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An Appreciative approach to Coaching AI involves the art and practice of asking questions that strengthen a person’s capacity to apprehend, anticipate.

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Presentation on theme: "An Appreciative approach to Coaching AI involves the art and practice of asking questions that strengthen a person’s capacity to apprehend, anticipate."— Presentation transcript:

1 An Appreciative approach to Coaching AI involves the art and practice of asking questions that strengthen a person’s capacity to apprehend, anticipate and heighten positive potential. Presented by Jo McAlpine

2 An Appreciative approach to Coaching Tell the story of what brings you to life in your coaching…….

3  Appreciative Coaching is a positive, strengths based approach to change.  It is deliberate in it’s life-centric search to find the best in people and the world around them.  It co-creates inspiring future images of what we want more of, then grounds these images into sustainable action plans Appreciative Coaching explores what’s POSSIBLE – NOT what’s wrong!

4 History  Based on Appreciative Inquiry and the work of David L. Cooperrider & Associates at Case Western Reserve University  The mechanistic age sees human systems as machines and parts (people) as things to be fixed  Challenged in the mid-eighties with the notion that organisations are expressions of beauty, spirit and positive action.  Born as a group change process, actively looking for what works, creating the future by using the best from the past  Organisations including NASA, McDonalds, US Navy, Save the Children, Avon, British Airways Hunter Douglas and many more

5 Basic Assumptions – The Coach  The coach must have the capacity to retain the spirit of inquiry of the everlasting beginner.  As coaches, the only thing we can do to make a difference is to craft, in better and more catalytic ways, the unconditional positive question.  The coach must have the ability to see the potential of a mighty oak in an acorn and transform that potential to successful outcomes. (Appreciative Intelligence) “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

6 The Ways of Being Coach  The Coach values and supports positive change  The Coach understands how their own way of being impacts the coaching relationship  They understand and have integrated their own values, beliefs and mindsets within the framework of AI  They know that language creates reality and understand the shortfalls of using a language of deficit  They demonstrate coherence between I, We and It

7 Appreciative Coaching Outcomes  Effective positive action  Performance, Achievement & Creativity  Creates momentum and a desired future  Creates and builds internal capacity  Develops the ‘AND’ not ‘BUT’ mindset  Builds and increases adaptability and resilience  Enhances coaching engagement  Builds a bridge between thinking, feeling & action  Builds & develops a positive worldview

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

9 The AI 4-D Model Discovery “What gives life?” The best of what is AppreciatingDiscovery “What gives life?” The best of what is Appreciating Dream “What might be?” EnvisioningResults/ImpactDream EnvisioningResults/Impact Design “What should be – the ideal?” Co-constructingDesign Co-constructing Destiny “How to empower, learn, and improvise?” SustainingDestiny Sustaining AffirmativeTopic

10 Appreciative Coaching Practice  What brings you to life in your coaching?  How could you have more of that?  If you were to think of one or two things that you can do right now to help you achieve this what would they be?  What can you do to make it happen? By when? Who will you need to help you?

11 References Cooperrider, D.L. Whitney, D. Stavros, J. (2003) Appreciative Inquiry Handbook. Berrett – Koehler, San Francisco. Csikszentmihalyi,M. (2003) Good Business - Leadership, Flow and the Making of Meaning. Hodder & Stoughton, London Hammond, S. (1998) The Thin Book of Appreciative Inquiry.Thin Book Publishing, Oregon. Thatchenkery, T. Metzker, C. (2006) Appreciative Intelligence – Seeing the Mighty Oak in the Acorn. Berrett – Koehler, San Francisco

12 An Appreciative Approach to Coaching Dialogue and Question Time


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