change – Appreciative
Inquiry by Class 4. Read Chapters 1–4 in Appreciative Coaching by
Class 5. Practice with coaching buddies.
Week Four
Appreciative Coaching Experience
Organizational Contracting
& Interviewing
Agenda – Week 4
Discuss Appreciative Coaching experiences – initial session with client.
Review last week’s topics – Questions Contracting with the organization for Appreciative
Coaching Interviewing client’s colleagues Coaching Demo/Practice & Discussion Assignment for Week 5
Discuss Assignment
Describe your experience conducting first Coaching session with your client.
Observations and learnings
AI 5-E/5-D Coaching ModelExpanded by Geri England, Derived from David Cooperrider’s AI 4-D Change Management Process
Engagement (Definition):Enrollment, Contracting,
Desired Outcomes, Relationship
Exploration (Discovery): System Context & Client
Values, Strengths, Competencies, Passions
Envisioning (Dream): Experiential,
emotional, grounding in shared images of
ideal future, metaphors
Expansion (Design): Eliciting Innovative Approaches & Steps
toward the best potential, Actions, System Support
Execution & Evolution (Delivery): Forwarding the action,
Agreements,Fostering
Commitment & Impact, Sustaining
the Change
Affirmative Topic(What you Want More
of)
Engagement/Definition Phase: Contracting with Organization, Expectations and Outcomes of Coaching with Client & Initial DiscoveryThis initial phase consists of
several elements: Engaging the organization Negotiating the contract and
agreements Establishing the relationship Setting the stage – role
expectations for the coach, client & the organization
Forming a picture/image of success
Setting goals and outcomes for coaching
With client and organization, identify colleagues or stakeholders who will be involved in the process
Engage/Define
Engagement (Definition):Enrollment, Contracting,
Desired Outcomes, Relationship
Engagement/Definition Phase: Identifying the Desired Outcomes
With manager or leadership ask: Imagine this coaching produces great results. What would it
have achieved? If you were very satisfied with employee’s performance and
growth, what would you expect to see? What would be a breakthrough for this employee? How
would you know? What would have to happen? Who would be involved? What is your role in this employee’s success? What will you do? What resources will you provide?
What would be an outstanding outcome of this coaching?
Exploration/Discovery Phase: Locating Values, Traits, Strengths
Interviews with others - ask: What do you perceive as the client’s positive traits, skills,
knowledge and abilities that he/she should leverage and maximize?
What uniqueness does the client bring to this organization? What about the client makes you proud? What are the client’s key strengths?
Exploration (Discovery): System Context & Client
Values, Strengths, Competencies, Passions
Exploration/Discovery Phase: Uncovering Strengths and Competencies
Interviews with others - ask: Describe a time when the client was outstanding at work –
when things could not have been any better. What was the client doing? What were others doing? What skills and competencies did the client exhibit?
Competencies: Identify some of the client’s competencies and ask the interviewee to describe peak experiences/ stories to illustrate the client’s competency areas.
Envisioning/Dream Phase: Creating Possibilities for a Positive Future - Others
Interviews with others - ask: What wish would you have for the client in developing
(competency area of focus) to a greater extent? What 3 wishes do you have for the client at this point in
time and place to fulfill his/her highest potential? Is there anything else you think would be helpful for us to
know as we work with him/her to reach a higher level of skill or performance?
Envisioning (Dream): Experiential,
emotional, grounding in shared images of
ideal future, metaphors
Expansion/Design Phase: IntegratingDiscovery Elements & Creating Initial Plan
Interviews with others - ask: As you think about the client overall – talents,
competencies, strengths, - how do you think the client could build on his/her best successes/qualities to benefit the team and the organization?
What commitments to you think that the client can or needs to make for the future?
What are some positive steps he/she can take? What can the client build on in the current situation? What tools can he/she use to help create the envisioned
future? Who and what can be resources for the client? Who are possible mentors for the client? How can you support the client?
Expansion (Design): Eliciting Innovative Approaches & Steps
toward the best potential, Actions, System Support
Execution/Delivery Phase: Sustaining the Change, Monitoring Progress – Client and Others
Client meets with coach to discuss how things are progressing
Client meets with other stakeholders to receive feedback and makes appropriate adjustments.
Coach and/or client conduct additional inquiries to learn about successes.
Coach engages in a dialogue with leadership regarding coaching progress and outcomes based on initial reporting agreements (confidentiality honored)
Execution & Evolution (Delivery): Forwarding the action,
Agreements,Fostering
Commitment & Impact, Sustaining
the Change
Coaching Demo/Practice
Application Debrief
Assignments
Read Chapters 1-4 in Appreciative Coaching by Class 5.
Complete AI Interviews with Client’s colleague (and optional colleague) by Class 5 and submit summary sheets to Blackboard.
Week Five
AI & Appreciative Coaching Theory,
Origins & Core Processes
Agenda – Week 5
Discuss AI Interviews with the Client’s colleagues. Research and Origins of Appreciative Inquiry and
Appreciative Coaching Operating Assumptions Assignment: Coaching Session Two with Client
Due by Class 6
Appreciative Inquiry Interviews with Client Colleagues
Observations Discussion Insights/Learnings
Underlying Research for Appreciative Coaching
New physical & social sciences Appreciative Inquiry Organizational Change
Theories & Practices Positive Psychology Solution-Focused Brief Therapy Neuroscience
New vs. Old Paradigms
Early 20th Century Objective, predictable,
controllable universe Incremental, linear, &
predictable change Simple cause & effect
Newtonian Physics, Reductionist and Dichotomous Thinking
Late 20th & 21st Century Complexity, subjectivity, Interconnectedness,
collaboration Collective use of language
to create social reality
Quantum Physics, Chaos Theory, Complexity Theory, Self-Organizing Systems
Origins of Appreciative Inquiry
AI concept developed by David Cooperrider in 1980s at Case Western U. through work with the Cleveland Clinic
Early contributors – Suresh Srivastva, Ken Gergen, Frank Barrett, NTL, Tojo Joseph Tjatcjemlery, Diana Whitney, Jane Magruder Watkins, Barnard Mohr, Peter Sorensen, Cathy Royal
Applications: The Roundtable Project (large-scale change at Canadian accounting firm), Appreciative Research Carnival (US Institute of Cultural Affairs future planning), Hotel Mgt team (conflict resolution), USAID (Global Excellence in Management Initiative), Imagine Chicago (major community development effort), The Avon Project (Cross-gender relationships), South Carolina (AI & Diversity Citizen’s Summit), United Religions Initiative, GTE (large-scale culture change), Dalai Lama (cooperation & peace initiative with religious leaders)
Appreciative Inquiry Is:
An approach to organizational analysis and learning that is intended for discovering, understanding, and fostering innovation.
“a form of organizational study that selectively seeks to locate, highlight and illuminate what are referred to as the ‘life-giving’ forces of the organization’s existence, its positive core.”
Four Propositions Underlying AI Practice
1. Inquiry should begin with appreciation.2. Inquiry into what is possible should yield
information that can be used, applied, and validated in action.
3. Knowledge that appreciates “what is” becomes provocative and can stir organization members to action.
4. Inquiry into human potential should be collaborative, assuming an immutable relationship between the process of inquiry and its content.
Operating Assumptions in AI for Organizational Change
In every society, organization, group, or individual, something works.
What we focus on becomes our reality.
Reality is created in the moment, and there are multiple realities.
The act of asking questions of an organization, group, or individual influences the group or individual in some way.
Operating Assumptions in AI (continued)
People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known).
If we carry parts of the past forward, these should be what is best about the past.
It is important to value differences.
The language we use creates our reality.
Appreciative Coaching
Like AI, Appreciative Coaching is:
Both a theory and practice of change from a holistic framework
Its primary focus is on individuals.
Like AI, it holds the same core set of assumptions
Human systems & individuals will move toward the images that reside in their most positive cores – their values, visions, achievements, and best practices when the focus is placed there.
Thoughts and language are critical factors in the process.
Sources of Human Motivation, Behavior & Focus
Historical Reality Learned Innate Experiences Family Habits Education Genetics
Current Reality Rewards Conditions Feelings Environment Current Values
Anticipatory Reality Goals Beliefs Expectations Hopes Dreams
Theoretical Base for Appreciative Inquiry
Social ConstructionismWe socially construct our reality.
The Power of Image There is a relationship between our images and our behavior.
Evidence
When organizations or groups capture positive imagery internally and make it visible, it starts to drive change in an individualistic, self-directed way. It creates a sense of focus.
Our image of thefuture drives our
ACTION!
Placebo EffectHelp someone construct an
image of how something mighthappen, and it drives behavior
which creates a change in that direction
Pygmalion EffectChange a teacher’s image of a
student, and their behavior changestoward the student, improving
student performance
SociologyThe study of problems creates an increase in number & severity of
problems. But opposite also occurs.
SportsVivid visualization of one’s performance guides physical performance. Speed of learning when only correct images are
reviewed.
Internal ConversationsStudies of pre and post operativepatients. Difference in recoverybetween positive and negative
imagery.
Positive Image Positive Action
Placebo Effect
Pygmalion Effect
Affirmative Capability
Positive Images
Inner Dialogue I did great!I stunk!
The Idea of Positive Change
• Definition: 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.
• 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.
• 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.
AI Processes & Techniques
Applying a self-discovery model Using positive language Asking powerful appreciative questions Bringing positive past experiences to present &
future circumstances Focusing on the positive core and positive
expectations
Positive Methods – Emerging Paradigm
Appreciative Inquiry (AI) - Cooperrider Positive Psychology
Seligman – Learned Optimism & Authentic Happiness Csikszentmihalyi – Flow & Happiness Studies New view of humans as masters of their own lives; focus on
helping people amplify strengths vs. repair weaknesses Gallup Research & Buckingham & Coffman (Now Discover Your
Strengths) posit that people perform better & are happier at work when they use primarily their strengths
Solution-Focused Brief Therapy (SFBT) Berg & Shazer Language shapes the perceptions of reality Small changes make big differences Clients achieve a solution by changing their behavior or their
interpretations of behavior and the situation Therapist compliments the clients on what he/she is already
doing well
Three Key SFBT Techniques
1. Asking questions to elicit exceptions to problems to help clients shift the focus from the problem to possible remedies and solutions
2. The miracle question: “Suppose that tonight, while asleep, a miracle happens & the problem is resolved overnight, what would you be doing the day afterwards?
3. Use of scaling questions: On a scale of 1 to 10 where 1 represents how badly you felt when… and 10 represents how you will feel when you no longer need to see me, where are you today?
Positive Methods – Emerging Paradigm
NeuroSciences – Study of the Brain
Summary: Appreciative Coaching
Based on the work of David Cooperrider and colleagues
Emphasizes that individuals, executives and organizations do not need to “be fixed.”
Focuses on accessing existing strengths and distinctive competencies
Reaffirms and encourages a person’s qualities/traits to promote positive change and move the individual or organization forward.
Applies 4 core discovery questions within a 4 to 5 phase model that empower individuals to look at the best of themselves and their organizations and leverage this to create a positive future.
Assignments
Complete the second coaching session with the client and submit the summary sheet by Class 6.
Week Six
Appreciative Coaching Experiences
Core PrinciplesAlternative Models
Applications
Agenda – Week 6
Review/Discuss Appreciative Coaching Session Two with Client including Feedback from Colleagues
Five Core Principles AI Organizational Change Models Appreciative Coaching Models Appreciative Coaching Applications Reflections Completion
Appreciative Coaching – Second Client Session
Observations Discussion Learnings
Five Core Principles of AI & Appreciative Coaching
Constructionist Principle – humans construct their reality through conversations; words create worlds
Positive Principle – positive approach to learning is more generative & effective than negative approaches that focus on what’s missing
Simultaneity Principle – Inquiry is change; the first question we ask is fateful
Poetic Principle (Openness) – Organizations and individuals are more like stories than machines
Anticipatory Principle – behavior & decisions about actions are based on what we anticipate as well as what we were born with or learned
Constructionist Principle – Construct Reality Via Conversations & Stories
Concept: Clients’ language & metaphors create their reality.
Assumptions: What people focus on becomes their reality. Language used creates their reality. In each person, something works. Self-awareness & destiny are interwoven.
Coach Approach: Inquire into clients’ talents, past & present successes & unmet
desires. Listen for words, phrases, or metaphors that will guide clients
toward the reality they seek. Create a clear image of their key attributes that they want to keep
& build on. Gently move clients from problem-solving language to discovery &
appreciative language. Encourage clients to take personal responsibility for what they
know & how they know it.
Appreciative Language
Describe your three greatest accomplishments to date. What made these accomplishments stand out for you? What have you incorporated into your current actions
from your past accomplishments? How could you use what you’ve learned from these
accomplishments to assist you in making future changes?
List five adjectives that describe you at your best. What situations tend to bring out your best? What are you learning and accepting about yourself at
present? How do you talk about yourself about…? How do you talk about others about…? What gives you that spark of life? I wonder if you thought about…?
Positive Principle – Belief that Positive Approach is More Productive in Learning & Change
Concept: When people are in a positive mode, they act more effectively in their lives.
Assumptions: Emotions can be contagious, especially in organizations. Positive emotions are antidotes & can even undo effects of
negative emotions. Joy, interest, contentment & love can be transformational by
contributing to the expansion of people’s ways of thinking & acting.
Positive emotions expand the repertoire (resources) of human capabilities physically, intellectually, and socially.
Coach Approach: Use positive language. As coach stay in a positive frame of mind to connect with
your own positive emotions. Affirm and appreciate clients. Nurture clients’ expression of positive emotion. Help clients enhance their reflected best-self portrait. Build positive virtuous (self-reinforcing) cycles.
Appreciative Language
I like to hear that word – it excites you. What are the times you feel at you best? So you’re feeling good about this… I love how you’re already putting form &
substance to this. That’s very exciting. You’re very talented. I see something in you today that I haven’t seen
before. Here is where you will shine.
Principle of Simultaneity – Inquiry Creates Change
Concept: Inquiry and change happen at the same time; the power of the present affects personal change
Assumptions: Each conversation has impact on the client. The seeds of change (how people, think, talk, discover and
imagine the future) are sown in the first question asked. Practitioners set the stage for what their clients focus on and find
Coach Approach: Begin the coaching relationship with appreciative questions
(these powerfully remind clients of their strengths & successes). Realize the power of questions & be thoughtful in forming those
questions. Ask questions that prompt new thinking & answers (present, past
& future). Ask questions that help clients reframe their past from their
perspective in the present.
Appreciative Language
Problem-Solving Q’s Tell me what the problem is. Tell me what’s wrong. What are you worried about? What do you need help with? What’s bothering you? What’s working? What’s not
working? What are you going to do
about…? How are you doing to fix this? Tell me what you want to do
next. What do you think caused this
to happen? What’s your solution? What’s your plan
Appreciative Q’s What gives you energy? What do you most value about
yourself? What do you want more of? What worked well for you
before? What’s working well now? What first attracted you to? What did you do to contribute? How does it look when you…? How will you know? What’s been your experience
with that? How do you want to keep
moving forward for yourself? What are you doing each day
that’s living your dream?\ How will you create what you
want?
Poetic Principle – Story Telling Creates Meaning
Concept: Invites clients to view themselves, not as problems to be solved, but as an open book of possibilities.
Assumptions: Clients are not limited to predictive cause-effect explanations. Recognizes the power of stories & metaphors to capture human
potential. Recollections of stories at their best can be a powerful incentive
to overcome current challenges. Frees clients from limited ways of seeing themselves. Clients live in systems of mutual interaction & the future cannot
be predicted with certainty.
Coach Approach: Give clients the freedom and permission to see themselves in a
holistic way, not limited by past actions. Help clients connect with their “inner flow” with a full range of
human expression & autonomy. Listen for moments of creativity & discovery. Help clients experiment with new interpretations of their
experiences.
Appreciative Language Let go of a way of life you’ve had. You sound very congruent. Imagine all your possibilities. Where have you been successful? What does that mean for you? A wonderful blessing. A connection between… Exploring what you are capable of. What a great insight! You are more of yourself now. What will help you tap into your passion? Now you can move on. So some space is opening now with new
possibilities.
Anticipatory Principle – Images of the Future Concept: Relates to clients’ creating a clear positive image
of the future for themselves, one that expresses their desires & possibilities; it is this future image that will guide client’s current actions & behavior.
Assumptions: Whatever clients focus on is what they will most likely create; There is a strong relationship between images of the future and
thinking (expectations) in shaping the future reality; Positive images & positive thinking create a positive future;
Coach Approach: Solicit and listen for phrases clients use to paint images of, &
express longings for, their desired future Engage clients in drawing forth & shaping their dreams of the
future and remind them of the crucial link between future images & current actions
Appreciative Language
How does that feel as you anticipate…? What about that excites you? What images do you have of…? Who are your role models for…? What are some of the ways you’d like to
challenge yourself with…? What could you imagine yourself doing? So would that be something of interest for you in
the future? What’s a small step that could take you in the
direction of doing more of what you want? That’s an excellent step to get you where you
want to go. What would like that to look like?
Appreciative Coaching Core Principles Summary
Positive change in the organization and the individual is created through language which focuses on the life-giving forces and positive experiences of the past.
These positive energies, resources, and qualities are brought forward and enhanced to create a better future.
Thus, the future is grounded in the past, providing continuity and opportunity for more likely sustaining the change.
Multiple Models
Usefulness of Models - What, Why, How?
Organizational Change Models AI 4-D Organizational Change Model 4-I Organizational Change Model Action Research Model for Change
AI Coaching Models Appreciative Coaching 4-D Model Appreciative Coaching 5-D Model Appreciative Coaching 5E Model
AI Organizational Change Models
Appreciative Inquiry “4-D” Organizational Change Cycle - Cooperrider
DiscoveryAppreciate “What is”
DiscoveryAppreciate “What is”
Dream Imagine
“What might be”
Dream Imagine
“What might be”
Design Determine
“What should be”
Design Determine
“What should be”
DeliveryCreate
“What will be
DeliveryCreate
“What will be
AFFIRMATIVE
TOPIC CHOICE
The Mohr/Jacobsgaard Four-I Model of Change
InitiateChoose Positive Topic of Inquiry
InitiateChoose Positive Topic of Inquiry
ImagineCreate Shared
Images ofThe Future
ImagineCreate Shared
Images ofThe Future
InnovateFind InnovativeWays to Create
That Future
InnovateFind InnovativeWays to Create
That Future
AFFIRMATIVE
TOPIC CHOICE
Inquireinto Stories of
Life-Giving ForcesSelect Themes, Topics
Of Further Inquiry
Action Research Model of Organizational Change
AppreciatingValuing the Best
of What is
AppreciatingValuing the Best
of What is
Envisioning What might beEnvisioning
What might be
Dialoguing
What should be
Dialoguing
What should be
InnovatingWhat will beInnovating
What will beAFFIRMATIVE
TOPIC CHOICE
Approaches to Managing Change in Organizations
Problem Solving Identify Problem Conduct Root Cause
Analysis Brainstorm Solutions &
Analyze Develop Action Plans Metaphor:
Organizations are problems to be solved.
Appreciative Inquiry Appreciate “What is”
(What gives life?) Imagine “What Might Be” Determine “What Should
Be” Create “What Will Be” Metaphor:
Organizations are solutions to be embraced.
Organizational Architecture
Key Processes
Key Players
Theme or Life-Giving Force
Appreciative Coaching Models
A Model of Appreciative Approach to CoachingAdapted from Cooperrider’s 4-D Change Model by Sara Orem
DiscoveryNatural Skills
DiscoveryNatural Skills
Dream Ability to Create
Our Future
Dream Ability to Create
Our Future
DesignResults
Create ideal future
DesignResults
Create ideal future
DeliveryPositive Energy
High Performance
DeliveryPositive Energy
High Performance
AFFIRMATIVE
TOPIC CHOICE
Coaching with AI 5-D ProcessBased on Cooperrider’s 4-D Change Model, Adapted to a 5-D Change Model at GTE and Expanded to Coaching by
Barbara Sloan
Definition:Topic, Purpose, Goals,
Ideal Outcome, Relationship
Discovery: Peaks, Strengths,
Competencies
Dream: Client & System Values, Shared
Dreams
Design: Declarations,
Decisions, Commitments, Actions
Destiny/Delivery:Becoming, Being, Sustaining, Check-
Ins
Topic(What you Want
More of)
AI 5-E/5-D Coaching ModelExpanded by Geri England, Derived from David Cooperrider’s AI 4-D Change Management Process
Engagement (Definition):Enrollment, Contracting,
Desired Outcomes, Relationship
Exploration (Discovery): System Context & Client
Values, Strengths, Competencies, Passions
Envisioning (Dream): Experiential,
emotional, grounding in shared images of
ideal future, metaphors
Expansion (Design): Eliciting Innovative Approaches & Steps
toward the best potential, Actions, System Support
Execution & Evolution (Delivery): Forwarding the action,
Agreements,Fostering
Commitment & Impact, Sustaining
the Change
Affirmative Topic(What you Want More
of)
Distinctions - Traditional Coaching vs Coaching with AI
Traditional Coaching Client individually
responsible for performance
Coaching is a private process
Facilitative Coach often seen as
expert Traditional problem-
solving orientation
Appreciative Coaching Client is responsible
and is also affected by others and the organization
Coaching is a more open process (often including others’ observations)
Collaborative and growing relationship with coach and others
Possibility focused
Application Areas
Leadership & Management Development
Work Process Redesign Team Development Organization Culture Change Employee Development HR Practices: Staffing,
Orientation, Performance Management
Communications In-take Interviews 360 Feedback and
Coaching
Collaborative alliances & joint ventures
Community & customer relations
Diversity initiatives Strategic Planning Focus Groups Benchmarking Surveys Evaluation to Valuation Transitions Career Development Group Coaching
Why Appreciative Coaching Works
Does not focus on changing people The message is not about what they have done wrong or must stop.
Invites people to engage in building the kinds of lives, organizations and communities that they want to live in.
Helps each person see the need for change, explore new possibilities, and develop solutions.
Assumptions conversation dominant images individual acts at both conscious and unconscious levels create positive change and desired future
Reflections
What are your take-aways from this course?
How has learning about Appreciative Inquiry and Appreciative Coaching influenced you and your approach to coaching?
What key idea, principle or practice intrigues you such that you might apply it in your coaching or organizational life?
AI References
Appreciative Inquiry: Change at the Speed of Imagination, by Jane Magruder Watkins and Berhard J. Mohr, 2001
Appreciative Inquiry: A Constructive Approach to Organization Development and Social Change, 2001 Cape Cod Institute Workshop by David Cooperrider and Marge Schiller
Appeciative Inquiry Handbook, David Cooperrider, Diana Whitney, and Jacqueline Stavros, Editors,2004.
“Appreciative Inquiry: Igniting Transformative Action,” by Bernard Mohr. From The Systems Thinker, Volume 12, #1, 2001, at www.pegasuscommunications.com.
Appreciative Inquiry: Rethinking Human Organization Toward a Positive Theory of Change by David Cooperrider, Peter Sorensen, et. al, 1999
Collaborating for Change: Appreciative Inquiry by David Cooperrider and Diana Whitney, Berrett-Koehler Publishers, 2000.
AI References (cont.) Encyclopedia of Positive Questions Using Appreciative Inquiry to
Bring Out the Best in Your Organization by Diana Whitney, David Cooperrider, et. al, 2001
“A Revolution in Change”, 1995-1998 Presentations to GTE by David Cooperrider
Lessons from the Field: Applying Appreciative Inquiry, edited by Sue Hammond & Cathy Royal, 1998
“What is Appreciative Inquiry” by Joe Hall & Sue Hammond, www.thinbook.com
Other Resources: AI Listserve at ailist-admin@mail.business.utah.edu AI Commons website at http://appreciativeinquiry.cwru.edu/ AI Consulting Organization: A global network if AI practitioners
at www.aiconsulting.org
Coaching References
Appreciative Coaching A Positive Process for Change, by Sara L. Orem, Jacqueline Binkert and Ann L. Clancy.
A Simpler Way by Margaret Wheatley, 1998 Authentic Happiness: Using the New Positive Psychology to
Realize Your Potential for Lasting Fulfillment by Martin Seligman, 2004
Coaching, Counseling & Mentoring by Florence Stone, 1998 Coaching Evoking Excellence in Others by James Flaherty, 2005 Coaching for Leadership by Marshall Goldsmith, Laurence Lyons, &
Alyssa Freas, 2005 Coaching for Performance: Growing People, Performance and
Purpose by John Whitmore, 2002 Co-Active Coaching by Laura Whitworth, Henry Kimsey-House &
Phil Sandahl, 1998 Executive Coaching with Backbone and Heart by Mary Beth
O’Neill, 2000 Flow: The Psychology of Optimal Experience by Mihaly
Csikszentmihalyi, 2006
Coaching References (cont.) Happy for No Reason by Marci Shimoff and Carol Kline, 2008. “Introduction to AI in Coaching” at the Second Annual Conference
on Appreciative Inquiry: Creating Organizations for Business & Society, by Barbara Sloan, Irene Bugge & Trudy Canine, 2004
Leadership and the New Science: Discovering Order in a Chaotic World, by Margaret Wheatley, 2001
Learned Optimism: How to Change Your Mind and Your Life by Martin E. Seligman, 2006
Now Discover Your Strengths by Marcus Buckingham and Donald O. Clifton, 2001
“Coaching from an Appreciative Perspective”, 2004 Proceedings of the Second ICF Coaching Research Symposium, by Sara Orem
Positive Psychology in Practice by P. Alex Linley and Stephen Joseph, 2004
Quiet Leadership, Help People Think – Don’t Tell Them What to Do! by David Rock, 2006.
The Brain That Changes Itself by Norman Doidge, M.D., 2007 The Psychology of Executive Coaching by Bruce Peltier, 2001 Turning to One Another: Simple Conversations to Restore Hope to
the Future by Margaret Wheatley, 2002