Appreciative Inquiry110109
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So many consultant organization models are based on problem resolution. Even more employee discussions are based on what weakness to fix. Appreciative Inquiry is predicated on organizational capability and individual strengths and desires. Most of all AI is a model of inclusiveness.
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Appreciative Inquiry110109
- 1. Appreciative Inquiry 11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com He Route to Sustained Organizational Change
- 3. Leverages Individual, Organization Strength
- 6. Short Cut
- 8. A new Fad
- 9. Method to solve problems11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 10. Appreciative Inquiry and Positive Psychology David Cooperider gave “birth” to AI in 1985 Initial study and application within NGOs Martin Seligman studied 7500 mental health studies-only 300 positive Positive Psychology-starting at STRENGTH instead of fixing weakness Since 1985 thousands of organizations grown and changed using AI 11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 11. The 4-D AI Cycle 11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 12. Principles of AI Reality is Subjective; founded in conversation Inquiry is intervention; begins with the first question Study topic choice can reveal, even create our reality People and organizations move toward their concept of the future Positive change requires positive relationships and questions Involvement of all constituencies is required Acting “as if” is crucial; be the way you want the future Choosing must replace compliance 11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 13. How Appreciative Inquiry WorksAI is based on a positive interview model Discovery: What are our Strengths; Appreciate what is Dream: What we could be Design: How do we achieve Destiny: Create the future 11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 14. A Sample AI Intervention Journey Executive desires change Appoints a multi level Advisory Team (AT) AT decides to use Appreciative Inquiry Approach “Town Hall” facilitated using the Discover phase Positive Inquiry interview questions developed and interviews are included organization-wide 11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 15. A Sample AI Intervention Journey (continued) AT consolidates interview responses determines best change(s) and gains constituent support Design phase leveraged to determine the best way to make change Destiny phase allows everyone to participate in creating the future 11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 16. AI Change Process Obstacles Lack of Support Lack of enthusiasm Top Down communication One way Communication Cynicism Retreat to Problem Solving Poorly created interview questions Poor risk-taking Environment Loss of Trust 11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 17. AI Change Process Enablers Sufficient Resources Unthreatened Executive Management Skilled Facilitator Tolerance for ambiguity Early Successes Two-way early and often Communication 11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 18. Next Steps Educate yourself in the AI process (e.g. The Power of Appreciative Inquiry of by Whitney and Trosten-Bloom) Discuss with your senior management Use positive interviewing one-on-one or in groups Start small with a pilot group Persevere 11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 21. New Board Member Orientation
- 26. Team development process & facilitation
- 30. Appreciative Inquiry Programs11/2/2009 J. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com
- 32. Care for each other
- 33. Listen and observe more than speak
- 34. Every contribution is important
- 35. Get the job doneJ. Burke Advisors, LLC 908 359 4000 www.jburkeadvisors.com