Transcript Slide 1

Appreciative Inquiry: A
Positive Means to Transform
an Organizational Culture
Gene Spencer – Bucknell University
Maureen Sullivan – Maureen Sullivan
Associates
Living The Future 5
April 16, 2004
How often do we
think about how
well our
organizations
are working?
How often is the
organizational
culture an
obstacle to
change?
A Tale of Three Reorganization
Efforts @Bucknell
1. 1993 – “Refocusing” Computer Services
2. 1997 – Merging IT and Library functions
into Information Services & Resources
3. 2002 – Reorganizing the front-line
Technology Support Group
http://www.isr.bucknell.edu/About_ISR/Staff_presentations_and_
publications/Road_Less_Traveled_Paper.pdf
1993
A very “topdown”
reorganization
process…
The old culture
was in the way
and change
was imposed.
1997
A “grass-roots”
process… called
“Opportunistic
Evolution”
When the staff
realized that
change was
necessary and
became
motivated to act,
things happened.
Top Down –
hard to get
commitment
Grass-Roots –
slow to get
action
There has to
be a better
way!
A New Way…
Appreciative Inquiry
AI - A Positive Description of an
“Organizational Culture”
“Organizations are, first and foremost,
centers of human relatedness and
relationships come alive where there
is an appreciative eye, when people
see the best in one another and the
whole, when they share their dreams
and ultimate concerns in affirming
ways, and when they are connected in
full voice to create not just new worlds,
but better worlds. By making it
possible for every voice to be heard, a
life giving process is enacted.”
(from The Appreciative
Organization by Harlene
Anderson, David
Cooperrider, et. al.)
What is Appreciative Inquiry (AI)?
Appreciative Inquiry is the study and
exploration of what gives life to
human systems when they function
at their best.
This approach to personal change
and organization change is based on
the assumption that questions and
dialogue about strengths, successes,
values, hopes, and dreams are
themselves transformational.
(from The Power of Appreciative Inquiry by
Diana Whitney and Amanda Trosten-Bloom)
Appreciate and Inquire
Ap-pre’ci-ate, v., 1. valuing; the act of recognizing 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 2. to increase in value, e.g. the economy
has appreciated in value. Synonyms: VALUING,
PRIZING, ESTEEMING, and HONORING.
In-quire’ (kwir), v., 1. the act of exploration and discovery.
2. To ask questions; to be open to seeing new potentials
and possibilities. Synonyms: DISCOVERY, SEARCH, and
SYSTEMATIC EXPLORATION, STUDY.
(from A Positive Revolution in Change: Appreciative
Inquiry by David L. Cooperrider and Diana Whitney)
Do you recognize
any of these
people in your
organization?
Which is an
appreciative view?
Appreciative Inquiry - Simply put…
If we continue to search for problems,
we will continue to find problems
If we look for what is
best and learn from it,
we can magnify and
multiply our successes
The 8 Assumptions of AI
1. In every society, organization,
or group, something works.
2. What we focus on becomes
our reality.
3. Reality is created in the
moment, and there are
multiple realities.
The 8 Assumptions of AI
4. The act of asking questions of an
organization or group influences the
group in some way.
5. People have more confidence and
comfort to journey to the future (the
unknown) when they carry forward parts
of the past (the known).
The 8 Assumptions of AI
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.
(from The Thin Book of Appreciative Inquiry
By Sue Annis Hammond)
A Cultural Shift
The work of leaders changes…
Old work: leaders are responsible for
finding and solving problems
New work: leaders enable others to find
the possibilities, energize the vision and
create a new future
Facilitating an Appreciative View!
Ask the right
question…
“What do you see here
that would be useful to
you?”
4-D Cycle of Appreciative Inquiry
Discovery
Affirmative
Topic Choice
“Appreciate
what is”
Destiny
“Create what
will be”
Dream
Positive Core
“Imagine
what might be”
Design
“Determine
what should be”
From The Power of
Appreciative Inquiry
Applying Appreciative Inquiry to
Improving Organizations?
The choice of what we study is critical.
The questions we ask will define what we
will learn.
The words we use create our reality.
We can appreciate the best of what is
already happening and multiply it.
Imagine focusing this kind of attention on
your organization.
2002 – The Situation @Bucknell
Front-line Technology Support in crisis mode
1993 design no longer worked well
Technology had become “mission critical”
Student employees – first line of defense
10% of problems resolved at “first point of
contact”
$30,000+ for contractors for summer installs
Major backlog of problems
Unhappy (but supportive) customers
Completely reactive mode
“We need more staff!” – 5? 7? 9?
Low staff morale
2002 – The Approach
Staff wanted change and our leadership
supported it using the techniques of AI
Energy for change came from the bottom up
Guidance came from the top down
The staff asked me “what’s important to you?”
I outlined my 4 key requirements (and got out of
the way)
What happened in the middle was powerful
The staff developed their dream within the
parameters
AND, the results far exceed my dreams!
4 “Simple” Requirements from the
Associate VP of ISR
1. Better service for the campus community
2. Happier staff with more rewarding jobs
3. Stop using the term “User Self-
Sufficiency”
4. Say “NO” much less frequently and then
only “thoughtfully so”
And we recognize the campus freeze on
new positions!
The 4-D Cycle of AI
Discovery
Affirmative
Topic Choice
“Appreciate
what is”
Destiny
“Create what
will be”
Dream
Positive Core
“Imagine
what might be”
Design
“Determine
what should be”
From The Power of
Appreciative Inquiry
The 4-D Cycle of AI
Discovery
Affirmative
Topic Choice
“Appreciate
what is”
Destiny
“Create what
will be”
Dream
Positive Core
“Imagine
what might be”
Design
“Determine
what should be”
From The Power of
Appreciative Inquiry
2002 Outcomes
A new model developed by the staff
Calls to the Tech Desk are differentiated (students vs.
faculty/staff)
Student employees (and a small staff) at the Tech Desk
focused on supporting students
A new Call Center – takes all calls from faculty/staff
80% of problems resolved at “first point of contact”
Procedures/hand-offs simplified in many cases
$30,000+ for contractors no longer needed
Minimal backlog of cases – delays measured in hours
Proactive mode – fix problems before they are noticed
2002 Outcomes (continued)
Delighted customers
The campus now believes that we are much more
“Customer-Focused”
High staff morale
People are matched to their strengths and interests
We eliminated one staff position
Several other people were redeployed to the “right work”
We rarely need to say “no”
This effort received a Bucknell “Maxwell Award” for
Customer Service, Extraordinary Effort and Embracing
New Directions!
An Example AI Process:
This illustrates the
“Discovery” stage
of a Formal
Appreciative Inquiry Cycle…
Appreciate What Is!
Provocative Proposition
Imagine that you return to work and find a
transformed organization. Everything works
well. It is a high-performing, customerfocused library. It blends its service mission
and its leadership role in perfect resonance
with the needs and aspirations of the
community. Its value and contribution are well
known, openly appreciated and frequently
celebrated.
Questions to Consider
What do you see in this picture?
What are the key elements of your
vision?
How does this feel to you?
What will help you achieve your
vision?
The 4-D Cycle of AI
Discovery
Affirmative
Topic Choice
“Appreciate
what is”
Destiny
“Create what
will be”
Dream
Positive Core
“Imagine
what might be”
Design
“Determine
what should be”
From The Power of
Appreciative Inquiry
A Positive Description of an
“Organizational Culture”
“Organizations are, first and foremost,
centers of human relatedness and
relationships come alive where there
is an appreciative eye, when people
see the best in one another and the
whole, when they share their dreams
and ultimate concerns in affirming
ways, and when they are connected in
full voice to create not just new worlds,
but better worlds. By making it
possible for every voice to be heard, a
life giving process is enacted.”
(from The Appreciative
Organization by Harlene
Anderson, David
Cooperrider, et. al.)
Some Closing Thoughts
The questions you ask help to create the reality
of your organization.
Trying to “magnify the positive” builds energy
and enthusiasm into organizations.
Appreciative Inquiry can be applied to virtually
any aspect of an organization.
Organizations need to regularly ask questions
about the structure and quality of their work, and
search to find the best ideas among them and
their customers.
Bibliography – Appreciative Inquiry
The Thin Book of Appreciative Inquiry, Sue Annis
Hammond (Thin Book Publishing Co.)
The Power of Appreciative Inquiry, Diana Whitney &
Amanda Trosten-Bloom (Berrett-Koehler Publishers)
Encyclopedia of Positive Questions, Vol. 1, Diana
Whitney, David Cooperrider, et. al. (Lakeshore
Communications)
The Appreciative Organization, Harlene Anderson, David
Cooperrider, et. Al. (Taos Institute Publications)
Appreciative Leaders, edited by Marjorie Schiller, et. Al.
(Taos Institute Publications)
“The Far Side” (various publications), Gary Larson
http://www.isr.bucknell.edu/About_ISR/Staff_presentations_and_
publications/Road_Less_Traveled_Paper.pdf
Other AI Resources
The Appreciative Inquiry Commons
(www.appreciativeinquiry.org/ )
The Taos Institute (www.taosinstitute.net/ )
A Guide to Appreciative Inquiry, Bernard J. Mohr
(Pegasus Communications)
Second International Appreciative Inquiry Conference
(http://www.aiconsulting.org/conference2004/ Miami,
Florida September 19-22, 2004)
The End!
Gene Spencer – [email protected]
Maureen Sullivan - [email protected]