An Introduction to

Inquiry A Positive Way to View Change

Appreciative

Training & Develop ent !""#site$ %une &$ '(() Presented *y Donna +attison$ Wachovia$ C+,
Prepared with adapted works of David Cooperrider, Diana Whitney and Amanda Trosten-Bloom and David Kolb and author s resear!h"

Table of Contents
It's Time For A Change Appreciative Inquiry (AI) Descriptions Pro !em "o!ving Approaches## Appreciative Inquiry 4%D Cyc!e (&o'e!)## Appreciative Inquiry ) Princip!es# Potentia! +ses ,or Appreciative Inquiry## App!ying AI in -usiness Appreciative Inquiry an' ./perientia! 0earning# ./perientia! 0earning (.0) ./p!aine'# .0 0earning Cyc!e (Davi' 2o! )## AI 3 .0 &erge'# AI ./ercise (,irst 5 phases)# ./p!anation o, 6o7 AI 7ou!' ,it in !ast t7o phases "ummary# 8e,erence 3 4 $ ( ** *3 *4 *1 *$ *( *4 5* 5( 5) 5) 54 54 39

It is a Time for Re-thinking Human Organization & Change

Globalization, workforce emogra!hics an technolog" has create transformational shifts for organizations# $ith this comes increasing com!le%it" with ambiguous, no&el !roblems an continual challenges for change# $e're also e%!eriencing tren s towar creating &alue through !eo!le where the intangibles, such as lea ershi!, culture an relationshi!s make a ifference to an organization's bottom line an com!etiti&e a &antage# (uring the ne%t )* "ears, we also face ro!s in workforce growth an the !roblem won't +ust be a lack of bo ies# ,kills, knowle ge, e%!erience, an relationshi!s are walking out the oor# Therefore, collaboration an knowle ge sharing are mo&ing to the forefront of

Appreciative Inquiry -AI.

Is the study and exploration of what gives life to human systems when they function at their best. Is based on the assumption that questions and dialogue about strengths, successes, values, hopes and dreams are themselves transformational. Suggests that human organizing and change, at its best, is a relational process of inquiry grounded in affirmation and appreciation.

Appreciative Inquiry -AI.$ Continued

AI is a simple technique with a complex backgroun ! It has been use successfull" all o#er the worl to consult with people an learn from their experiences$ to involve whole organi%ations in change an e#elopment an to build a vision for the future that e#er"one can share an help put into practice! Appreciati#e Inquir" is a technique that can easil" be learne an a apte for a range of situations! It is an approach that involves and engages people! It encourages listening and communication skills an abo#e all it empowers in i#i uals an emonstrates respect for each other&s #iews! 5

' Pro*le

#/olving Approaches
Appreciative Inquiry

De"icit#0ased
Ha&e -ain
. . . .

Reflecting on what we o best

I entif" the -roblems Root Cause /nal"sis ,olution /nal"sis /ction -lanning

(isseminate stories & best

!ractices

0arrati&e anal"sis of success factors (etermine our !referre worl

0asic Assu ption1 /n organization is a !roblem to be sol&e

Conscious, ins!ire choices

0asic Assu ption1 /n organization is a m"ster" to be embrace

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)#D Cycle !verview1 A""ir ative Topic Choice

The c"cle begins with the thoughtful i entification of what is to be stu ie 2affirmati&e to!ics# The to!ics selecte become the organization's agen a for learning & inno&ation# These to!ics unfol through the collecti&e thoughts from 3 4core5 6uestions1 Tell me about a !eak e%!erience or high!oint in "our !rofessional
lifea time when "ou felt most ali&e, most engage an reall" !rou of "ourself an work# $ithout being humble, what o "ou most &alue about "ourself an the wa" "ou o "our work8 9our team8 9our organization8 $hat are the core factors that gi&e life to this organization, when it is at its best8 If "ou ha a magic wan , an coul ha&e : wishes grante to heighten the health an &italit" of this organization, what woul the" be8

)#

7# :# 3#

)#D Cycle !verview$ Continued2

Discovery Phase
/n e%tensi&e, coo!erati&e search to un erstan the 4best of what is5 an 4what has been#5 It is t"!icall" con ucte &ia )%) inter&iews, it ma" also inclu e focus grou!s an large grou! meetings# (isco&er" in&ol&es !ur!osefull" affirmati&e con&ersations among man" or all members of an organization inclu ing e%ternal stakehol ers, benchmark organizations an customers# This is where we fin the 4!ositi&e core52the most !ositi&e !otential#

Drea

Phase

/n energizing e%!loration of 4what might be#5 This !hase is a time for !eo!le to collecti&el" e%!lore ho!es an reams for their work, their working relationshi!s, their organization an their communit"#

)#D Cycle !verview$ Continued2

Design Phase
The creation of a set of !ro&ocati&e !ro!ositions which are statements escribing the i eal organization or 4what shoul be#5 (esign acti&ities e%!an on the organization's image of itself b" !resenting clear !ictures of how things will be when the organization's !ositi&e core is bol l" ali&e#

Destiny Phase

/ series of ins!ire actions that su!!ort ongoing learning & inno&ation or 4what will be#5 This is the final !hase that focuses s!ecificall" on !ersonal an organizational !aths mo&ing forwar # In man" cases, /I becomes the framework for lea ershi! & ongoing organizational e&elo!ment# Therefore, in the Destiny phase, many organizations begin the 4-D *

4-D Cycle
Affirmative opic !hoice Discovery Discovery -.hat -.hatgi#es gi#eslife/0 life/0
1The 1Thebest bestof ofwhat whatis2 is2

Appreciating Appreciating

Destiny Destiny -4ow -4owto toempower$ empower$learn$ learn$ an an aa 5ust6impro#ise/0 5ust6impro#ise/0 Sustaining Sustaining

"ositive !ore

1.hat 1.hatis isthe theworl worl calling callingfor2 for2

Dream Dream -.hat -.hatmight mightbe/0 be/0

Envisioning EnvisioningResults Results

Design Design -.hat -.hatshoul shoul be33the be33theii eal/0 eal/0 Co-constructing Co-constructing +,

/I is su!!orte b" 3ight Principles

Constructionist Principle1 $or s create worl s; meaning is sociall" create , through language & con&ersations# Principle o" /i ultaneity1 In6uir" creates change; the moment we ask a 6uestion, we begin to create change# Poetic Principle1 $e can choose what we stu "; organizations, like o!en books, are en less sources of information & learning# Anticipatory Principle1 Human s"stems mo&e in the irection of their images; what we choose to stu " makes a ifference#

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#ight "rinciples of AI, !ontinued$

Positive Principle1 -ositi&e 6uestions lea to !ositi&e change# Wholeness Principle1 $holeness brings out the best in !eo!le & organization; bringing all stakehol ers together in a grou! forum that stimulates creati&it" an buil s collecti&e ca!acit"# 3nact ent Principle1 To reall" make change, we must 4be the change we want to see#5 4ree Choice Principle1 -eo!le !erform better an are more committe when the" ha&e the free om to choose how an what the" want to contribute#

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-otential <ses for /I

=ission ,tatement>?ision (e&elo!ment ,trategic -lanning Organizational>,"stem Re esign -rocess an ,er&ice @nhancement Aualit" Im!ro&ement Initiati&es Grou! Culture Change Ci&ic>Communit" (e&elo!ment <mbrella for =ulti!le Change Initiati&es in a ,"stem /!!raisals an -erformance =anagement Bea ershi! (e&elo!ment Conflict Resolution In i&i ual Coaching an (e&elo!ment

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Applying AI in %usiness
& Successful #xamples'
(unter Douglas nee e '
Culture Change 7trategic 8lanning Total 9ualit"

* # nee e ?

)esults'
:mplo"ee :ngagement ;ea ership -<ench 7trength0 7trategic =ision > Alignment

8ositi#e Change @etwork Culture Change Anion Banagement 8artnership Call Center :xcellence

)esults'

+**( A7TC Awar :mplo"ee 7ur#e"s Contract @egotiations

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Appreciative Inquiry + #xperiential ,earning Now what if the AI process shifted from thinking to doingFrom the cognitive domain to kinestheticfrom stor telling to e!periencing"where dreams from the imagination a#out working well together manifested into a ph sical e!perience$

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$hat is @%!eriential Bearning C@BD8

@B is a formalize !rocess for reflecting on e%!erience in or er to e%tract meaningful learning an to e&elo! tacit) knowle ge# E" sharing an learning from common e%!erience, !eo!le attain the high le&els of ra!!ort, em!ath", trust an mutual un erstan ing necessar" to risk an embrace change together#

Tacit Fnowle ge is a mi%ture of eliberations, sub+ecti&e insight, intuition an +u gment that we ac6uire b" &irtue of our e%!eriences an e%!ertise#

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:xperiential ;earning is best escribe b" Ca#i DolbE David -olb.s model of the ,earning !ycle

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David -olb.s model of the ,earning !ycle$

In the ,irst phase (1), the e'ucator invo!ves the !earners in a concrete experience# The e/perience cou!' e a ro!e p!ay: a !ive or vi'eo 'emonstration: a case stu'y: or a testimonia!# ;enera!!y: it 7i!! not e a !ecture# The secon' phase (2) is re,erre' to as reflective observation where the !earners are as<e' to revie7 the e/perience ,rom many perspectives# They as< themse!ves questions# =hat happene'> =hat 'i' you o serve> During the thir' phase (3) o, abstract conceptualization: the !earners 'eve!op theories an' !oo< at patterns# Further questions are as<e'# 6o7 'o you account ,or 7hat you o serve'> =hat 'oes it mean ,or you> 6o7 is it signi,icant> =hat conc!usions can you 'ra7> =hat genera! princip!es can you 'erive> The ,ourth phase (4) o, this e/perientia! mo'e! is active experimentation# The !earners suggest 7ays that they can app!y the princip!es they have !earne'# 6o7 can 7e app!y this !earning> In 7hat 7ays can 7e use it the ne/t time> =hat 7ou!' 7e 'o 'i,,erent!y>

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/I & @B =erge G
$hen merge with /!!reciati&e In6uir", @%!eriential Bearning su!!orts an illuminates the /I !rocess, making the !rocess 4come ali&e5 for all stakehol ers#

AI F :; G 8eak :xperiences of ;earning

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Therefore, /I is 4e%!eriential5 in !ractice-Howe&er @B can be taken to ifferent le&els in the /I !rocess# E" front-loa ing selecte structure e%!eriences into the /I c"cle, it can accelerate relationshi!s, learning & change#
7ample of AI an :; merge in an e#ent?
Frontloading & De rie! Focus 4-D Cycle Discovery Dream Design Destiny Relationship Continuum -ui!' 8apport .mpathy Trust &utua! +n'erstan'ing "elected "tructured #$periences (#%) &ithin the '% cycle accelerate relationships, learning and change Persona! Po7er =a!< &AP ./ercise Paire' 3 ;roup Intervie7s "trategic 0in<ing?Trust 8otation Creating Provative Propostions Action P!anning

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Structured #xercise :xperience > Cebrief Appreciati#e Inquir"E

Six /reedoms that liberate power 0*round )ules1 Hree om to be known in Ielationship The Hree om to <e 4ear The Hree om to Cream in Communit" The Hree om to Choose to Contribute The Hree om to Act with 7upport The Hree om to be 8ositi#e 2+

Structured #xercise

0normally created using the 2core3 questions1

Affirmative opics

8reser#ing the positi#e core of what CBJ oes best an letting go of other things that no longer fit the e#ol#ing nature of our work! Creating a more collaborati#e an seamless CBJ training team where our processes an proce ures are mutual > the client has a consistent experience across CBJ!
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Structured #xercise

2Discovery "hase3
Appreciative Interview *uidelines'
1( )eet a *stranger+ , pic- un!amiliar partner. 2( %nter/ie& each other (10 min( each) 3( 12isten3 & 1share3 your stories4can ma-e rie! notes, i! needed(
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Structured #xercise

Appreciative Interview 4uestions'

+! Cescribe a time when "ou worke effecti#el" > collaborati#el" with another training partner 1from another ;K<2 an successfull" met the clients nee s! .hat was the high point of this experience/ .hat i "ou learn/ 4ow i it feel/

2! Cream into the futureEthe T>C team has a won erful seamless partnership! .hat oes this look like/ .hat 3 things might ha#e been one to create this seamless partnership/

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Structured #xercise

<rief @otes?

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Structured #xercise

Stories have wings$

Form groups o! 5-6, along &ith your original partner7 Intro'uce your partner to the group y ma<ing a *%5 min# summary intro'uction 7ith high!ights o, partner@s stories (59 minutes)#

8hen each o! the small groups share 1-2 1great3 stories or themes &ith the entire group(
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/hared +eaning o" the Positive Core2

Structured #xercise

Discussion Around the !ampfire

.$hat i "ou hear that was im!ortant8 .$hat le us to creating these won erful themes an i eas8
2(

<rief :xplanation of how the next phases woul work in this exerciseE
Cream? =isions > =oices of the Huture Cesign? Ji#ing Horm to =alues > I eals Cestin"? Inspire Action > Impro#isation

2)

7ummar"
.e can eci e what to focus on in our organi%ations! .e can focus on what is percei#e to be broken or we can choose to inquire into the life gi#ing$ positi#es of our work! Kur share beliefs about what is possible will shape our images > beha#iors! <" getting e#er"one in#ol#e with positi#e images$ thinking an con#ersations into the strengths of the organi%ation$ the s"stem can transform itselfL
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Ieference ;ist?

$hitne", (iana an Trosten-Eloom, /man a C7HH:D# The -ower of /!!reciati&e In6uir"1 / -ractical Gui e to -ositi&e Change# Ricketts, =iriam an $illis, Iames C7HH)D# @%!erience /I1 / -ractioner's Gui e to Integrating /!!reciati&e In6uir" with @%!eriential Bearning# Folb, (a&i /# C)JK3D# @%!eriential Bearning1 @%!erience as the ,ource of Bearning an (e&elo!ment# /I Commons website at htt!1>>a!!reciati&ein6uir"#cwru#e u /i-ractioner Iournal has articles of on-going research for the /I metho olog"# The on-line +ournal is at
http155www6aipractitioner6co 5Page"iles5newsletter6ht

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