1. Strengthening Bridges to Create a Prosperous Region 6 Lake Mainstay Resort August 25- 29, 2005 Facilitated By: Positive Change Jen Silbert David Esch Daune Pratt Saudia Rahat Sinikka Henry Lateef Lisimba

2. 2 Workshop General Objective The main objective of this workshop is to introduce Appreciative Inquiry (AI) as a powerful process/tool for enabling a positive, peaceful and prosperous Region 6. Positive Change

3. 3 Workshop Specific Objectives To introduce participants to the theory, principals and practice of AI by experiencing each phase of the AI 5-D process (Definition, Discovery, Dream, Design, Destiny) Apply AI principles in the context of developing strategies and approaches to strengthening a positive relationship that supports integration and a prosperous Region 6 Explore experiences, case studies,and lessons learnt from applying AI to strategic planning, implementation, leadership development and positive change.

4. 4 Specific Objectives Cont’d To learn how to craft AI questions, identify your organization's positive core and to translate this into a vibrant sustainable change. To help to create and launch new initiatives to build a united and prosperous Region 6

5. What is it going to take to make this workshop a success ?

6. 6 Workshop Ground Rules 1. Treat each other with respect –Not being abusive or intimidating –Allow each to have his or her say, to participate fully. –Tolerate different points of views, as this may differ based on individual values, attitude and beliefs. 2. Time Keeping –It is everyone’s responsibility (facilitators and participants) to stick to the time that is agreed on for the workshop. 3. Cell phone –It is preferred that cell phones be turned off. However if it is imperative that it be on, please put it on vibrate and take the calls outside the room.

7. 7 What is Appreciative Inquiry? Every human system has moments of exceptional performance -- times when it is doing something really well. By engaging members in a discovery and exploration of what’s happening and creating ways to replicate and enhance the performance can create higher levels of performance and output. In other words it is looking at what works, not what is broken, sick or failing.

8. 8 What is Appreciative Inquiry? “AI is a collaborative and highly participative, system-wide approach to seeking, identifying, and enhancing the ‘life-giving forces’ that are present when a system is performing optimally in human, economic, and organizational terms” - Bernard Mohr and Jane Watkins, Authors of Appreciative Inquiry: Change at the Speed of Imagination

9. 9 Appreciative Inquiry is… Not another intervention, but a new approach to existing interventions Philosophy, process, and approach to change

10. 10 Ap-pre-ci-ate,v 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 To increase in value e.g. the economy appreciates in value. SYNONYM: PRIZING, ESTEMING AND HONOURING.

11. 11 In-quire (kwir), v., The act of exploration and discovery To ask questions: to be open to seeing new potentials and possibilities. Synonyms: Discovery, Search, Study and Systematic exploration

12. 12 Discovery “What gives life?” The best of what is. Appreciating Design “What should be—the ideal?” Co-constructing Destiny/Delivery “Innovate what will be?” Sustaining Positive Core Dream “What might be?” Envisioning Results/Impact Appreciative Inquiry: 5-D Model Definition Affirmative Topic Choice

13. 13 Introduction of Participants You should already be seated into groups. At this point, we would like you to discuss with your group, the following questions: 1.Who are you – name, designation etc. 2.What are your strengths – skills, training, personality etc. 3.What are your hopes for the workshop - expectations – Take 20 minutes to answer these questions – Write responses on flip chart paper. – Choose one person from the group to report. – Take 20 minutes to answer these questions – Write responses on flip chart paper. – Choose one person from the group to report.

14. 14 Paradigm Shift "We are told about the world before we see it. We imagine most things before we experience them. and those preconceptions, unless education has made us acutely aware, govern deeply the whole process of perception. They mark out certain objects as familiar or strange, emphasizing the difference, so that the slightly familiar is seen as very familiar and the somewhat strange as sharply alien..." Walter Lippmann Public Opinion NY, Macmillan, 1922 Paradigm shift is the realization of one’s current reality

15. 15 Paradigm Shift Activity We will now look at a Frame of Reference and discuss after each Frame, our perception of what is being illustrated in that picture. As you look at each frame, think about the following: What is happening ? Why is it happening? How does it make you feel?

16. 16 Frame of Reference

17. 17 Frame of Reference

18. 18 Frame of Reference

19. 19 Frame of Reference

20. 20 Frame of Reference

21. 21 Frame of Reference HELP! HELP !

22. 22 Paradigm Shift What did you learn about how the world shifts and changes? How you can use this awareness? Take a minute and remember a time in your life when you realized that the world was not the way you had always thought it was.

23. 23 Paired Activity: Appreciative Inquiry Interview Schedule 1.Find a partner (someone new to you) that you would like to interview. Introduce yourself. 2.Interview your partner 3.Have your partner interview you. 4.Make notes when you are conducting the interview to get points of your partner’s experience/story. 5.You have 1 hour (30 mins each) to do this activity together.

24. 24 Self-Management and Group Roles DISCUSSION LEADERDISCUSSION LEADER – Assures that each person who wants to speak is heard within time available. Keeps group on track to finish on time. TIMEKEEPERTIMEKEEPER – Keeps group aware of time left. Monitors report-outs and signals time remaining to person talking. RECORDERRECORDER – Writes group’s output on flip charts, using speaker’s words. Asks person to restate long ideas briefly. REPORTERREPORTER – Delivers report to large group in time allotted.

25. 25 Group Work Activity 1.After completing the paired interviews, return to your group, and introduce your partner by sharing their compelling story 2.Everyone in the group should take turn in telling their partner’s information. You will be given 30 minutes to do this for the entire group! 3.Identify the Root Causes of Success from the stories shared 4.Identify the Values, Strengths, Skills, Experiences from the stories shared 5.As a group, choose the MOST compelling story presented within your group that you would like to share with everyone.

26. 26 Root Causes of Success Consider the following questions to identify the root causes of success: 1.What happened new or different? 2.What was it about the people involved? 3.What was it about the relationships of the group/team/organization? 4.What about procedures, resources, leadership, communication, training etc.?

27. 27 Plenary Discussion What do we call all the different Root Causes of Success.

28. 28 Affirmative Topic Choice Human systems move in the direction of what we deeply and persistently ask questions about. Transformational topics are possible in any situation, and will generate more positive change—every time The skill of framing and re-framing

29. 29 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 The more positive the inquiry, the greater and longer lasting the change!

30. 30 Reframing Activity “Problem to Opportunity” The Problem Tree Source: Mac O’Dell

31. 31 Problem to Opportunity The “positive opposite” of the “worst problem” Problems War Death, destruction Conflict, violence HIV/AIDS Opportunities Peace Life, creation Harmony, caring Healthy, safe-sex Examples:

32. 32 Reframing Authoritarian leadership Discrimination Ethnic conflict Silenced voice Participatory leadership Diversity as a source of innovation Creative coexistence Full-voiced participation

33. 33 The Art of the Question  What’s the biggest problem here?  Why did I have to be born in such a troubled family?  Why do you mess up so often?  Why do we still have those problems?  What possibilities exist that we have not thought about yet?  What’s the smallest change that could make the biggest impact?  What solutions would have us both win?  What makes my questions inspiring, energizing, and mobilizing? The positive opposite is the Affirmative topic

34. 34 Crafting Questions: Three Parts 1.High Point 2.Value Most Strengths, Values, Experiences, Qualities 3.Future Image

35. 35 Eight Principles of AI 1. Anticipatory Principle 2. Positive Principle 3. Principle of Simultaneity 4. Enactment Principle 5. Constructionist Principle 6. Principle of Wholeness 7. Poetic Principle 8. Principle of Free Choice

36. 36 Homework Take some time this evening, to practice something that you learnt today with someone else Reflect on your “Paradigm Shift” moment Those who wish can share their story in the morning

37. Strengthening Bridges to Create a Prosperous Region 6 Lake Mainstay Resort August 25- 29, 2005 Day Two Positive Change

38. 38 Discovery “What gives life?” The best of what is. Appreciating Design “What should be—the ideal?” Co-constructing Destiny/Delivery “Innovate what will be?” Sustaining Positive Core Dream “What might be?” Envisioning Results/Impact Dream Definition Affirmative Topic Choice: Extraordinary Guyanese Citizenry Mobilizing Unity and Peace

39. 39 Purpose of Dream Phase Opportunity to challenge “what is”; to present new assumptions To think and create possibilities To stretch our thinking and wondering about an organization/individual greatest potential. Our aspirations, hope, expectations and/or dreams are influenced by our historical and present realities.

40. 40 The Dream phase is… Practical -- grounded in our positive past Creative -- seeks new possibilities Important -- allows us to push the creative edges of possibility around the organization’s potential

41. 41 Dream Images of the Future “The more compelling the image before us, the more committed we are to action.” EngagementActionImage

42. 42 The Dream Activity By divine intervention, we have been fast forwarded to the year 2010, you look around and see that Region 6 is what you want it to be! 1.Discuss in your groups: a.What Region 6 looks like. b.What are people (children, youth, elderly) doing? c.What positive feelings exists? 2.Present your image by use of a skit, song, poetry, art, etc. “A vivid imagination compels the body to obey it.” -Aristotle

43. 43 Social Constructionism 1.We construct the reality we see. 2.We create our understanding of the world together by social influences. 3.We also change our reality through our interactions.

44. 44 Discovery “What gives life?” The best of what is. Appreciating Design “ What should be—the ideal?” Co-constructing Destiny/Delivery “Innovate what will be?” Sustaining Positive Core Dream “What might be?” Envisioning Results/Impact Design Definition Affirmative Topic Choice: Extraordinary Guyanese Citizenry Mobilizing Unity and Peace

45. 45 Does Design Matter? “First we shape our structures and then our structures shape us.” – Winston Churchill “Most people spend 50% of their time not just doing their job but fighting their own institutional bureaucracies.” – Dee Hock, Founder, Visa International “All systems are perfectly designed to achieve the results they are currently getting.” - Marv Weisbord, Organizational Consultant

46. 46 What is “Design” ? Both a process and a product As a verb … “to design” … Is to invent, to innovate, to conceive, and to make choices — about the purpose, roles, relationships, processes, practices and structures which will house, support and give life to the system’s members and the dream they have created. As a noun, “The Organization Design” … is the set of choices we have made about the above.

47. 47 Design Possibilities Map WHO Possibility Statement WHAT

48. 48 Sample Design Possibilities Map National Think Tank Institutions Brainstorming among various interest groups WHO Reform of Trade & Investment Policies Govt - NGOs Dream: A Thriving & Peaceful Guyana WHAT Govt - People Employee - Employer NGO - NGO Govt - Private Sector Education and civil responsibility Equal Rights Consultation Religious Leaders - Society Govt - Opposition Participatory Governance Regional Officials Elected on Merit, not political affiliation System of Governance Enforcement of Rule of Law Independent Judicial System Adherence to Rule of Law Improved Spirituality Inter-sectoral Processes Civil Leadership among citizenry Infrastructure Positive Approach Community Empowerment/ Mobilization Transparent Procedures Honest Answers Better Communication Communication Information Media Independent Media Participatory Workshops Participation Skills/Training Development Youth & Crime NGOs - GOs Parents - Children Parent - Child Religion - Religion Govt - Women Govt - NGOs Govt - Civil Society Govt - People People - People Religious Orgs - Communities Youth Participation - Community Youth - Elders Youth - Communities Ethnic Grp - Ethnic Grp Police - Citizens Police - Community Police - Politicians Political Parties - Political Parties PNCR - PPPC

49. 49 “Warp Speed” Design Activity Objective: To have the object… –touch everyone –in sequence –in the shortest time possible One Rule: Object must make contact with each participant in sequence Instructions: 1.Form a circle 2.Create a sequence where everyone touches the object 3.Keep hand raised until you receive the object (so everyone can see who already received it)

50. 50 Group Activity Based on your Dream, design a Possibility Map WHO - relationships (individuals, groups, organizations, civil society) needed to achieve this dream. WHAT - elements that will influence the achievement of the dream (structures, roles, education/training) You have 30 mins for this activity Report out

51. 51 What is a Provocative Proposition? A statement that bridges “what could be” with your own speculation or intuition of “what should be” It stretches the status quo; challenges assumptions or routines Suggests real possibilities Energizes the dream, by painting a picture of the most desired future.

52. 52 Provocative Propositions A Provocative Proposition describes what the system/organization will look like and feel like when all of the chosen elements (what) and relationships (who) are at their best. It brings the dream to life through words.

53. 53 Example I Trade & Investment Land of abundance. Food basket over-flowing. Promoting healthy and sound trade and investment scope and policies that respect our people and environment and gives above par returns on investment, salaries, and wages. Promotes growth and development, uniting and empowering Guyanese. A government that recognizes, accepts, and demonstrates in words, deeds, and legislation that the “private sector is the engine of economic growth.” Effective and efficient institutions with the capacity to support these ideals. Political stability, peace and security, competent and good governance.

54. 54 Example II A region of growth and development With good governance and inclusiveness a nation living and working as one with peaceful and harmonious relations. A satisfied labour force with better wages and salaries through industries, investment, trade and agriculture. Employment, housing, recreational facilities, electricity, transportation, and telecommunication for everyone. Health facility and solid waste management in this healthy region. Successful youth through improved education and sports, technology at its max. A safe, happy, enriched and stress-free region for all!

55. 55 Group Activity: Design Provocative Propositions 1.Go to the Dream that you envisaged. 2.Look at the examples of provocative propositions in your manuals. 3.Brainstorm the “ingredients” you would like to see present in your ideal for that Dream. 4.Write in present tense, a statement of what your vision/dream looks like when it is functioning at it’s very best. 5.Finalize your statement on flip chart 6.Prepare a 2 minute report out 7.You have 30 mins to prepare this

56. 56 Open Space Rules Whatever happens…happens Whoever comes are the right people Whenever it stops is the right time to stop When its over its over LAW: The law of 2 feet – you can move around Each theme table must have a LEADER & SCRIBE

57. Welcome to Star Power!

58. 58 Rules of the Game 1.This is a trading game. Each of you will be given an envelope containing 5 chips and you will have approx 5-7 minutes in which to trade. The values of the chits are shown on the poster and bonus points may be awarded to groups. 2.You may only exchange one chit for one chit. 3.You may only exchange chits of unequal value. 4.In order to conduct a transaction, hold the hand of the person with whom you are negotiating. Only release hands once the transaction has been concluded. 5.Do not reveal the contents of your envelope to anyone. 6.If you do not wish to trade with anyone, fold your arms. 7.Do not talk to anyone except if you are holding hands with them.

59. 59 Chit Values  Gold = 25 points  Pink = 20 points  Blue = 15 points  Green = 10 points  White = 5 points

60. 60 What does Star Power teach? 1.Each of us may be more vulnerable to the temptation to abuse power than we realize. Power can be amazingly seductive. 2.To change behaviour, it may be necessary to change the system in which that behaviour occurs. 3.Few people are likely to participate in an endeavour if they feel powerless 4.If rules do not have legitimacy, they will not be obeyed.

61. 61 What does Star Power teach? (cont’d) 5.What seems fair to those in power is not likely to seem fair to those who are out of power 6.Persons who are promoted rarely remember those they leave behind 7.Power is like fire, it can be used to help make the world a better place to live or it can be terribly destructive. 8. In any system, there needs to be checks on power. If there are no checks, power will almost certainly be abused.

62. 62 Inspiring and Energizing Provocative Propositions Characteristics ProvocativeProvocative: stretch, challenge, “wow” vs. “HoHum” Written in present tenseWritten in present tense: appear to describe the current reality GroundedGrounded: illustrate real possibilities based on history DesiredDesired: Is it something you really want? AffirmativeAffirmative: boldly stated in the positive Example: “We are… We do…” GuidanceGuidance: clearly provides direction for the organization’s future.

63. 63 Discovery “What gives life?” The best of what is. Appreciating Design “What should be—the ideal?” Co-constructing Destiny/Delivery “Innovate what will be?” Sustaining Positive Core Dream “What might be?” Envisioning Results/Impact Destiny/Delivery Definition Affirmative Topic Choice: Extraordinary Guyanese Citizenry Mobilizing Unity and Peace

64. 64 Affirmative sense makingAffirmative sense making: saying “yes” to the mess Provocative competenceProvocative competence: incremental disruptions Minimal structuresMinimal structures that allow maximum autonomy Embracing errorsEmbracing errors as a source of learning and discovery Finding a grooveFinding a groove: continual negotiation toward dynamic synchronization Altering between soloing and supportingAltering between soloing and supporting: Taking turns: make the other happen Principles of Improvisation: Lessons from Jazz

65. 65 Destiny/Delivery: Action, Innovation, and Collaboration Action Innovation Collaboration

66. 66 Group Activity 1.Discuss the key actions, initiatives, projects you feel need to happen to uplift your provocative proposition. 2.Report on: a.WHAT is the project/programme/initiative? b.WHAT steps are needed to make it happen? c.WHEN it will happen? d.WHO will do it - and what is YOUR role in seeing this through? 3.We will do TWO ROUNDS

67. 67 Open Space Rules Whatever happens…happens Whoever comes are the right people Whenever it stops is the right time to stop When its over its over LAW: The law of 2 feet – you can move around Each theme table must have a LEADER & SCRIBE

68. 68 Participatory Workshops: AI Workshops for a Better Guyana Objectives: Establishing trainers group that will in turn train community group to celebrate for a better Guyana Creating an environment that is safe where ideas are shared openly and freely in an atmosphere of trust Empowering participants with knowledge to stimulate positive thinking for positive action Creating a network of community groups that will disseminate and sustain the principles of AI and allow for feedback on progress and change

69. 69 Project: Capacity Building for Positive Change GOAL: To incorporate the principles of AI into Municipal Governments and Management Programmes (MGMP) mainly at the stakeholder’s consultation level of its community projects WHO: Each municipality in collaboration with MGMP WHEN: Now!

70. 70 Project: Creating Positive Attitudes with respect to Waste Disposal. Objective: Within 4 months carry out sensitization programmes through television, workshops, distribution of posters and flyers.

71. 71 Project: Creating Positive Attitudes with respect to Waste Disposal. ACTIVITIES: 1.TV – documentary and Ads 2.Workshop for housewives, school children (primary and secondary) and Community Based Organizations (CBOs). 3.Distribution of flyers and posters WHO: environmental health department within the RDC. WHEN: 4 months

72. Its been a pleasure being with you We wish you every success in your new endeavours. Thank You!

73. 73 Contact Details Contact details in the Folder (page 5) USAID David Esch Jen Hetzel Silbert Partners for Positive Change Daune Pratt Lateef Lisimba Saudia Rahat Wazir Baksh Sinikka Henry UNDP Lawrence Lachmansingh Programme Manager Social Cohesion Programme Tel: 225-0922, 226-4040/8/9 Trevor Benn Programme Officer Governance Social Cohesion Programme Tel: 225-0922, 226-4040/8/9 X 254