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Action Inquiry for
Performance Management
An Introduction
Derry Habir
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ACTION STARTS FROM YOUR
DISSATISFACTION OF THECURRENT SITUATION:
RECOGNIZING UNFULFILLEDNEEDS / OBJECTIVES
of the INDIVIDUALS, and of theGROUP or the ORGANIZATION
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and from this recognition
comes the intention
to IMPROVEfor ACHIEVING THOSE NEEDS or
OBJECTIVES
to BREAK OUT,to CHANGE, or
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Single- and Double-loop learning model
GoverningValues /
KnowledgeActions Mismatch
Chris Argyris, Overcoming Organizational Defenses, Boston: Allyn & Bacon (1990)
Single-Loop Learning
Double-Loop Learning
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ACTION INQUIRY, or
ONE OF THE METHODS
IS CALLED
ACTION LEARNING, or
ACTION RESEARCH, or
Participatory Action Research
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GoverningValues /
AssumptionsActions Mismatch
Chris Argyris, Overcoming Organizational Defenses, Boston: Allyn & Bacon (1990)
Single-Loop Learning
Double-Loop Learning
To improveknowledge, tochange values,
belief,
assumptions
For better,improved
actions and
practices
Eliminate mis-match, gain
desired needs/objectives
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Consider these claims:
SPEAKING is the primary
and most influentialmedium of action.
and
N.A.T.O (No Action, Talk Only)
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Action Inquiry is based on
these assumptions:
To change from the PASSIVECONTENT to the DYNAMICPROCESS of conversation.
TALK is the essence of action.
Speaking is the secret of
conscious social life.
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Action Inquiry aims atIMPROVING:
Communication about lack of alignmentof individual, group, and organizationalobjectives/actions, or about lack of
validity/clarity of assumptions.
Actions toward alignment between personal
needs and organizational objectives.
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4 KEY ELEMENTSOF ACTION INQUIRY
FRAMING
INQUIRING
ADVOCATINGILLUSTRATING
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Improving Knowledge and the Quality of OurActions
William Torbert & Dalmar Fisher, Personal and Organizational
Transformation, New York: MacGraw-Hill (1995)
ILLUSTRATING
FRAMING
Asserting an option, perception,
feeling, or proposal for action in
relatively abstract terms.
Send this
document ASAP!
Telling more concrete story that
puts the meat on the bones of
advocacy, thereby orients and
motivates others more clearly.
. . Just like Jane did
when she took orders
from them yesterday.
Involves asking others in order to
learn something from them.
What do you think?How soon you can
do it? Could you
ask Jane how to
get it?
Explicitly stating the purpose to
the present action/occasion, theassumptions, the problems, etc.
Theres a sudden
change of our
clients schedule
. . .
ADVOCATING
INQUIRING
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Improving Knowledge and the Quality of OurActions
William Torbert & Dalmar Fisher, Personal and Organizational
Transformation, New York: MacGraw-Hill (1995)
ILLUSTRATING
FRAMING
Asserting an option, perception,
feeling, or proposal for action in
relatively abstract terms.
I dont want to
do it! Thats not
my responsibility
Telling more concrete story that
puts the meat on the bones of
advocacy, thereby orients and
motivates others more clearly.
. . After all, you
asked our driver to
do it when I was on
leave . . . .
Involves asking others in order to
learn something from them.
Why do you think I
should be the one
to do this? Perhaps
you dont know I
have a important
deadline to meet?
Explicitly stating the purpose to
the present action/occasion, theassumptions, the problems, etc.
I expect my work
to be morechallenging . . .
ADVOCATING
INQUIRING
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By changing to the DYNAMIC
PROCESS (of talk), then ActionInquiry becomes a RISKY business:
By inviting ourselves toengage with others and
asking TRUE RESPONSESmight disturb our comfortzones (assumptions, belief)
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A.I. enhances both the actors andorganizations efficiency, effectiveness,
and legitimacy,by
Making explicit and testing the
appropriateness of strategies, purposes,and outcomes.
Weaving together action and inquiry.
Testing and potentially redefiningassumptions, values, belief, inferences,visions.
Developing a better shared purposes.
Strengthening visibility of the process.
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LEVELS of INQUIRY
INDIVIDUALS / PERSONAL
GROUPS
INTER-GROUPS ORGANIZATIONAL
INTER-ORGANIZATIONS
SOCIETAL
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PROs AND CONs
PERFORMANCEORIENTED AMBIGUOUS FOR
UNTRAINED
PEOPLE
PRACTICAL INVOLVING ALL
STAKEHOLDERS
LONG TERMIMPACT
REPLICABLE
TIME CONSUMING
NEEDS HIGHFACILITATIONSKILLS
PANDORA BOXEFFECTS