Transcript Document

Appreciative Inquiry:
Exploring and Engaging the
Positive Core
October 19-21, 2005
Steve Cato
Moss Bay Consulting
6925 Lake Alice Road SE
Fall City, WA 98024
(425) 222-4665
[email protected]
Peggy Holman
The Open Circle Company
15347 SE 49th Place
Bellevue, Washington
(425) 746-6274
[email protected]
www.opencirclecompany.com
Workshop Purpose
To introduce the philosophy,
practice and process of
Appreciative Inquiry so that
you can apply it to your work
and to your life.
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 1
Agenda
Day 1
AM
PM
~4:30
What is Appreciative Inquiry?
Introductions
Experiencing AI
The Interview
Lunch
The Art of Imagining
Internalizing and Integrating Images
Positive action
Reflections
Adjourn
Day 3
AM
Lunch
~4:30
Day 2
AM
PM
~4:30
How Do I Apply AI?
Reflections
Open items
Application
Closing reflections
Adjourn
How Does AI Work?
Reflections
Topic Choice
Lunch
The Art of the Question
Adjourn
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 2
What is Appreciative Inquiry?
A process, philosophy, and life practice
grounded in research demonstrating that
focusing on what’s working and aspirations
for the future achieves more and does it faster
and more sustainably than solving problems.
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 3
Appreciative Inquiry
PROBLEM SOLVING
ORIENTATION
APPRECIATIVE
ORIENTATION
Fill the Gap
Realize the Possibilities
PAST
CURRENT
FUTURE
STATE
THE QUESTIONS
THE QUESTIONS
What’s wrong?
What’s working?
How do we fix it?
What’s possible?
What shall we do to achieve it?
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 4
AI Questions
1.
Describe a peak experience or "high point" in your work with your
organization. What was happening? Who was involved? What made it such
a powerful experience?
2.
What do you most value about... yourself? your work? your organization?
3.
What core factors give life to your organization?
4.
Imagine a miracle happened. You were asleep for ten years and wake up to
find your organization is exactly as you'd like it to be. What's happening
that's different? How would you know it is what you want?
Adapted from Cooperrider, David and Diana Whitney,
“Appreciative Inquiry: A Positive Revolution in Change”,
The Change Handbook, Holman, Peggy and Tom Devane,
eds., Berrett-Koehler, 1999.
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 5
Group Discussion/Discovery
(groups of 6…stay with partner)
• Introduce highlights from interview with your
partner
• Find common themes & strong resonances
1. High points
2. Continuity (things we want to keep)
3. Images of the future we want
• Record highpoints
on a flip chart
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 6
A Little Background
• Developed principally by Dr. David Cooperrider
at Case Western Reserve University in 1987.
• Used all over the world:
– In Nepal helping disempowered women help
themselves
– Avon Mexico to deal appreciatively with sexual
harassment
• Thousands of practitioners
around the world
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 7
A Map of AI
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 8
Some Strategies for
Interviewing
•
Across organization - mixed
Mixed groups of stakeholders interview across the whole
•
Across organization - by group
1 stakeholder group interviews another stakeholder group (nice in merger situations)
•
Waterfall - mass mobilization
After interview, ask if interviewee wants to be trained
•
Team Meeting
1 question per team meeting; integrated into business
•
"Road Trips“
Within your own organization/community
Benchmark others
Talk to customers/community members
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 9
POSITIVE IMAGE/POSITIVE ACTION
• Placebo Effect
In medical studies 30-60% of the time, placebos are as effective as a drug
• Pygmalion Effect
The teacher's image is the most powerful predictor of performance
• Sports Imagery
Visualization by world-class athletes cited as significant contributor to victory
• Inner Dialogue
Our guiding image is the sum of +/- self-talk; healthy people maintain at least 2:1 ratio
• Rise and Fall of Cultures
Can predict 25 years ahead based upon the stories the culture tells about itself
• Affirmative Capability
The mind doesn't hold "not" so the image stays
without the “no”
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 10
Reality is only a
consensual hunch
- Lily Tomlin
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 11
Internalizing & Integrating Images
A vision paints a picture of a desired
future. Called Provocative Propositions,
Possibility Statements, Design
Principles, these word pictures describe
the elements that can bring about that
future by guiding decision making
and action.
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 12
Criteria for Design Principles
• Is it provocative?
Does it stretch, challenge, or interrupt the status quo?
Does it make your heart soar?
• Is it specific?
Does it create a picture of a possibility that you can
envision – provocative, yet practical?
• Is it desired?
If this actually came to pass, would it be what you want?
• Is it stated boldly, affirmatively and in the
present tense?
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 13
DP Examples
HAVING THE COURAGE TO FACE REALITY/LETTING GO
We honour our Courage in the face of the challenges of our work, to accept the reality that we will not always know the answers. We
embrace those moments and let go of our fear. We open ourselves to the Creative Magic in us and are ready for Change.
THE EXPRESSION OF FAITH IN ME GREW MY CONFIDENCE AND MOTIVATION
We are a society that believes everyone is capable of amazing growth and achievement. We trust that others have faith in us to always
be our best. We commit to honour each other, in truthful ways, acknowledging contributions that make a difference and build our
confidence.
THE HONOURING WAS AUTHENTIC
We make a difference best when the honour does not leaves us feeling “slimed” and make us say “bull shit” deep inside.
We feel honouring is authentic when it touches us unexpectedly and emotionally.
When your honouring is authentic, I trust you back. We both feel safe.
Then together we have the power to make a difference.
HOLDING THE TENSION/STAYING WITH CONFUSION
Creativity is our lifeblood. It is fuelled by confusion and tension like the challenge of holding water in your hands.
When our mystery, energy and uncertainty are embraced, the power of possibilities and alternatives are unleashed.
GIVING HONOUR GENERATES GIVING HONOUR…
She’s a strange cove our place…We take on the world but the guts of it is, we’re mates who stick
together with an unconditional positive regard. It’s my privilege to stand beside yous.
LISTENING TO YOUR HEART
Listen. We find ourSelves in the stillness, in the space in between.
Living in readiness to hear, trusting our Self to emerge and
reveal joy, passion, care, the unknown, surprise!
Honouring and respecting what is true for another,
we have faith what is revealed makes a difference.
Appreciative Inquiry Workshop, Melbourne, Australia,
October 16-19, 2000
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 14
DP Examples (cont.)
The Vision:
A balanced ecosystem is essential for all aspects of vibrant, healthy forests and viable mountain
communities.
The principles:
•
Key factors in land management decisions for Healthy mountain ecosystems are:
o
Sustainability
o
Biological diversity
o
Productivity
o
Indigenous species
o
Resource conservation and restoration
o
Acknowledgment of fire as a natural component
•
Responsible, efficient use of natural resources promotes improved air and water quality and water
quantity for the communities and natural environment.
•
An open forest with healthy tree spacing supports wildlands and mountain communities that are
ecologically resilient and at low risk of catastrophic wildfires.
•
Care and stewardship of our mountains and forests requires education, conservation and community
involvement.
•
Based on peer reviewed science, environmental laws are streamlined, balanced and designed to
sustain a healthy forest.
•
Capacities of the mountains are recognized and understood, established and supported.
•
Funding and other resources integral to the implementation our plans are
identified and available.
•
Decision making is timely, inclusive, collaborative,
informed, delivered and implemented through
coordinated governance.
•
Responsible behavior contributes to a
multi-use forest in which all living systems
experience an enhanced quality of life.
From the San Bernardino Mountain Summit
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 15
Appreciative Inquiry Principles
• Constructionist Principle
We construct realities based on our previous experience, so our knowledge and the
destiny of the system are interwoven.
• Principle of Simultaneity
Inquiry and change are simultaneous
• Poetic Principle
The system’s story is constantly co-authored, and is open to infinite interpretations
• Anticipatory Principle
What we anticipate determines what we find
• Positive Principle
As an image of reality is enhanced, actions begin
to align with the positive image
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 16
Typical Outcomes
•
•
•
•
•
•
Change in basic orientation from problem-focused to possibility-focused
Clarified or enhanced sense of identity, shared values & culture
Established climate of continual learning & inquiry
Renewal of group energy, hope, motivation & commitment
Increase in curiosity, wonder and "reverence for life"
Whole system changes in culture & language (increase in cooperative
practices & decrease in competition; increased ratio of positive: negative
comments; increase in affirmative questions and/or narrative-rich
communication)
• Decrease in hierarchical decision-making; increase in egalitarian practices
& self-initiated action
• Improved working relations/conflict resolution
• Successful achievement of intents
listed above
From David Cooperrider, AI Training Module , Feb. 2002,
http://appreciativeinquiry.cwru.edu/practice/toolsModelsPPTsDetail.cfm?
coid=1167
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 17
Topic Choice
•
•
•
•
•
•
Builds on earlier themes
Bold
Desired
Strategic/high leverage
Energizing (sometimes opposites together)
Learning about it would
make a difference
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 18
Creating Powerful Questions
GOOD QUESTIONS:
•
•
•
•
Captivate interviewees through focusing on what matters
Invite personal stories and aspirations
Stimulate fresh thinking and deep feelings through evocative language
Spark the appreciative imagination
THROUGH THE MIX OF QUESTIONS:
• Uncover the best of what’s working and what’s possible
• Explore many dimensions: past and future, relationship with self, connections to others and to the
subject area
• Uncover essential values, aspirations and inspirations
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 19
Example Questions
HOW WE LEAD: Successful organizations require several types of leadership. One kind is when individuals “step up to the
plate” and lead because the situation calls for it, regardless of job title or position. The other kind of leadership critical to
organizational success occurs when individuals accept formal leadership responsibility as a supervisor or manager.
1.
Describe a time while you have been with the NPS when leadership was needed, you stepped in, took a leadership role and
it paid off with success. What were the details?
•
What was it about you that made it possible for you to succeed?
•
What was it that others did that contributed to your success?
•
What organizational factors (leadership, culture, training, resources, etc.) helped make it possible for you to be successful in
that situation?
2. Looking at your entire experience at the NPS, what is your most outstanding memory of a supervisor or manager whose work
and leadership abilities inspired you? What are the details?
•
What was it about that person that made her or him so effective in that role?
•
What was it about the organization that contributed to and supported that person’s effectiveness?
From National Park Service Interview Protocol, Bud Orr and Peggy Holman, August 2000
USEFUL CHECKPOINTS
1.Tell a story personal experience/ where you get a value from the checkpoints. What was happening? Who was
involved? What made it such a powerful experience?
2a. How can you reinforce the values you got from the checkpoints in your daily life?
2b. What would you like the checkpoints to be converted to in order to embody
the value that you got?
From AI Workshop in Ramallah, June 25-27, 2004
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 20
More Examples
For Mental Health Provider, merger process
TEAMWORK
Working together as a team in vital to the success of Compass Health. The quality of our services depends on how we
support each other, within workgroups, across areas of the organization and among all the different staff groups. This
requires faith in one another, honest, respectful and open communication, and a sense of unity among us.
Can you tell me about a time at ________ when you had an exceptional experience of team support and cooperation
between diverse individuals or groups and what made that incredible spirit of cooperation possible?
What would we need to do as individuals or as an organization to have that same level of
team support occur every single time diverse groups of people got together?
QUALITY CARE/SERVICE
The heart of any healing organization is providing quality care and service to our clients. Especially in these turbulent
time, we must hold steady in our commitment to be responsive, compassionate and client-focused in our care.
Please tell me about an experience when, even in a challenging or limiting environment,
you were able to give extraordinarily responsive and compassionate
care or service to a client. What resources within yourself and
your environment did you call forth? What was it about
the care you gave that was most helpful to the client?
What is your vision for how we can expand our
ability to give exemplary care in our community?
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 21
A Sample AI Process
Form Design
Team
•
•
•
Define the purpose of the work
Identify participants
Hold planning session with microcosm of the system to:
* Experience AI * Identify topics * Draft protocol (with LOTS of support) *
Refine process specifics
• Conduct paired interviews
• Uncover the positive core (in groups of 4 to 6 people)
• Uncover the positive core in the whole
Inquire
Imagine
•
•
•
Internalize
& Integrate
Act
Follow Up
In groups of 6 to 8, imagine a desired future that goes beyond words
(e.g., art, skits)
Share dreams
Identify the resonant themes
•
Draft agreements grounded in the best of what is and reach towards
the best of what is imagined (grow from individual aspirations)
•
Cluster agreements
•
Adopt agreements
• Identify actions that bring the agreements to life
• Continually connect & communicate
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 22
The Emergent Field
“Attractive” questions open for divergence
Connect &
reflect together
Peggy Holman, [email protected]
INDIVIDUAL
Discovery
of
Emergence:
the
personal is
universal
Converge in coherent,
purposeful action
COLLECTIVE
Emergence
Listen & follow
your heart
Steve Cato, [email protected]
Page 23
The Appreciative Organization
A system that consistently achieves what is most
important to it, individually and collectively by…
continually increasing its capacity for emergence through…
people caring for themselves, others and the whole…
in service to a meaningful purpose
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 24
The Four “D” Process
Discovery
“What gives life?”
(the best of what is)
APPRECIATING
Dream
Destiny
“How to empower,
learn and
adjust/improvise?”
SUSTAINING
Affirmative
Topic Choice
“What might be?”
(what is the world calling for)
ENVISIONING IMPACT
Design
“What should be--the
ideal?” COCONSTRUCTING
Cooperrider, David and Diana Whitney,
“Appreciative Inquiry: A Positive Revolution in
Change”, The Change Handbook, Holman, Peggy and
Tom Devane, eds., Berrett-Koehler, 1999.
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 25
Be the change you want
to see in the world
- Gandhi
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 26
Resources
•
Appreciative Inquiry Commons
http://appreciativeinquiry.cwru.edu/
A worldwide portal devoted to the fullest sharing of academic resources and practical tools on Appreciative Inquiry
and the rapidly growing discipline of positive change. This site is a resource for you and many of us--leaders of
change, scholars, students, and business managers--and it is proudly hosted by Case Western Reserve University's
Weatherhead School of Management.
•
Appreciative Inquiry Listserv
This online community of practitioners is generous with stories, questions and answers. The Appreciative Inquiry
Discussion List is hosted by the David Eccles School of Business at the University of Utah. Jack Brittain is the list
administrator. For subscription information, go to:
http://mailman.business.utah.edu:8080/mailman/listinfo/ailist
•
The Power of Appreciative Inquiry: A Practical Guide to Positive Change, Diana Whitney and Amanda TrostenBloom, Berrett-Koehler, 2003.
Newly released, well written, informative and practical book useful to anyone interested in AI in organisations.
•
The Appreciative Inquiry Summit: A Practitioner's Guide for Leading Large-Group Change,
James Ludema et al, Berrett-Koehler, 2003.
A practical guide to the AI summit.
•
Positive Image, Positive Action: The Affirmative Basis of Organizing, David L. Cooperrider.
http://appreciativeinquiry.cwru.edu/intro/classicsDetail.cfm?coid=647
A classic article on the essential thinkning underpinning AI.
•
Collaborating for Change: Appreciative Inquiry, David Cooperrider
and Diana Whitney, Berrett-Koehler, 2000.
A small and useful guide to AI presented by two of its founders.
Peggy Holman, [email protected]
Steve Cato, [email protected]
Page 27