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APPRECIATIVE INQUIRY

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					APPRECIATIVE
  INQUIRY
 An Alchemy of Spirit
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’, 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.
 SESSION OBJECTIVES
• Introduce an approach to development
  within any human system -families,
  groups, organizations, communities
  – Philosophy and principles
  – Common Stages/steps
  – Core Experience
    TRADITIONAL APPROACH
      TO DEVELOPMENT
• Articulate the problem situation
• Identify the obstacles, problems, or
    malfunctions that have contributed to the
    current situation.
•   Explore why these problems exist - root
    cause analysis
•   Propose actions to be taken to address these
    problems
•   Create an action plan
  TRADITIONAL APPROACH
                  Examples
• What are our customers dissatisfied with?
• What is contributing to customer
  dissatisfaction?
• What do we need to do to decrease customer
  dissatisfaction?
______________________________________
• Why aren’t our stakeholders more involved in
  what we do?
• What do we need to do to address these
  issues?
  DRAWBACKS TO THE
TRADITIONAL APPROACH

• Looks to identify/assign blame
• Focuses attention on what to avoid
  (fears) Focuses attention on what is
  missing (deficits)
• Can deplete energy and motivation
AN ALTERNATIVE APPROACH
‘Appreciative Inquiry’


 Focuses and builds on existing strengths
  and capacities (assets)
 Identifies what is desired (positive image)
 Taps into what energizes and motivates
  stakeholders
APPRECIATIVE INQUIRY
‘5-D Cycle’
                                                       DEFINITION
                                                       Decide what to learn about and
                                                       create the Inquiry architecture




DELIVERY/                                                                                     DISCOVERY
                                                                                                Conduct an inquiry into the
 DESTINY                                                                                       topic and assemble learnings
Innovate and implement the
   design and align the
       components




                                                                                                DREAM
                                                                                         Generalize those learnings into an
                                                                                         image of how the situation would
                      DESIGN                                                             look if those learnings were fully
                                                                                                        'alive'
             Develop ideas about what needs to be
             in place (socio-technical architecture)
             for these learnings to be infused into
                          the new world
    THE DEFINITION PHASE
    “As thou hast sown, so shall thou reap.”
    Pinarius




   Decide what to learn about
     – Choose the positive as the focus of
       Inquiry


   Determine the Inquiry ‘architecture’
     – What are the essential elements that need
       to be present?
THE DISCOVERY PHASE
“You can tell whether a man is clever by his answers.
You can tell whether a man is wise by his questions."
Naguib Mahfouz (Nobel Prize Winner)




     Conduct an inquiry into the desired topic
       – Interviews
             • Recognize and appreciate times of excellence
             • Draw out wishes and desires for an ideal future
     Collate the data that is generated
       – Pull out themes and patterns
THE DISCOVERY PHASE
“Storytelling reveals meaning without committing the error of defining it.”
Hannah Arendt




     Conduct an inquiry into the desired topic
        – Interviews to solicit stories
                • Recognize and appreciate times of excellence
                • Draw out wishes and desires for an ideal future
THE DISCOVERY PHASE
“Follow your bliss and doors will open where there were no doors before.”
Joseph Campbell




     Conduct an inquiry into the desired topic
       – Interviews
            • Recognize and appreciate times of excellence
            • Draw out wishes and desires for an ideal future
     Collate the data that is generated
       – Pull out themes and patterns
               ACTIVITY
• Find a partner
• Area of Inquiry:
  - to learn more about what excites
      and engages the community’s
      interest and involvement in our work
• Each person will interview their partner for
  five minutes > watch your time :-)
• Interview questions to be reviewed soon
                      INTERVIEW TIPS
•   Use the following questions as the basis for your five-minute interview. It is a good idea to jot
    down notes or interesting phrases that capture the spirit and main points shared by your partner.

•   Ask them to tell you a story about what took place. How did it unfold? Why did it stand out? What
    was it that made it a high point? What was going on that helped this to take place? What key
    insights did it reveal?

•   As you question your partner, you will probably find that you want to ask other questions. This is
    fine! Watch for what animates and excites your partner and turn your own curiosity loose in that
    direction. Probe intently, like an interested friend hanging on to every detail. However, watch your
    time and make sure you have asked the two questions in the following Interview Guide.

•   Whatever questions you ask, remember to keep the focus on what worked and was ‘life giving’ in
    the situation.

•   Finally, be yourself and have fun!
              INTERVIEW GUIDE
                                Question 1
It is always great when our community gets actively involved with us in
the work we do. Tell me a story of a time you were really impressed
and excited when members of the community got on board and really
engaged in something you were doing.
Possible exploratory questions: Tell me more about what took place - who was involved?,
how did it feel? What do you think contributed to their interest and initiative? How was this
interest supported by you or your team? What else helped this to be an extraordinary event?
              INTERVIEW GUIDE
                            Question 2
If you had three wishes for how your team or organization acts to get your
community excited and engaged in your work, what would they be?
    DEBRIEF
    Part (a)

   Take a few minutes to discuss the
    following with your partner:
       What was the interview experience like for
        you? (focus on how it felt rather than what
        was said)
     DEBRIEF
     Part (b)

Reflect on/discuss what was shared in the
   interviews
1.   “What stood out from the interviews as the life-
     giving forces that stimulate and support community
     participation in our work?”
        Key words/phrases that capture the spirit and main themes
         shared
2.   Agree on the themes/ideas that capture the
     most meaningful forces for both you and your
     partner
3.   Print these key ideas large and legibly on a
     piece of paper - one idea/sheet
THE DREAM PHASE
"Martin Luther King did not say, "I have a strategic plan."
Instead, he shouted, "I have a DREAM!," and, he created a crusade."
Unknown source




Given:
1)     what we know has worked in the past, as well as
2)     our wishes for the future

What would it look like if we were at our
  best?
  - visual images
  - ‘provocative propositions’
THE DREAM PHASE
“A vivid imagination compels the whole body to obey it.”
Aristotle




    Visual Images
      – skits, pictures, collages, poems, songs

    Provocative Propositions
      – Bold and compelling statements of ‘what is’
      – Elicit a ‘Wow!’ response
      – Stretch and challenge the status quo
  THE DESIGN PHASE
  “Action without vision is a nightmare.
  Vision without action is a daydream.”
  Japanese proverb



‘What are the actions and commitments we want to implement
which will make our dream come alive?’

               OPERATIONAL ELEMENTS
                       KEY STAKEHOLDERS
                                OUR
                               DREAM
THE DESTINY PHASE
„After enlightenment- comes the laundry‟
Zen saying



 Building and aligning the
  implementation strategies
 Monitoring and valuing
 Building Ai competencies and attitudes
  into the system
                SUMMARY
     TRADITIONAL               APPRECIATIVE
      APPROACH                  APPROACH
• Problem Identification   • Outcome Identification
• Analysis of Causes       • Appreciate existing
                             strengths and wishes
• Analysis of Possible     • Dialogue on what
  Solutions                  should be
                              – Envisioning a preferred
• Action Planning               future
• Action and Evaluation    • Innovating/designing
                           • Action and Valuation
                     RESOURCES
•   AI Commons is 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 leaders of change, scholars, students, and business
    managers, and is hosted by Case Western Reserve University's Weatherhead School of
    Management.
           http://appreciativeinquiry.cwru.edu/

•   Appreciative Inquiry Discussion List
    AIList is a forum for individuals interested in learning more about the practice of
    Appreciative Inquiry. The list has nearly 800 subscribers from all over the world. Questions
    are welcome, as are case postings, observations, and other experiences that can help all
    list subscribers improve their organisation change practice.
            To join the list, please go to:
            http://mailman.business.utah.edu:8080/mailman/listinfo/ailist

•   The Taos Institute in New Mexico is one of the centres of Appreciative Inquiry, with
    both David Cooperrider and Suresh Srivastva on its board. It runs workshops and
    courses.
          http://www.taoinstitute.net/index.html

				
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