1. Managing Change using Appreciative Inquiry Lynda Clark Box Hill Centre Manager Royal District Nursing Service December 2004

2. Session Outcomes Explain the ‘Action Research’ cycle Explain the ‘Action Research’ cycle Identify approaches within Action Research Identify approaches within Action Research Describe ‘Appreciative Inquiry’ as an approach Describe ‘Appreciative Inquiry’ as an approach Apply ‘Appreciative Inquiry’ to your own situation Apply ‘Appreciative Inquiry’ to your own situation Enjoy ‘Appreciative Inquiry’ as an inspired change management approach Enjoy ‘Appreciative Inquiry’ as an inspired change management approach

3. The Action Research Cycle Action research Action research –“pursuing action and research, … a cyclic process, alternating action with critical reflection … (and is) also qualitative and participative” (Dick, 1997) Collaborative problem-solving relationship between researcher and client which aims at both solving a problem and generating new knowledge (Coghlan and Brannick (2001, p.3) Collaborative problem-solving relationship between researcher and client which aims at both solving a problem and generating new knowledge (Coghlan and Brannick (2001, p.3)

4. Data generation Engagement with others Engagement with others Active involvement in the day-to-day organisational processes relating to the action research project Active involvement in the day-to-day organisational processes relating to the action research project Both formal and informal observations Both formal and informal observations Journaling Journaling

5. Approaches within Action Research Co-operative inquiry Co-operative inquiry Collaborative approach Collaborative approach Participatory action research Participatory action research Action inquiry Action inquiry

6. Appreciative Inquiry Focuses on the “best of what is” Focuses on the “best of what is” To realise the ideal of “what might be” To realise the ideal of “what might be” With the consent of “what should be” With the consent of “what should be” For the reality of “what can be” For the reality of “what can be” (Cooperrider and Srivastva, 1987)

7. Appreciative Inquiry Model Traditional Old Process Define the problem Define the problem Fix what’s broken Fix what’s broken Focus on decay Focus on decay What problems are you having? Appreciative Inquiry Search for solutions that already exist Search for solutions that already exist Amplify what is working Amplify what is working Focus on life giving forces Focus on life giving forces What is working well around here? (Hammond, 1998)

8. Assumptions of Appreciative Inquiry 1. In every society, organisation or group something works 2. What we focus on becomes our reality 3. Reality is created in the moment and there are multiple realities 4. The act of asking questions of an organisation or group influences the group in some way

9. Assumptions of Appreciative Inquiry (2) 5. People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known) 6. If we carry parts of the past forward, they should be what is best about the past 7. It is important to value differences 8. The language we use creates our reality (Hammond, 1998)

10. Appreciative Inquiry: The “4-D” Cycle Destiny “How to empower, learn, and adjust/improvise?” Sustaining Discovery “What gives life?” (The best of what is) Appreciating Dream “What might be?” (What is the world calling for?” Envisioning Design “What should be-the ideal?” Co-constructing Affirmative Topic Choice Cooperrider, Whitney & Stavros,2003

11. Discovery What interests or excites you about being here? What interests or excites you about being here? What results are you hoping for? What results are you hoping for? Tell me about a time when you thought --- was at its best. Tell me about a time when you thought --- was at its best. Tell the story of what was going on, who was involved, and what happened Tell the story of what was going on, who was involved, and what happened What did you do? What did you value most about your involvement in that story? What did you do? What did you value most about your involvement in that story? What do you value most about the contribution of others in that story? What do you value most about the contribution of others in that story?

12. Discovery → Dream Facilitates dialogue among participants Facilitates dialogue among participants Sharing of positive stories Sharing of positive stories Creates energy and enthusiasm Creates energy and enthusiasm Brings out the positive core of the organisation Brings out the positive core of the organisation Begin to see common themes Begin to see common themes

13. Dream → Design Underpinned by palliative care philosophy Underpinned by palliative care philosophy Solid foundations Solid foundations Communication Communication Shared goals Shared goals Seamless service Seamless service Responsive Responsive Appropriate levels of funding Appropriate levels of funding Develop relationships with client and family Develop relationships with client and family Multi-disciplinary team Multi-disciplinary team (RDNS/EPC Action Research project 2004)

14. Design Phase Create the social-technical architecture Create the social-technical architecture Craft provocative proposition(s) Craft provocative proposition(s) Dream becomes a reality Dream becomes a reality

15. Good provocative proposition Bridge the best of “what is” and “what might be” Bridge the best of “what is” and “what might be” Challenge the status quo Challenge the status quo It should be desirable It should be desirable State it in the affirmative and bold terms State it in the affirmative and bold terms Fit within the architecture Fit within the architecture Zone of proximal development (ZPD) Zone of proximal development (ZPD) Participative process Participative process Balance the management of continuity, novelty and transition Balance the management of continuity, novelty and transition

16. Design element 1 Theme: Partnership Theme: Partnership RDNS/EPC partnership is based on solid foundations of shared goals, underpinned by the palliative care philosophy of care and appropriate levels of funding, to provide a responsive, seamless service enabling therapeutic relationships with client and family within a multidisciplinary team. (RDNS/EPC Action Research project 2004)

17. Destiny – what will be? Allow yourself to dream and you will discover that destiny is yours to design (Dr J. Stavros)

18. Action plan: what next? What can we do - together? What can we do - together? What will we do – to contribute? What will we do – to contribute? How will we do it – to provide optimal client care outcomes? How will we do it – to provide optimal client care outcomes?

19. Good luck Have a go using appreciative inquiry

20. References Action Research: Action Research: –Coghlan, D. and Brannick, T. (2001), Doing action research in your own organisation, Sage Publications Ltd., London. –Dick, B. 1997, What is action research? Occasional pieces in action research methodology, #2. Available online at http://www.scu.edu.au/schools/ar/arm/op002.html http://www.scu.edu.au/schools/ar/arm/op002.html Appreciative Inquiry: Appreciative Inquiry: – Cooperrider D, Whitney D & Stavros J 2003, Appreciative Inquiry: the first in a series of AI workbooks for leaders of change, Lakeshore Communications Inc., Bedford Heights, OH. – Cooperrider, D. and Srivastva, S. 1987, ‘Appreciative inquiry in organisational life’, Research in Organisational Change and Development, Vol. 1., 1987, pp 129- 169 –Hammond, S. and Hall, J. (1998), What is appreciative inquiry? In S. Hammond & C. Royal (eds.), Lessons from the Field: Applying Appreciative Inquiry, Thin Book Publishing Co., Plano, TX. www.thinbook.com www.thinbook.com