Transcript Slide 1

Exploring Appreciative Inquiry and the University Summit
Concept as Frameworks for Following up on your
LibQual+(tm) Data
Joan Cheverie, Georgetown University Libraries
Martha Kyrillidou, ARL
Positive Organizational Scholarship
Washington, DC
November 8-9, 2004
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“22 items and a box”
Martha Kyrillidou
Association of Research Libraries
Positive Organizational Scholarship
Washington, DC
November 8-9, 2004
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ARL New Measures Initiative
• Collaboration among member leaders with
strong interest in this area
• Specific projects developed with different
models for exploration
• Intent to make resulting tools and
methodologies available to full
membership and wider community
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“22 items”
2000
2001
2002
2003
41-items
56-items
25-items
22-items
Affect of
Service
Affect of
Service
Service Affect
Service Affect
Reliability
Library as
Place
Library as
Place
Library as
Place
Library as
Place
Reliability
Personal
Control
Information
Control
Provision of
Physical
Collections
Self-Reliance
Information
Access
Access to
Information
Access to
Information
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Survey Structure – Page 2
(Detail View)
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Key to Radar Charts
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Key to Bar Charts
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LibQUAL+™ 2004 Summary
Colleges or Universities
American English
(n = 69,449)
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The Box
About 40% of participants
provide open-ended
comments, and these are
linked to demographics and
quantitative data.
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Exploring Appreciative Inquiry
Joan Cheverie
Lauinger Library
Georgetown University
Positive Organizational Scholarship
Washington, DC
November 8-9, 2004
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Appreciative Inquiry (AI)
• A positive revolution in change.
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What is Appreciative Inquiry?
• AI is a methodology that allows leaders to
focus on the positive instead of the
negative.
• Rather than focusing on problems, AI
elicits solutions.
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What is Appreciative Inquiry?
• Change Management theory - What
problems are we having?
• Appreciative Inquiry theory - What is
working around here?
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Problem Solving Model
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Identify problem
Analyze causes
Brainstorm solutions and analyze
Develop action plans
• Assumption: An organization is a problem
to be solved.
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Appreciative Inquiry
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Appreciating and valuing - What is
Envisioning - What might be
Discussing - What should be
Innovating - What will be
• Assumption: An organization is a mystery
to be embraced.
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Appreciative Inquiry Model
4-Step Cycle
Discovery
• Strategic Context
• Positive Core
Destiny
Dream
• Structure
• Purpose
• Implement
• Vision
Design
• Relationships & Organization
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How To Do It
• Begin with the topic.
– If what we focus on is magnified by our
attention, be sure we are magnifying
something worthy.
• Create the questions to explore the topic.
– Focus on questions that will find out what
works.
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The Art of the Question
• What’s the biggest problem around here?
Rather …..
• What possibilities exist that we haven’t
thought about yet?
• What’s the smallest change that could
make the biggest impact?
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Basic Elements of the AI
Question
• Positive introduction to the topic.
• Then questions such as:
– Describe peak experience or high point
– Things valued most about the experience
– Image of desired future
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What Makes AI Questions
Important?
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Positive language used
Focus attention
Create energy to answer
Opportunity to think creatively
Break automatic thinking about problems
Alter internal dialogue and storytelling
Specific positive future envisioned
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How To Do It
• Conduct the inquiry or interview.
• What to do with the information generated.
– Share with larger group to discover common
themes of success.
– An iterative process that takes time.
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Next Steps
• Provocative proposition
– Does it stretch, challenge, innovate?
– Grounded in examples?
– Does it bridge the best of “what is” and “what
might be”?
– Is it stated in affirmative, bold terms?
• Provocative proposition moves from
individual will to group will, which achieves
more than the sum of the individuals.
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Remember …
• Appreciative Inquiry does not work as a
technique within the problem-solving
model.
• Appreciative Inquiry is a transformative
process because it helps us derive the
future from reality.
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The Transforming Nature of AI
• We can see it, we know what it feels like,
and we move to a collective, collaborative
view of where we are going.
• Unlike other methodologies that can be
recipes, the results are invented with
experience that lead to innovation and to
action.
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Resources
The Appreciative Inquiry Commons
(http://www.appreciativeinquiry.org/)
Cooperrider, David L., et al. 2003. Appreciative
Inquiry Handbook. Bedford Heights, OH:
Lakeshore Communications, Inc.
Hammond, Sue Annis. 1998. The Thin Book of
Appreciative Inquiry. Bend, OR: Thin Book
Publishing Co.
Whitney, Diana, et al. 2002. Encyclopedia of
Positive Questions. Euclid, OH: Lakeshore
Communications, Inc.
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