Appreciative inquiry - November 2011

Building our identity

David Cooperrider

“It could be argued that all leadership is

appreciative leadership. It’s the capacity

to see the most creative and improbably

opportunities. It’s the capacity to see with

an appreciative eye the true and the

good, the better and the possible.”

Agenda

What Appreciative Inquiry is

How it was developed at 4D in 2006

Where we are now

A new future to craft

a philosophy of knowing

a methodology for managing change

an approach to leadership

a tool for human development

What’s Appreciative Inquiry?

It is the study and exploration of what gives life to human systems when they are at their best.

It is an organization development methodology based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.

8 Assumptions of AI In every human situation something works

What we focus on becomes our reality

Reality is created in the moment and there are multiple realities

The language we use shapes our reality

The act of asking questions influences the outcome in some way

People have more confidence going into the future (unknown)

when they carry forward parts of the present (known)

If we carry parts of the past into the future, they should be what

are best about the past

It is important to value differences

Appreciate & Inquire

to recognize the best in people and the world around us;

to perceive those things which give life, health, vitality and

excellence to living human systems;

to affirm past and present strengths, successes, assets

and potentials;

to increase in value (e.g., the investment has appreciated

in value).

to ask questions;

to study;

to search, explore, delve into or investigate.

5 principles of Appreciative Inquiry

Constructionist Principle

5 principles of Appreciative Inquiry

Principle of Simultaneity

These become the stories out of which the future is conceived, discussed, and constructed.

5 principles of Appreciative Inquiry

Poetic Principle

Human organizations are

an open book

An organization’s story is constantly being co-authored.

The organization’s past, present and future are endless sources of learning,

inspiration, and interpretation

5 principles of Appreciative Inquiry

Anticipatory Principle

Collective imagination and discourse about the future are the most important resource for generating constructive

organizational change or improvement

5 principles of Appreciative Inquiry

Positive Principle

When we feel good we can think more strategically, absorb information quicker, we are more creative, we reach decisions faster, we recover more quickly from setbacks, and even our

health improves

How it works

Organizations move in the direction of what they study.

It focuses the attention on an organization’s most positive

potential - its positive core.

The positive core is the essential nature of the organization

at its best – people’s collective wisdom about the

organization’s tangible and intangible strengths,

capabilities, resources, potentials and assets.

The Appreciative Inquiry 4-D cycle unleashes the energy of

the positive core for transformation and sustainable

success.

The 4D Cycle

Discovery

“What gives life?”

(The best of what is)

Appreciating

Dream

“What might be?”

(What is the world calling for)

Envisioning Results

Design

“What should be--the ideal?”

Co-constructing

Destiny

“How to empower, learn,

and adjust/improvise?”

Sustaining

Affirmative Topic Choice

DISCOVERY

It is an extensive search to understand the "best of what is"

and "what has been."

It begins with the collaborative act of crafting appreciative

interview questions and constructing an appreciative

interview guide.

These questions are written as affirmative probes into an

organization’s positive core, in the topic areas selected.

They are written to generate stories, to enrich the images

and inner dialogue within the organization, and to bring the

positive core more fully into focus.

4D DISCOVERY A complete interview guide includes:

A formal introduction to explain the project and the purpose of the interview.

The questions: Opening questions

Questions on the affirmative topic or topics selected

Concluding questions – generally about future

A summary report sheet

DISCOVERY Summary Report

A Team-Based organization

Teamwork was essential for starting 4D and this mindset has become a critical success

factor in carrying out new projects and developing new ideas.

This is not just cosmetic, when working at our best we eliminate unnecessary division

and we are all engaged as partners creating person-to-person networks,

project and study groups, and the like.

DISCOVERY Summary Report

believe in what we are doing and work together towards an aim efficiently organized and everybody wants to help

share material and knowledge everybody has to feel comfortable

commitment encourage people

devote personal time to benefit everybody know each other

share the same goals be willing to work

respect each other division of tasks

complement each other; one has an idea, another one organizes it, another one suggests how to implement it, etc.

good communication

share common values

DISCOVERY Summary Report

A Learning Organization We are always evolving as human beings, as

professionals. We are always in need of a fresh impetus to encourage ourselves and to go on learning. “…learning to

become more effective by exploiting the learning opportunities that lie just below the surface of everything

you do already.” Adrian Underhill

In a “learning organization” people are continuously challenging themselves to move out of their comfort

zones, think in new ways, acquire new knowledge and skills, and experiment with new methods. Learning is an aware and active use of the experiential learning cycle in one’s life and work. Learning is a belief that creativity,

understanding, experience and character continue growing throughout one’s life.

DISCOVERY Summary Report

learn from every situation share teaching experiences get support

be creative and innovative help others to learn share ideas openly

pursue ideas explore, experiment learn more about language

support by reaffirming what you do right work together in different projects prepare for international examinations

learn with everything you do what you know, you have to share it mistakes are a way of learning

learn as a life-long experience challenges make you learn people make you become aware of things

learn as a way of feeling alive and fresh walk your talk help people grow

the human side of the business *** people: as colleagues, as students ** share the same goal ** true commitment *** share knowledge, material, experiences ** learn and improve *** keep on moving ** a sense of belonging ** become better people and professionals be respected respect for each other a comfortable atmosphere feel supported devote time to other people’s benefit

DREAM Discovery

Dream

Design

Destiny

Affirmative

Topic

Dream

“What might be?”

(What is the world calling for)

Envisioning Results

challenge the status quo

working relationships

create synergy

think out of the box

create excitement

what people are doing working in groups, in teams working more effectively working on improving content courses training new teachers doing things that are necessary working on areas of interest working happily

how we look like innovators of change bigger but maintaining the advantages of being small recognized as an institute that does things differently a “we care” company excellent, everybody looking towards the same goal everybody works toward the same more professional and more clients more roles to perform as a consulting institution on education

how we are working with technology, taking advantage of it working with people from different parts of the world in teams doing research developing programs helping people gaining expertise on areas of interest training other teachers

the key to our success

renewing educational tools but not core values hard work open and effective communication deep commitment constant renewal not getting stuck great leaders our willingness our values professionalism

how we got there

by doing what we are doing now by working hard with commitment perseverance believing in ourselves constantly overcoming situations working convinced of what we are doing developing together professionalism

DESIGN Discovery

Dream

Design

Destiny

Affirmative

Topic

Design

“What should be--the ideal?”

Co-constructing

“Organizational transformation is much more than the critical mass of personal transformation. It requires macro level changes in the very fabric of organizing, the social architecture.” Diane Whitney

The Requests, Offers and Commitments

approach

The Whole System Design approach

VALUES Unity of purpose Commitment to each other - team spirit Professionalism - embedded knowledge Dignity, diversity and respect Social & human capital Adventurous & pioneering Joy and fulfillment

IDEAS ABOUT THE FUTURE

We want to be the most knowledgeable team of teachers since we want to be the pioneers in the field. To achieve this we need training and time that will result in excellence due to our research in different aspects of the profession.

IDEAS ABOUT THE FUTURE Networking

–within 4D –within our community –within the international community

Specialization –researcher –communicator –translator –material developer –course designer –foreign link

IDEAS ABOUT OUR MISSION

Create opportunities for people –

all our stakeholders – to develop in a confident, supportive and empowering atmosphere

We will be working on two Approaches to the Design Phase

II. The Requests, Offers and Commitments Approach. Each participant is given

the opportunity to publicly state a simple commitment, make an offer or articulate a request. Simple Commitments describes actions that can be easily taken, typically

within one to two weeks and are within the existing authority and resources available to the person making the commitment. Offers may be made in response to a request for collaboration. Offers

can come in any shape or form - specific is better. Requests are the other side of offers - but focused on what one

person or group needs from another person or group.

I. The Framework Approach We will be working on the strategic design on the following topics:

Talent development and retention Alliances and Partnerships Organizational Structure

We will be working on the operational design on the following topics: Business Processes Policies Communication Technology

DESTINY Discovery

Dream

Design

Destiny

Affirmative

Topic

Destiny

“How to empower, learn,

and adjust/improvise?”

Sustaining

ongoing learning and innovation

focuses specifically on personal and organizational

commitments and paths forward

the processes, structures, and relationships from the design phase are put into

action.

look for ways to improve and expand the AI process

Appreciative Inquiry Handbook – David L. Cooperride, Diana

Whitney, Jacqueline Stavros (2003) Lakeshore Publishers

What Great Managers Do – Marcus Buckingham (2005) Harvard

Business Review

Appreciative Inquiry: A Positive Approach to Building Cooperative

Capacity – Frank Barret & Ronald Fry (2005) Tao Institute

No+Pálidas: Cuatro Actitudes para el Éxito. Enrique Baliño con

Carlos Pacheco (2011) Xn Publishing

Appreciative Inquiry: Change at the Speed of Imagination -

Magruder Watkins,Bernard J. Mohr (2001) Jossey-Bass/Pfeiffer

El cambio del Comportamiento en el trabajo – Santiago Lazzati

(2008) Granica

REFERENCES