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ai‘Appreciative Inquiry: Change at the Speed of the Imagination’ – Watkins &
Mohr, 2001
An Approach to ^ Change
appreciative inquiry
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ACCELERATED
“Felt Need”Identify problem
Conduct root cause analysis
Analyze Possible Solutions
Develop action plan (Treatment)
Basic assumption: “problem-to-be solved”
Problem solving (deficit based change)
(Dialogue and design What should be)
Create (What will be)
Basic assumption: “mystery” organization is a web of
strengths linked to infinite capacity, infinite
imagination… alive
Appreciative inquiry(strength based innovation)
“Valuing the best of what is”Appreciate
Imagine (What might be)
PROBLEM ANALYTIC CHANGE VS. APPRECIATVE INQUIRY
Change - Traditional approach vs Ai The burning platform / what is wrong?
Executive/ Senior leaders agree the solution (define the new beginning/vision); workshop the strategy (over a period of time)
Project team formed to implement and lead the change
Communication Plan & campaign developed to engage all stakeholders and drive desired responses/ behaviours
Measurement
The business opportunity/what do we want
to create?
The whole system is invited to co-create the
future – full voice and personal investment
The change begins ‘in the moment’ and
continues as an integrated strategy
Follow-up in the form of progress checks,
and support, where required
Measurement
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1. valuing; the act of recognising 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
appreciate
synonyms: esteeming, valuing, honouring
1. the act of exploration and discovery
2. to ask questions; to be open to seeing new potentials and possibilities
inquire
synonyms: discovery, search, study, systematic exploration
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‘Managing Transitions’ – William Bridges
Neutral Zone
New Beginnings
The change/futurewe envision
Confusion
Creativity
Endings Letting go: what do we
want to take with us/ what will serve us?
Transition model
David CooperriderCase Western Reserve University
“Ai is the cooperative search for the
best in people, their organisations,
and the world around them.
It involves systematic discovery of
what gives a system “life” when it is
most effective and capable in
economic, ecological, and human
terms.”
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“I’m not good enough” “They are to blame”
“We have lost” “I am depressed”
“The organization is hopeless”
”My family is dysfunctional”
“What is your problem?” “It’s your fault”
“I am a bad person” “You are wrong!”
“I will never be able to” “That was a
mistake” “It is a disaster!”
“I don’t have enough” “You are a failure”
“There is a lack of ……..”
vocabularies of human deficit are the opiates of the masses
David Cooperrider is one of the founders of Appreciative Inquiry
Assumptions of Ai• In every organisation/ situation – something works• What we focus on, and the language we use,
becomes our reality
• Sustainable action is more likely from a place of
positivity
• The act of asking questions begins the change• Moving forward is easier when we bring forward the
best parts of the past – when we pay attention to the positive core
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aiThe 5-D Cycle
DEFINEDecide what to learn about,how and who to involve in each phase
DISCOVERConduct the inquiry,share insights andcapture the Positive Core
DREAMEnvision the impact & internal functioning as if those insightsand the Positive Corewere fully alive
DESIGNInvent the initiatives and the socialarchitecture whichwill make yourdreams inevitable
DESTINYInnovation Improvisation and Inquiry. Expand all learning Competencies
DVD
ai summit
aiThe 5-D Cycle
DEFINEDecide what to learn about,how and who to involve in each phase
DISCOVERConduct the inquiry,share insights andcapture the Positive Core
DREAMEnvision the impact & internal functioning as if those insightsand the Positive Corewere fully alive
DESIGNInvent the initiatives and the socialarchitecture whichwill make yourdreams inevitable
DESTINYInnovation Improvisation and Inquiry. Expand all learning Competencies
Interview
ai summit
“what are you most curious about?”
“what do you most want to see more of?”
“If you find and inquire into the most powerful topics, you will find the
system’s wisdom written on the wall”.
Sallie Lee
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Transformative topics
It is the collective wisdom, knowledge, strategies,
attitudes, skills and capabilities of the organization at
its best.
Often undiscussed, an organization's positive core is a
source of life-giving potential, consisting of all its
creative, life-affirming qualities, capabilities, and
resources.
It is the essence of the organization at its best: its
remembered past, its enacted present, and its
imagined future.
Diana Whitney Corporation for Positive Change
positive core
• ANZ• Boeing• British Petroleum• RAC• US National Intelligence Community• Allstate• Smith Kline Beecham• Walmart• The Inspire Foundation
• Nextel• Green Mountain Coffee Roaster• British Airways• Roadway Express• American Red Cross• Newark Beth Israel Medical
Center• Georgia Pacific• British Gas• World Vision
Some organisations using ai
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What we ask determines what we find
What we find determines how we talk
How we talk determines how we imagine together
How we imagine determines what we achieve together
Positive Image Positive Action
• Social Constructionism: Human systems are made and imagined by those who live and work in them. Our reality and meaning are socially created
• Simultaneity: Change begins the moment we ask questions
• Poetic: (poets are not constrained) We have no boundaries on what we can inquire and learn from. Everything is open to reinterpretation
• Anticipatory: Our behavior in the present is influenced by the future we anticipate
• Positive: The more positive the question and conversation, the longer-lasting the change
“Our organizations evolve in the direction of the images we create based on the questions we ask as we strive to understand the systems at work.”
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5 Principles
• See the positive in a given situation
• Reframe a given situation
• Act now – seeing how the future unfolds from the present
“Seeing the mighty oak in the acorn” – Tojo Thatchenkery & Carol Metzker
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Appreciative Intelligence
Outputs from the Summit process
Tangible• Whole system shift in the one direction• Clear, shared direction• A new story for the organisation (re-
story)• A re-focus/ concentration of effort• Action Plans (short term & long term)• New ideas• New energy and enthusiasm• Current activities & processes enhanced• ‘Double-up’ dramatically reduced -
streamlined• Collaboration• Accountability • Individuals invested in what the business
does• Ownership of actions & outcomes at all
levels• Self-organised workgroups• Designed for s
Less tangible/ emergent• Networks developed• Informal relationships formed• Individuals feel acknowledged • Sense of belonging• Individual confidence = more robust
system• Sense of achievement • Self-awareness in a group • Emergence of strengths• Participants understand their role in the
big picture• Mutual appreciation & respect • Sense of purpose & connection• Strategic thinking at all levels• A more positive outlook• A desire (&ability) to find the possibilities
in a situation• Appreciation for the power of inquiry &
genuine curiosity• Innovation
ReferencesRecommended texts
• Ludema, Whitney, Mohr & Griffin (2003). The appreciative Inquiry
summit – a practitioners guide for leading large-group change.
Berrett-Koehler Publishers, Inc.
• Watkins & Mohr (2001). Appreciative Inquiry. Change at the
speed of the imagination. Jossey-Bass/Pfeiffer
• Thatchenkery & Metzker (2006). Appreciative Intelligence. Seeing
the mighty oak in the acorn. Berrett-Koehler Publishers, Inc.
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Recommended websites• Ai commons: http://ai.cwru.edu• Ai Practitioner: www.aipractitioner.com
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