Appreciative Inquiry: A Positive Revolution to Change

Appreciative Inquiry: A Positive Revolution to Change
Appreciative Inquiry: Core Team Training Appreciative Inquiry: Core Team Training Joanne Daykin Catherine McKenna ND Learning Centre McKenna Associates (613) (613) Appreciative Inquiry: A Positive Revolution to Change McKenna Associates and ND Learning Centre

Appreciative Inquiry: Core Team Training
Workshop Objectives Be introduced to the terminology, research and theory base of AI Experience appreciative interviewing and learn interviewing skills Become familiar with basic elements of the 5-D cycle : Definition, Discovery, Dream, Design & Destiny Understand positive topic identification and craft affirmative questions. Develop a working draft of the interview guide Develop a map of the internal and external stakeholders. Decide who should be part of the inquiry process. Clarify roles and responsibilities. Confirm the form of engagement and develop a plan for rolling out the inquiry process. Workshop Objectives McKenna Associates and ND Learning Centre

Some Change Agendas Suited to Appreciative Inquiry
Appreciative Inquiry: Core Team Training Some Change Agendas Suited to Appreciative Inquiry Strategic Planning Culture Transformation Customer Satisfaction Morale and Retention Organization Design Leadership Development Business Improvement Diversity/Inclusion Merger Integration Alliance Building Union-Management Partnership Strategic Resource Sharing Conflict Resolution Process improvement Team Development Some Change Agendas Suited to Appreciative Inquiry Strategic Planning Culture Transformation Customer Satisfaction Morale and Retention Organization Design Leadership Development Business Improvement Diversity/Inclusion Merger Integration Alliance Building Union-Management Partnership Strategic Resource Sharing Conflict Resolution Process improvement Team Development McKenna Associates and ND Learning Centre

We may have reached the limits of deficit based change
Appreciative Inquiry: Core Team Training We may have reached the limits of deficit based change Deficit Based Change “No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.” Albert Einstein Identify problem Conduct root cause analysis Brainstorm solutions and analyze Develop action plans McKenna Associates and ND Learning Centre

Definitions Appreciate Recognize the quality, significance or magnitude of To be fully aware of or sensitive to To raise in value or price Inquiry The process of gathering information for the purpose of learning and changing. A close examination in a quest for truth. Ap-pre’ci-ate, v., 1. Valuing … The act of recognizing the best in people and the world around us; Affirming past and present strengths, successes, and potentials; To perceive those things that give life (health, vitality, and excellence) to living systems. 2. To increase in value, e.g. the economy has appreciated in value. Synonyms: valuing, prizing, esteeming, and honoring. McKenna Associates and ND Learning Centre

We Live in the Worlds Our Questions Create
Appreciative Inquiry: Core Team Training We Live in the Worlds Our Questions Create And so AI asks questions about… CONTINUITY Best Experiences & Core Values? (what to build on?) NOVELTY What needs to be created? (possibilities and opportunities?) TRANSITION Actions to move forward? McKenna Associates and ND Learning Centre

The Functions of Continuity
Appreciative Inquiry: Core Team Training The Functions of Continuity FOR THE INDIVIDUAL: Social Connectedness: gives the feeling of being in relationship to the organization and the people in it; of having a stake in the “community”that has been created. Moral Guidance: Provides a road map by valuing actions and a way of thinking that has been valued by the organization in the past. Confidence to Act: Provides examples of action that has been successful and approved of within the community Personal welfare: Creates a sense of place and of safety by providing a known and predictable environment for the people Pride, Hope, Joy: Highlights those things that people feel proud about; things that have been valued and rewarded in the past. FOR THE ORGANIZATION: Strengthens Commitment: Reminds the people f the organization of their connection to it and their stake in its success in the future. Facilitates Sense-Making and Decision-Making: Provides rational for organizational actions and models for decisions that have been approved and were successful Maintains Mission and Values: continues the dialogue and supports the behaviour that is articulated in the Mission and Values of the organization. Decentralizes Control: Provides each person with a personal stake in the organization’s future so that ideas and actions flow from each stakeholder. Basis for Organizational Learning: Gives a way of studying what has been the life-giving forces for the organization in its life. Supports Long Term Thinking: Builds a basis for creating the future bases on the successes and achievements that have created the organization so far Enables Customized change: Provides a story for an organization’s unique history that enables planned change tailored to that uniqueness The Functions of Continuity McKenna Associates and ND Learning Centre

What makes AI Unique? It is fully affirmative It is inquiry based It is improvisational and flexible Works in relationships, families, teams,organizations communities, alliances etc What makes AI Unique? Its fully affirmative It is inquiry based It is improvisational and flexible Works in relationships, families, At least 8 forms of engagement teams,org’ns communities, alliances etc Across time and space At least 8 forms of engagement McKenna Associates and ND Learning Centre

Task: Paired Interviews
Appreciative Inquiry: Core Team Training Task: Paired Interviews Task: Paired Interviews Pick someone you would like to get to know, but different from you (age, gender, occupation) Find a quiet space, first person interviews the other for 35 minutes - take notes of key words or phrases, - manage your own time - have fun Switch roles, interviewer becomes interviewee Spend a few minutes at the end discussing what this was like? What the best stories were that you heard. Be back by…_ Pick someone you would like to get to know, but different from you (age, gender, occupation) Find a quiet space, first person interviews the other for 30m - take notes of key words or phrases, - manage your own time - have fun Switch roles, interviewer becomes interviewee Spend a few minutes at the end discussing what this was like? Be back by______ McKenna Associates and ND Learning Centre

Elements of Good Appreciative Interviews
Appreciative Inquiry: Core Team Training Elements of Good, Appreciative Interviews Prepare for the interview Know the questions Prepare your partner Choose the right environment Take time and build rapport Have a second copy of the guide Give people time Show that you are listening Go back over what you have learned. Ensure accuracy. Summarize what most inspired you. Elements of Good Appreciative Interviews Prepare for the interview Prepare your partner Choose the right environment Take time and build rapport Have a second copy of the guide Give people time Show that you are listening Go back over what you have learned. Ensure accuracy. Summarize what most inspired you McKenna Associates and ND Learning Centre

Paired Interviews Your task is to conduct an appreciative interview with your partner using the questions below as your guide. Once you have completed your interview, you will switch roles and your partner will interview you. Appreciative interviews are different from “fact finding” interviews you may have experienced in the past! As the interviewer, your role is to listen deeply and to help your partner tell his or her story fully. Here are some tips: read the questions aloud to your partner as you go allow your partner some silence to think about the answer if required take some notes, listening for great quotes and stories encourage your partner with questions such as “what do you think was making it work?” , “how did you feel then?” , “tell me more about the circumstances that made that possible” let your partner tell his/her own story, please don’t tell yours or offer opinions about your partner’s experiences manage your time carefully so that each partner has equal time remember that it’s important to try to cover all the questions, but if your partner doesn’t want to or can’t answer a question, that’s ok, let it go. The next 90 minutes should be comprised of: 35 minutes per interview 10 minute break 10 minutes: Reflect on what you have heard and share with your partner “The most compelling story, most quotable quote or inspiring theme I heard was…”. Interview Questions McKenna Associates and ND Learning Centre

(Insert interview guide here) Questions (cont.) McKenna Associates and ND Learning Centre

Research Across Many Fields
Appreciative Inquiry: Core Team Training Evidence: Research Across Many Fields Placebo Effect (Pharmaceutical Development) Pygmalion Effect (Education) Internal Conversations (Medicine) Sports (Learning from success ) Sociology (Management) Research Across Many Fields Research Across Many Fields Placebo Effect (Pharmaceutical Development) Pygmalion Effect (Education) Internal Conversations (Medicine) Sports (Learning from success ) Sociology (Management) McKenna Associates and ND Learning Centre

5 Principles Of Appreciative Inquiry Constructionist: We live in worlds our questions create. Knowledge and org destiny are interwoven. We see the world we describe. Simultaneity: Change begins at the moment you ask the first question. Poetic Principle: We can inquire into and learn from any topic. Anticipatory: Deep change occurs first in our images of the future Positive: The more positive the question, the greater and longer-lasting the change. 5 Principles Constructionist: We live in worlds our questions create. Knowledge and org destiny are interwoven. We see the world we describe. Simultaneity: Change begins at the moment you ask the first question. Open Book: We can read almost anything into any organization. Anticipatory: Deep change occurs first in our images of the future Positive: The more positive the question, the greater and longer-lasting the change. McKenna Associates and ND Learning Centre

The 5-D AI Change Process
Appreciative Inquiry: Core Team Training The 5-D AI Change Process Definition: Decide What to Learn About What you want more of Discovery: The best of what is, illuminate the Positive Core Dream: Envisioning what might be; shared images for a preferred future Design: Finding innovative ways to create that future Delivery: Implementing and Sustaining the Change Definition of what your topic of inquiry will be Pilot groups test the questions and refine Discovering what gives life (the Positive Core), Interviews with partners Sharing the stories, finding the gold Mapping the positive core Dreaming Potential Impact If we used all that we have, what would that mean for our results, our culture, our way of working etc Designing the Organization How can we align our systems, processes and structures with our dream ? Delivering our results What projects or initiatives do we need to do in order to achieve our end goal Deliver on those action plans McKenna Associates and ND Learning Centre

What would you call it? (all these things taken together) The Positive Core Wealth of knowledge, wisdom and wonder waiting to be discovered … Source of often untapped positive potential for organizing and change. ELEVATES: positive emotions of hope, inspiration, confidence, joy; raises intelligence; expands the language of life (internal dialogue); increases in appreciative interchange and mutually elevating relationships; high creativity, better decision making, increased collective capacity. UNDOES NEGATIVE IMPACTS: letting go, makes irrelevant, finishes the residual of negative past. PROVIDES PROTECTION IN FUTURE: Increases health-ability; resilience; accumulation of power; like an increase in immune system functioning. 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 macro trends Social capital Embedded knowledge Business ecosystem +s e.g.. suppliers, partners, competitors, customer Achievements Organization wisdom Strategic Opportunities Core Competencies Product strengths Visions of possibility Technical assets Vital traditions, values Innovations Positive macro trends Elevated thoughts Social Capital Positive emotions Business ecosystem (e.g. suppliers, partners, competitors, customers Financial assets McKenna Associates and ND Learning Centre

Topic Choice ? A Fateful Act: Organizations Define Their Capabilities By What We Most Frequently and Systematically Ask Questions About! Vibrant successful companies Crushing the Non-Union Competition Optimal Margins Transformational Dialogue (Improbable pairs) Magnetic Connections With Customers Revolutionary Customer Response Outstanding Arrival Experience Courageous Acts of Goodness Environmentally Sustainable Enterprise Empowering and Enlightened Leadership Powerful Learning Relationships Business as An Agent of World Benefit Exceptional Team Experiences Exceptional Learning Experiences McKenna Associates and ND Learning Centre

Getting to Transformational Topics From To Baggage Problems Service Recovery Service Recovery Exceptional Arrival Experience Final Topics: People are Owners Continuous People Development Big Picture Harmony Among Work Groups Exceptional Arrival Experience The Art of Questions What is the biggest problem here? What possibilities exist that we have not yet considered? Why did I have to be born in such a troubled family? What’s the smallest change that could make the biggest impact? (family counseling) Why do you blow it so often? What are you doing when it’s working right? (e.g. playing violin) Why do we still have those problems? Tell me a story of when we were at our very best? (marriage counseling) McKenna Associates and ND Learning Centre

Deficit Problems & Affirmative Topics Deficit Issues Sexual Harassment Mid-mgmt. Turnover Fear of Job Loss Low Morale Turfism/Silos Delayed Orders Customer Complaints Lack of Training Missed Commitments Affirmative Topics Positive Cross-Gender Working Relationships McKenna Associates and ND Learning Centre

Sample of Positive, Affirmative Questions Vibrant, successful companies: Vibrant, successful companies attract clients. The work they do adds value to their clients' businesses. Clients return to these vibrant successful companies often and recommend them to others. Great people want to work for these companies...because the culture is alive, exciting and it meets their needs in many different ways. Think of a time when you've either worked for or been a customer of such an organization. Tell me a story about that experience. What was it that made that organization stand out from the rest? How did that organization attract clients? How would you describe the culture? Exceptional Arrival Experience: Our goal is to provide an exceptional travel experience both in the air and on the ground. The handling of a flight’s arrival and baggage reconciliation is of equal importance to any other aspect of a passenger’s journey. The arrival experience is the time to leave a wonderful lasting impression. It also provides the opportunity to recover from any service shortfall the customer may have encountered. Focusing on Exceptional Arrival Experience demonstrates commitment to both our customers and to one another. Describe your most memorable arrival experience, as a customer or, as airline personnel. What made it memorable for you? How did you feel? Tell me a story about your most powerful service recovery. Describe the situation. What was it about you that made it happen? Who else was involved and why were they significant? What tools did you use or what did you do that others might be able to do when in a similar situation? If you had a magic wand, how would you use it to enhance our overall arrivals experience for our customers? What ideas do you have to ensure exceptional arrival experiences for all our customers? And to make the process easier for us, as well! What Would You Study? From Analysis of Baggage Delays To … McKenna Associates and ND Learning Centre

Discovering Optimal Margins
Appreciative Inquiry: Core Team Training Discovering Optimal Margins: With revenues, tonnage, and sales at record levels one of the most important opportunities we face is to engage everyone in increasing positive margins now and to do so will call on discovery of new strengths, build on old strengths, and carry us to higher levels financially. As you look at Roadway from the perspective of our capabilities, and as you think about the business context and opportunities, how do you define "optimal margin“ for us? Define it: what is the positive margin you want and believe we have the capability to create? Right now? In the moderate time frame? Longer term? As you reflect on your leadership here at Roadway — times where you have mobilized or helped develop others — there have been high points and low points, successful moments, etc. Please describe one situation, or change initiative that you are proud about — an achievement in which you feel you had impact in realizing better margins. What happened? What were the challenges" What was it about you or your leadership style? Lessons learned? If anything imaginable was possible, if there were no constraints whatever, what would the nature of an ideal Roadway organization look like if we were to rapidly move into stage of delivering optimal margins? Describe, as if you had a magic wand, what we would be doing new, better, or different? Envision it happening? What do you see happening that is new, different, better ? Discovering Optimal Margins With revenues, tonnage, and sales at record levels one of the most important opportunities we face is to engage everyone in increasing positive margins now and to do so will call on discovery of new strengths, build on old strengths, and carry us to higher levels financially. As you look at Roadway from the perspective of our capabilities, and as you think about the business context and opportunities, how do you define "optimal margin“ for us? Define it: what is the positive margin you want and believe we have the capability to create? Right now? In the moderate time frame? Longer term? McKenna Associates and ND Learning Centre

Characteristics of Great AI questions
Appreciative Inquiry: Core Team Training Characteristics of Great AI Questions Are stated in the affirmative Help forge a personal connection between the interviewer and interviewee Build on the assumption that “the glass is half full” (rather than half empty) Give a broad definition to the topic. They give room to “swim around” Are presented as an invitation to tell stories rather than abstract opinions or theories. Value “what is”. They spark the appreciative imagination by helping the person locate experiences in the past or present that are worth valuing Convey unconditional positive regard Evoke essential values, aspirations and inspirations Draw on people’s life and work experience Suggest action Characteristics of Great AI questions McKenna Associates and ND Learning Centre

6 Part of the Interview Guide
Appreciative Inquiry: Core Team Training 6 Parts of the Interview Package I. Introduction: sets the stage for the interview: Overview of the inquiry process Expresses the significance of the interview Explains the need to share stories and details Explains how the stories and information will be used II. Stage-setting questions: Build rapport and get information about the interviewee: Continuity “Tell me about your beginnings with…” “Tell me about a peak experience with…” “What do you value most about your work…team…organization…yourself?” III. Topic questions: Are in-depth questions written about the Affirmative Topics you have selected. Continuity and Novelty Questions include a lead-in/preamble and sub-questions They explore the past, present and future of topics IV. Concluding questions: To wrap up the interview: Novelty/Transition “Looking toward the future, what are we being called to become?” “If you could have any three wishes to heighten the health and vitality of this organization, what would they be?” “Five years from today, your organization is receiving the Canadian Awards for Excellence. Why? What specifically contributed to winning this prestigious award? V Summary Sheets: to collect the interview data: They are a repository for all the best stories, quotes and ideas They are a reflection tool for the interviewer to begin making personal meaning VI Quick Action Sheets: to collect items for immediate attention To identify simple and straight forward issues Usually accompanied by a communication vehicle that permits immediate publication and celebration of “quick wins” 6 Part of the Interview Guide Introduction Stage-setting Questions Topic questions Concluding questions Summary Sheets Quick action sheets McKenna Associates and ND Learning Centre

How and to whom shall we introduce AI? What Sort Of Sponsorship And Guidance Structure Do We Want? Who will choose the Affirmative Topic? Create Customized Interview Guides? What is the organizations Change Agenda? What is our Inquiry Strategy ? What Form of Engagement makes sense? Taking These Ideas Home - Six Questions To Consider McKenna Associates and ND Learning Centre

8 Forms of Engagement 8 Forms of Engagement Whole-System D Dialogue All members of the organization and some stakeholders participate in an AI 5-D process. It takes place at multiple locations over an extended period of time. 2. Appreciative Inquiry Summit A large group of people participate simultaneously in a two to four day AI 5-D process. 3. Mass-Mobilized Inquiry Large numbers of interviews (thousands to millions), on a socially responsible topic, are conducted throughout a city, community, or the world 4. Core Group Inquiry A small group of people selects topics, crafts questions, and conducts interviews. 5. Positive Change Network Members of an organization are trained in AI and provided with resources to initiate projects and share materials, stories, and best practices. 6. Positive Change Consortium Multiple organizations collaboratively engage in an AI 5-D process to explore and develop a common area of interest. 7. AI Learning Team A small group of people with a specific project – that is, an evaluation team, a process improvement team, a customer focus group, a benchmarking team or a group of students – conduct an AI 5-D process 8. Progressive AI Meetings An organization, small group, or team goes through the AI 5-D process over the course of ten to 12 meetings that are each two to four hours long Whole-System D Dialogue All members of the organization and some stakeholders participate in an AI 5-D process. It takes place at multiple locations over an extended period of time. 2. Appreciative Inquiry Summit A large group of people participate simultaneously in a two to four day AI 5-D process. 3. Mass-Mobilized Inquiry Large numbers of interviews (thousands to millions), on a socially responsible topic, are conducted throughout a city, community, or the world 4. Core Group Inquiry A small group of people selects topics, crafts questions, and conducts interviews. 5. Positive Change Network Members of an organization are trained in AI and provided with resources to initiate projects and share materials, stories, and best practices. 6. Positive Change Consortium Multiple organizations collaboratively engage in an AI 5-D process to explore and develop a common area of interest. 7. AI Learning Team A small group of people with a specific project – that is, an evaluation team, a process improvement team, a customer focus group, a benchmarking team or a group of students – conduct an AI 5-D process 8. Progressive AI Meetings An organization, small group, or team goes through the AI 5-D process over the course of ten to 12 meetings that are each two to four hours long McKenna Associates and ND Learning Centre

Disseminate stories and best practices
Appreciative Inquiry: Core Team Training Disseminate stories and best practices Disseminate Stories and Best Practices Print great stories in newsletters Display quotes and stories on posters and websites Run videos showing interviewers and interviewees in cafeterias, meeting rooms, etc. Quote employees on marketing and other materials Invite anyone to share their stories at brown bag lunches. Print great stories in newsletters Display quotes and stories on posters and websites Run videos showing interviewers and interviewees in cafeterias, meeting rooms, etc. Quote employees on marketing and other materials Invite anyone to share their stories at brown bag lunches. McKenna Associates and ND Learning Centre

We Live in the Worlds Our Questions Create
Appreciative Inquiry: Core Team Training We Live in the Worlds Our Questions Create Be patient … and try to love the questions themselves. Live the questions now. Perhaps you will then gradually, without noticing it, live along some distant day into the answer. – Rainer Maria Rilke McKenna Associates and ND Learning Centre

Appreciative Inquiry Resources Mohr, B.J. (2001) Appreciative Inquiry: Igniting Transformative Action. Systems Thinker, vol Mohr, B.J., Smith, E., & Watkins, J.M. (2000). Appreciative Inquiry and Learning Assessment: An Embedded Evaluation Process in a Transnational Pharmaceutical Company. OD Practitioner, 32(1), 36-52 Watkins, J.M. & Cooperrider, D.L. (2000a). Appreciative Inquiry: A Transformative Paradigm. OD Practitioner, 32(1), 6-12. Watkins, J.M. & Cooperrider, D.L. (2000b). Organizational Inquiry Model for Global Social Change Organizations. In D. Cooperrider, P. Sorenson, Jr., D. Whitney, & T. Yaeger (Eds.), Appreciative Inquiry: Rethinking Human Organization toward a Positive Theory of Change (pp ). Watkins, J.M., & Mohr, B.J., (2001). Appreciative Inquiry: Change at the Speed of Imagination. San Francisco, CA: Jossey-Bass/Pfeiffer. Whitney, D & Trosten-Bloom, A., (2003), The Power of Appreciative Inquiry: A Practical Guide to Positive Change. Berrett-Koehler Publishers Inc. Whitney, D., Cooperrider, D., Trosten-Bloom, A. & Kaplin, B., (2002). Encyclopedia of Positive Questions Vol. 1. Using Appreciative Inquiry to Bring Out the Best in Your Organization. Lakeshore Communications. Cooperrider, D. L. & Whitney D. (1999). Appreciative Inquiry. Berrett-Koehler Publishers Inc. E-Based Resources AI Listserve: send message to Leave subject line blank and type subscribe in body. Resources McKenna Associates and ND Learning Centre

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