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1. ai ‘Appreciative Inquiry: Change at the Speed of the Imagination’ – Watkins & Mohr, 2001 An Approach to ^ Change appreciative inquiry 2 ACCELERATED.

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Presentation on theme: "1. ai ‘Appreciative Inquiry: Change at the Speed of the Imagination’ – Watkins & Mohr, 2001 An Approach to ^ Change appreciative inquiry 2 ACCELERATED."— Presentation transcript:

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2 ai ‘Appreciative Inquiry: Change at the Speed of the Imagination’ – Watkins & Mohr, 2001 An Approach to ^ Change appreciative inquiry 2 ACCELERATED

3 “Felt Need” Identify problem Conduct root cause analysis Analyze Possible Solutions Develop action plan (Treatment) Basic assumption: “problem-to-be solved” Problem solving (deficit based change) (Dialogue and design What should be) Create (What will be) Basic assumption: “mystery” organization is a web of strengths linked to infinite capacity, infinite imagination… alive Appreciative inquiry (strength based innovation) “Valuing the best of what is” Appreciate Imagine (What might be) PROBLEM ANALYTIC CHANGE VS. APPRECIATVE INQUIRY

4 Change - Traditional approach vs Ai  The burning platform / what is wrong?  Executive/ Senior leaders agree the solution (define the new beginning/vision); workshop the strategy (over a period of time)  Project team formed to implement and lead the change  Communication Plan & campaign developed to engage all stakeholders and drive desired responses/ behaviours  Measurement  The business opportunity/what do we want to create?  The whole system is invited to co-create the future – full voice and personal investment  The change begins ‘in the moment’ and continues as an integrated strategy  Follow-up in the form of progress checks, and support, where required  Measurement

5 5 1. valuing; the act of recognising 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 appreciate synonyms: esteeming, valuing, honouring 1. the act of exploration and discovery 2. to ask questions; to be open to seeing new potentials and possibilities inquire synonyms: discovery, search, study, systematic exploration

6 6 ‘Managing Transitions’ – William Bridges Neutral Zone New Beginnings The change/future we envision Confusion Creativity Endings Letting go: what do we want to take with us/ what will serve us? Transition model

7 David Cooperrider Case Western Reserve University “Ai is the cooperative search for the best in people, their organisations, and the world around them. It involves systematic discovery of what gives a system “life” when it is most effective and capable in economic, ecological, and human terms.” 7

8 “I’m not good enough” “They are to blame” “We have lost” “I am depressed” “The organization is hopeless” ”My family is dysfunctional” “What is your problem?” “It’s your fault” “I am a bad person” “You are wrong!” “I will never be able to” “That was a mistake” “It is a disaster!” “I don’t have enough” “You are a failure” “There is a lack of ……..” vocabularies of human deficit are the opiates of the masses David Cooperrider is one of the founders of Appreciative Inquiry

9 Assumptions of Ai In every organisation/ situation – something works What we focus on, and the language we use, becomes our reality Sustainable action is more likely from a place of positivity The act of asking questions begins the change Moving forward is easier when we bring forward the best parts of the past – when we pay attention to the positive core 9

10 ai The 5-D Cycle DEFINE Decide what to learn about, how and who to involve in each phase DISCOVER Conduct the inquiry, share insights and capture the Positive Core DREAM Envision the impact & internal functioning as if those insights and the Positive Core were fully alive DESIGN Invent the initiatives and the social architecture which will make your dreams inevitable DESTINY Innovation Improvisation and Inquiry. Expand all learning Competencies

11 DVD ai summit

12 ai The 5-D Cycle DEFINE Decide what to learn about, how and who to involve in each phase DISCOVER Conduct the inquiry, share insights and capture the Positive Core DREAM Envision the impact & internal functioning as if those insights and the Positive Core were fully alive DESIGN Invent the initiatives and the social architecture which will make your dreams inevitable DESTINY Innovation Improvisation and Inquiry. Expand all learning Competencies

13 Interview ai summit

14 “what are you most curious about?” “what do you most want to see more of?” “If you find and inquire into the most powerful topics, you will find the system’s wisdom written on the wall”. Sallie Lee 14 Transformative topics

15 It is the collective wisdom, knowledge, strategies, attitudes, skills and capabilities of the organization at its best. Often undiscussed, an organization's positive core is a source of life-giving potential, consisting of all its creative, life- affirming qualities, capabilities, and resources. It is the essence of the organization at its best: its remembered past, its enacted present, and its imagined future. Diana Whitney Corporation for Positive Change positive core

16 ANZ Boeing British Petroleum RAC US National Intelligence Community Allstate Smith Kline Beecham Walmart The Inspire Foundation Nextel Green Mountain Coffee Roaster British Airways Roadway Express American Red Cross Newark Beth Israel Medical Center Georgia Pacific British Gas World Vision Some organisations using ai

17 17  What we ask determines what we find  What we find determines how we talk  How we talk determines how we imagine together  How we imagine determines what we achieve together Positive Image Positive Action

18 Social Constructionism: Human systems are made and imagined by those who live and work in them. Our reality and meaning are socially created Simultaneity: Change begins the moment we ask questions Poetic: (poets are not constrained) We have no boundaries on what we can inquire and learn from. Everything is open to reinterpretation Anticipatory: Our behavior in the present is influenced by the future we anticipate Positive: The more positive the question and conversation, the longer-lasting the change “Our organizations evolve in the direction of the images we create based on the questions we ask as we strive to understand the systems at work.” 18 5 Principles

19 See the positive in a given situation Reframe a given situation Act now – seeing how the future unfolds from the present “Seeing the mighty oak in the acorn” – Tojo Thatchenkery & Carol Metzker 19 Appreciative Intelligence

20 Outputs from the Summit process Tangible Whole system shift in the one direction Clear, shared direction A new story for the organisation (re-story) A re-focus/ concentration of effort Action Plans (short term & long term) New ideas New energy and enthusiasm Current activities & processes enhanced ‘Double-up’ dramatically reduced - streamlined Collaboration Accountability Individuals invested in what the business does Ownership of actions & outcomes at all levels Self-organised workgroups Designed for s Less tangible/ emergent Networks developed Informal relationships formed Individuals feel acknowledged Sense of belonging Individual confidence = more robust system Sense of achievement Self-awareness in a group Emergence of strengths Participants understand their role in the big picture Mutual appreciation & respect Sense of purpose & connection Strategic thinking at all levels A more positive outlook A desire (&ability) to find the possibilities in a situation Appreciation for the power of inquiry & genuine curiosity Innovation

21 Case study - SBB Question: What do you want more of? Answer: Growth  Sales  Staff retention (Belonging and Balance)  Passion 21 Inquiry into: passion; superior customer service; work-life balance

22 22 “I am convinced that AI enabled us to significantly increase our sales figures the following year and caused a real and strong sense of oneness despite the geographical spread of our staff.” Rob Goudswaard, Managing Director ANZ Regional, Rural & Small Business Banking

23 References Recommended texts Ludema, Whitney, Mohr & Griffin (2003). The appreciative Inquiry summit – a practitioners guide for leading large-group change. Berrett-Koehler Publishers, Inc. Watkins & Mohr (2001). Appreciative Inquiry. Change at the speed of the imagination. Jossey-Bass/Pfeiffer Thatchenkery & Metzker (2006). Appreciative Intelligence. Seeing the mighty oak in the acorn. Berrett-Koehler Publishers, Inc. 23 Recommended websites Ai commons: Ai Practitioner:


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