sample

Coaching with Appreciative

Inquiry

Presented by Geri EnglandExecutive and Professional

Coaching Program UTD School of Management

Objectives/Outcomes

Define Appreciative Inquiry & Appreciative Coaching

Experience the Effect of Positive Inquiry Conduct an Appreciative Inquiry Interview Become Familiar with 5 Appreciative Coaching

Principles and 5 Processes/5D Model Identify and use Appreciative Coaching Questions Apply Appreciative Coaching to real-world

situations

Week One

Experiencing Appreciative Inquiry

AI & Appreciative Coaching Defined

Agenda – Week 1 Introductions AI Interview Demo & Observations AI & Appreciative Coaching Defined AI and Coaching Assignments

AI Interview for Week 2 Coaching Assignment for Weeks 4, 5 & 6 Read Collaborating for Change – Appreciative Inquiry by

Class 4 Read Chapters 1-4 in Appreciative Coaching by Class 5

Exercise: Appreciative Interview

1. Identify a point in your career when you felt incredibly energized, proud, alive, involved, and excited about the work you were engaged in - something you recall as being a real “high point.”

2. What things do you value most about: --Yourself --The nature of your work --The organization

3. What do you consider to be the core factor that gives life to this organization?

4. What 3 wishes would you make to heighten the vitality and health in this organization? If you had a magic wand and could use it to bring about a new future in your personal life or profession, what three things would you wish for?

Class Discussion

Observations Discussion Learnings

Background of Appreciative Inquiry (AI)

David Cooperrider, Case Western University

Bernard Mohr, Synapse Group, Inc.

Jane Magruder Watkins, Appreciative Inquiry Unlimited

Diana Whitney, Taos Institute, Corporation for Positive Change

OD Practitioners worldwide

Darwin’s Impact – World View

Legacy The world is hostile,

requiring a constant struggle for survival

Error leads to death Life is an accident, one of

many random events Must dominate, control Things exist outside me in

a fixed, separate state The great machine

Another View Life is about invention, not

survival We’re here to create, not

defend Life is a constant process

of discovery/creation Life organizes and seeks

systems so that more may flourish

Life is a great playground we make up as we go

Advocacy vs. Inquiry

Advocacy A western tradition that

stresses: Critical thinking -

critiquing Adversarial thinking

We focus almost exclusively on advocacy Presenting our views

and arguing for them Debating forcefully

Most managers are trained to be advocates

Inquiry A complementary skill to

advocacy that: Uncovers why Asks questions re beliefs Explores:

Why you believe? What leads to this

conclusion?

What facts & data? What examples or

past experience? Seeks to understand Is not a technique to cross

examine people/find fault

Appreciate/Appreciative

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.

Inquiry

Inquiry, n., 1. The act of exploration and discovery.

Inquire, v., 2. To ask questions; to be open to seeing new potentials and possibilities.

Synonyms: Discovery, Search, and Systematic Exploration, Study.

Appreciative Inquiry Defined (Applied to organizations)

Appreciative Inquiry is a form of organizational study that selectively seeks to locate, highlight and illuminate the best of “what is” to help ignite the collective imagination within an organization of “what might be.”

The AI process provides human systems with a way of inquiring into the past and present, seeking out those things that are life-giving and affirming as the basis for creating images of a generative and creative future.

“Appreciative Inquiry is about the co-evolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms.”

Basic AI Premises

We create our world through the language we use to describe it.

We experience the world in line with the images we hold about it, i.e., we socially construct our world.

We learn about people and organizations by the language they use and the stories they tell and use to build their future.

Appreciative Coaching – Strengths-Based (Applied to Individuals)

An approach to coaching, evolved out of the organizational change work of David Cooperrider and colleagues, which emphasizes that individuals, executives and organizations do not need to “be fixed.”

Rather, it focuses on accessing existing strengths and distinctive competencies, reaffirming them and encouraging these qualities/traits to promote positive change and move the individual or organization forward.

Coaching with AI 5-D ProcessBased on Cooperrider’s 4-D Change Model, Adapted to a 5-D Change Model at GTE and Expanded to Coaching by

Barbara Sloan

Definition:Topic, Purpose, Goals,

Ideal Outcome, Relationship

Discovery: Peaks, Strengths,

Competencies

Dream: Client & System Values, Shared

Dreams

Design: Declarations,

Decisions, Commitments, Actions

Destiny/Delivery:Becoming, Being, Sustaining, Check-

Ins

Topic(What you Want

More of)

Organizational Context for Appreciative Coaching

Appreciative Inquiry (AI) looks at groups and individuals within the context of the bigger organization or system

An AI process engages the system as part of an organizational change initiative (often co-lead by OD professionals, executives and rank and file employees)

Coaching with AI Focuses on the client’s strengths and successes Occurs within a system Is not isolated to the individual Involves the impact of others and the organization on the client

Core Coaching Competencies

Setting the Foundation Meeting ethical guidelines & professional standards Establishing the coaching agreement

Co-Creating the Relationship Establishing Trust and Intimacy Coaching Presence

Communicating Effectively Active Listening Power Questioning

Core Coaching Competencies

Facilitating Learning and Results Creating awareness Designing actions Planning and goal setting Managing progress and accountability

Appropriately Engaging the Organizational System* Involving others in the coaching inquiry Building strong relationships to support client and

collaborate in reaching shared dreams

(My addition: Applies to Coaching with Appreciative Inquiry)*

Types of Coaching within Organizations

Performance Coaching Executive Coaching Leadership

Development Coaching

360 Feedback and Coaching

Transition Coaching Career Coaching Group Coaching

Appreciative Interviews: 4 Generic Questions

1. What is your best experience. A time when…

2. What do you value about… yourself, work, organization.

3. What do you think is the core life-giving factor or value of your organization –that which if it did not exist would make your organization totally different than it currently is?

4. If you had three wishes for this organization, what would it be?

Appreciative Inquiry Interview Guide

High Points & Peak Experiences1. (a) Briefly describe some times when you experienced

tremendous success in your personal and professional life.

(b) Now give some more details about one of these successes. What were the circumstances? Who was involved? What were the outcomes/results? What did you contribute? What personal skills and qualities impacted the outcome? What made this experience such a rousing success?

AI Interview Guide (cont.)

Values, Positive Core2. Without being humble, tell me what you value most about

yourself, your job, and your organization? If you can’t say, what do you think others would say about you?

3. What do you think is the core life-giving factor or value of your organization that without it your organization would be totally different than it currently is?

Compelling Images of the Future 4. If you had a magic wand and could use it to bring about a

new future in your personal life or profession, what three things would you wish for?

How to Conduct an Appreciative Interview The interviewer’s role is to ask questions and to encourage the

interviewee to tell his/her story.

As the interviewer, focus on the individual, giving your undivided attention. Be curious and open to learning.

Avoid going into your personal stories or perspectives during the interview process. This is all about the other person for now.

Ask follow-on questions to draw out specific details as well as feelings about the experiences being described.

Allow the interviewee to immerse him/herself in the topic so the original images and feelings are re-experienced.

As a listener, value the information being shared.

Tell the interviewee you will be taking notes to help you recall the key points shared. Take good notes.

Notice themes and patterns.

Assignment #1: Generic Appreciative Inquiry Interview

Identify a prospect or coaching buddy to interview.

Conduct the interview using the Generic AI Interview Guide questions.

Record notes during the interview.

Identify the themes and patterns.

Post your interview summary on Blackboard by Week 2 class

Be prepared to discuss your experiences during class 2.

Assignment #2: Client Coaching Session #1

Select a volunteer client and contract for a short-term 2-session coaching engagement for this class.

Determine a topic for coaching with the client & conduct an initial “appreciative” coaching session.

Complete the initial client coaching session and submit the summary to Blackboard by Class 4.

Be prepared to discuss the experience in class.

Assignment #3: Appreciative Inquiry Interview with a Colleague #1

Conduct an interview with one other person, one of the client’s colleagues, inside the organization (peer, employee, supervisor, etc.) who knows the client well enough to have observed or had experience working with him/her. Ask the client for permission to interview the colleague.

The purpose is to draw out the colleague’s positive stories about the client. Inform the colleague upfront that you will be sharing this information with the client.

Complete this AI interview by Class 5 and submit the summary sheet on Blackboard by Class 5.

Share observations and learnings from the colleague AI Interview with the client in the second coaching session.

Assignment #4: Client Coaching Session #2

Summarize your notes, identifying the patterns and themes, from the first coaching session and the colleague interview(s).

Using the Appreciative Coaching skills, conduct the second coaching session sharing the feedback from the colleague interview(s) to help the client gain greater self-awareness and determine actions for change (if client so chooses).

Complete the second coaching session by Class 6.

Post the summary sheet on Blackboard by Class 6

Be prepared to discuss your experience in class.

Optional Assignment #5: Appreciative Inquiry Interview with a Colleague #2

Conduct a second AI Interview with a different client colleague (with the client’s permission) by Class 5.

Follow the same process as with the first colleague AI Interview.

Share this information with the client in the second coaching session.

Submit summary form to Blackboard by Class 5.

Reading Assignments

Read Collaborating for Change – Appreciative Inquiry by David Cooperrider and Diana Whitney by Class 4.

Chapters 1-4 in Appreciative Coaching by Sara Orem, Jacqueline Binkert and Ann Clancy by Class 5.

Week Two

AI – A Strengths-Based Approach

Agenda – Week 2

Discuss AI Interview Experiences AI Organizational Change Process 5-D Model and Generic AI Processes Appreciative Coaching Model Appreciative Coaching Questions Coaching Demos Appreciative Coaching Assignment

Appreciative Inquiry Interviews

Discuss your experience conducting the AI Interview Observations Learnings

The Five Core AI Processes Applied to Organizational Change

Find Innovative ways to create

that future

Choose the positive as the focus of

inquiryInquire into

stories of life-giving forces

Create shared images of a

preferred future

Locate themes that appear in the

stories

Five Generic Processes of AI Linked to Cooperrider’s Change Model

Defining the topic or focus – Choose the positive as the focus of inquiry

Discovery – Appreciating the best of “what is” – Inquire into stories of life-giving forces

Dream – Imagining “what might be” – Locate themes that appear in the stories and create shared images of the future

Design – Creating “What can be” – find innovative ways to create that future

Destiny/Delivery – “What will be” – Sustain the change

The AI 5-D Organizational Change Process

Definition:Decide What to Learn

About

Discovery: Opportunity Context

Positive Core

Dream: Envisioning what might be; shared

images for a preferred future

Design: Finding innovative ways to create that

future; Breakthrough propositions

Delivery: Sustaining the

Change

Topic(What you Want

More of)

Common AI Project Approach to Organizational Change

• Choose the topic: combine themes from generic interviews with research questions.

• Agree on desired outcomes• Agree on how to get there• Develop draft interview protocol • Practice interviews; develop interview guidelines• Conduct the interviews.• Plan for collecting & “analyzing” the data• Create Possibility Statements/Provocative

Propositions• Plan for how the process will drive organizational

change.• Implement the plan.

Emphasis on Strengths – Positive Core vs Deficits

Approaches to Managing Change in Organizations (and often individuals)

Problem Solving Identify Problem Conduct Root Cause

Analysis Brainstorm Solutions &

Analyze Develop Action Plans Metaphor:

Organizations are problems to be solved.

Appreciative Inquiry Appreciate “What is” (What

gives life?) Imagine “What Might Be” Determine “What Should Be” Create “What Will Be” Metaphor: Organizations

are solutions to be embraced.

Core Belief of Appreciative Coaching – Evolved out of AI Change Model

Individuals are mysteries to be appreciated.

Clients are not problems or deficient in some way & our job is not “fix” them.

Our role is to partner with clients in a positive, generative approach in which they are agents of their own change.

Our clients will have problems to solve but they as individuals are not themselves problems.

Appreciative Coaching Model

Approach and Sample Appreciative Questions


Barbara Sloan




Competencies


Dreams




Ins

Topic(What you Want

More of)

AI 5-E/5D Coaching ModelExpanded by Geri England, Derived from David Cooperrider’s AI 4-D Change Management Process

Engagement (Definition):Enrollment, Contracting,

Desired Outcomes, Relationship

Exploration (Discovery): System Context & Client

Values, Strengths, Competencies, Passions

Envisioning (Dream): Experiential,

emotional, grounding in shared images of

ideal future, metaphors

Expansion (Design): Eliciting Innovative Approaches & Steps

toward the best potential, Actions, System Support

Execution & Evolution (Delivery): Forwarding the action,

Agreements,Fostering

Commitment & Impact, Sustaining

the Change

Affirmative Topic(What you Want More

of)

Coaching Demo/Practice

Application Debrief

The Art of the Question

Problem Focus What’s the biggest

problem here? What’s the root cause of

the issue? Why do you blow it so

often? Why do we still have those

problems?

Possibility/Strength Focus What possibilities exist that

we have not yet considered?

What’s the smallest change that could make the biggest impact?

What solutions would create a win?

What inspires you? What makes this situation inspiring, energizing, and mobilizing?

Engagement/Definition Phase: Contracting with Client/Defining Topic Focus, Expectations and Outcomes of Coaching with Client & Initial DiscoveryThis initial phase consists

of several elements: Enrolling the client and

organization Negotiating the contract

and agreements Establishing the

relationship Setting the stage –

selecting the topic Forming a picture/image of

success & expressing a dream

Setting goals and outcomes for coaching

Define/Discover

Engagement (Definition):Enrollment, Contracting, Desired Outcomes, Relationship

Exploration (Discovery): System Context & Client Values, Strengths, Competencies, Passions

Engagement: Establishing the Relationship

Getting acquainted – Client In-take Form Background & experience Support resources Self-description Future potential Preferred ways of working

Clarifying the desired outcomes Ask what client hopes situation will be like at end. Focus on what client wants. Help see ability to create the change with coach support. Create positive affect or feeling about vision possibility. Help to see self differently in that future vision.

Engagement/Definition: Setting the Stage – Defining the Overall Topic for Coaching

Clarify the topic for coaching – topic being a neutral term. Sometimes use of the word goal at this point can lead

clients to present their issues, concerns or challenges. Avoid starting with a negative premise. Reframe the client’s initial desire to “correct deficiencies”

into a more positive or neutral topic of “what do I want to do or be more of to create what I want”.

Sample Questions: What topic would you like to focus on to begin the

coaching? What are times that you are at your best? Who do you admire for their skills and abilities? What are one or two things you’d like to do more of to

create or be what you want?

Engagement/Definition: Forming a Picture of Success through Expressing a Dream

Encourage clients to communicate a clear picture of success for their coaching topic. Ask clients to imagine a picture of successful realization

of their dream or vision & get them to describe it in detail.

Focus on: What they are doing. What they are feeling about the success. How they will be regarded by others.

Picturing Success - Sample Questions

When you are faced with a challenging situation in this area, what does taking decisive action look like?

What are you doing as…or in this situation?

What does it feel like when you are confident in handling…?

What do you need so as to feel on top of your game as…or in this situation?

How do others feel being part of what you have created?

What do other most appreciate about…?

What would being “well regarded by others” mean to you?

What support do you give others in these situations?

How do you envision yourself as…?

What successes do you see yourself celebrating as…?

What would be a breakthrough for you? How would you know? What would have to happen? Who would be involved? What is your part/role/contribution?

If you were very satisfied with your performance, had achieved your potential, and accomplished what you want, what would that look like?

What vision do you have for yourself in the next few years?

What legacy would you like to leave behind?

Engagement/Definition: Goal Setting - in Appreciative Coaching

Goals identify specific ends for coaching & reflect language similar to planning or problem-solving approaches. Goals here serve to keep the purpose of coaching in sharp

focus & set expectations for successful conclusion of the coaching.

Sample Questions: Imagine this coaching produces great results. What would

it have achieved? What are your goals for coaching? What would be an outstanding outcome of this coaching? What goals would you like to set that will help you realize

your vision or picture of success? What would you like to accomplish in the next 30, 60, 90

days and 12 months?

Exploration/Discovery Process Coach Focus

Establishing a positive connection between the coach & client Leading the client to a more empowering perspective Affirming the sense of the possible Cultivating & supporting the client’s belief in a positive future

Coaching Sequence Coach asks client to describe a positive experience. Client reflects on the positive aspects of the experience. Client & coach identify similarities across several positive

experiences. Client applies learnings to the topic of coaching.

Coaching Tools Questions Pivoting Observation Experimentation Role Models

Exploration (Discovery): System Context & Client Values, Strengths, Competencies, Passions

Initial Coaching Sessions

First Session1. Begin setting the appreciative context via the coach’s

use of appreciative language & inquiry.2. Review the information from the Client Information

Form with the client.

3. Begin the Discovery Stage by asking the four core appreciative questions that identify and clarify the client’s neutral or positive topic for the coaching contract.

4 Core Questions: Exploration/Discovery Process

1. What gives life to you now? (enjoyment, appreciation, fulfillment)

2. Describe a high point or peak experience in your life or work up to now. What do you see as your key strengths in this situation? What unique contributions did/do you make in this situation? What are you especially proud of? (strengths and competencies)

3. Without being humble, what do you value most about yourself as a human being, friend, co-worker, citizen, parent, spouse, sibling and other significant roles you have? What are your core values – the ones you couldn’t live without or wouldn’t be the same person without? (values)

4. What are one or two things you want more in your life? (wishes)

Initial Coaching Sessions

Second Session:1. Continue the Discovery Stage to build on the client’s

positive self-regard in relation to the topic.2. Further refine the topic and client’s description of

success.3. Establish goals to support the vision of success

Exploration/Discovery - Sample Questions

Let’s review where we are. What is the topic for our coaching conversations?

If you need to expand on the original topic, reconnect or refine it, try this: Tell me about a time when you were operating on all “cylinders” at work or in your life. You were at the top of your game – a high point in your work or life. What were you doing? What were others doing? What skills and competencies did you exhibit?

Competencies: Identify some competencies and ask the client to describe peak experiences/stories to illustrate each competency area.

You may ask for several success stories to identify patterns and draw out the topic or client strengths. This can provide more clarity and empower the client.

What about this topic stimulates or excites you?

Describe a time when you might have experienced elements of this topic in a different context, but in a positive way.

If the future could be any way you wanted it to be, how would you state this topic in the positive?

If, while you slept, a miracle occurred & your concern is gone. When you wake up in the am, what will be different that you let you know that the miracle occurred? What else?


Application Debrief

Check-In on Final Assignment

Identified a client? Identified one of client’s associates to interview? Complete the initial coaching session with the

coaching client by the Class 4. Be prepared to discuss your experience. Complete AI interview with the client’s colleague

(and optional colleague) by Class 5. Complete the second coaching session & turn in

your summary form by Class 6. Practice with coaching buddies.

Week Three

Appreciative Coaching Model

(continued)

Agenda – Week 3

Review of Previous Topics – Questions Appreciative Coaching Model (continued) Coaching Demos & Debrief Assignment for Week 4: Conduct first coaching

session with your client.


Application Debrief

AI 5-E/5-D Coaching ModelExpanded by Geri England, Derived from David Cooperrider’s AI 4-D Change Management Process













the Change


of)

Envisioning/Dream Phase: Articulating Potential

In Appreciative Coaching, creating a dream is a deliberate process.

Process of creating images of one’s potential

Connection between positive image & positive action – heliotropic tendency

Positive Affect - plays key role in dreaming

Generative Metaphors – deliberately foster formation of new impressions & judgments

Envision/Dream




Envisioning/Dream Process Coach Focus

Encouraging the client to create images of possibilities Inviting the client to give voice to his/her preferred

future, i.e., bring into coherent form Affirming the client’s dream

Coach Sequence Client acknowledges his/her aspirations & strengths. Client & coach anticipate her/his dream. Client declares her/his dream.

Coaching Tools Questions Expression of dreams

Writing Metaphors Drawings Symbols




Questions: Envisioning/Dream Phase – Imagining the Possibilities for a Positive Future

Jump into the future (1year, 5 years, 10 years…). What do you see? What are you doing? Who are you with? Where are you living? What are you excited about?

If you could have 3 wishes, what would they be?

Thinking of times you were most happy, what about these times would you want to carry into the future?

What are you being drawn toward?

What is the world calling you to be? What work are you called to do?

What are the most enlivening and exciting possibilities for you?

What do you notice about yourself when you dream of your future?

If you could communicate with yourself in the future, what questions would you want to ask yourself?

What is the inspiration for your life? What would you like others to

ask of you? What would your mentor (mom,

best friend, grandmother, fairy godmother) wish for you in your future?

What wish would you have for yourself in developing this… (quality, competency focus, situation) to a higher level?

What are the most compelling words, symbols, pictures, images that capture you and your essence?

What metaphors, pictures, songs, etc. would best highlight the elements of your most desired future?

What work/life themes from your stories from the past would you prefer to bring forward into your future?

Expansion/Design Phase: Directing Attention & Action

In Appreciative Coaching design is about:

Helping clients direct their attention and take action so that they become the designers of the future they most desire.

Providing a foundation and structure for clients to proactively attain their dreams.

Expand/Design

Expansion (Design): Eliciting Innovative

Approaches & Steps toward the best

potential, Actions, System Support

Expansion/Design Process Coach Focus

Assisting the client in bringing the dream into focus. Identifying priorities Defining success

Affirming the reality of the dream. Supporting mindful choices and actions.

Enjoying the moment Engaging supporters

Coach Sequencing Client focuses on compelling priorities. Client reflects on ways in which he/she

is already living the dream. Clients takes action to incorporate elements

of the dream into his/her daily life. Coaching Tools

Questions Themes Experimentation for a new outcome Being with Supporters Checklists for forming new habits

Expansion (Design): Eliciting Innovative

Approaches & Steps toward the best

potential, Actions, System Support

Expansion/Design Phase - Sample Questions

Thinking about your dream, what would make it come alive for you?

What in your dream really calls to you, makes you yearn for its fulfillment?

When you think about your dream, what brings you joy & excitement? What makes you laugh?

Who would be your fellow travelers? Who are people you trust & value who have supported you in the past and will again?

What is your purpose in this organization, job, life? What values do want to honor and what commitments are you willing to make to create your dream/future?

As you think about yourself overall – talents, competencies, strengths – how could you build on your best to benefit the team and the organization?

What have you already started putting into place? Where is your attention going now as you think about the things you want to do?

What strengths and opportunities can you leverage now to move forward?

If you were to experiment with one aspect of your dream, what kinds of things can you see yourself trying? How serious is this experiment? How could you make it less serious? More playful?

If you were to act as if your dream were reality now, what fun would you be having? How could that truly be happening now in the near future?

What makes you feel proud and capable today?

What are you willing to commit to now?

What has worked in the past that you can apply now?

What resources do you need to support you?

What specific support will you ask for?

What infrastructure resources will you request?

What mentors can you choose to guide & support you?

Executing/Evolving/Delivery Phase: Being and Becoming

In Appreciative Coaching the purpose of the Destiny/ Delivery stage is:

To internalize and live the reality of clients’ dreams

To enable brilliance and the realization of dreams

Not about endings or beginnings

Living one’s life fully & well

Execute/Evolve/Deliver

Execution & Evolution (Delivery): Forwarding

the action, Agreements,Fostering Commitment & Impact, Sustaining

the Change

Executing/Evolving/Delivery Process Coach Focus

Helping the client recognize his/her dream in the present. Enabling the client to expand his/her capacity to create the

dream. Supporting the client in holding faith when the going gets tough. Holding the client accountable to his/her commitments. Helping the client make course adjustments and modify the

actions needed to make the dream a reality. Saying goodbye when coaching comes to a close

Coach Sequencing Client & coach identify & celebrate the dream in the present. Client & coach focus on ways to act, expand capabilities, &

persevere in realizing the dream. Coach helps prepare the client to move on.

Coaching Tools Questions Perseverance Celebration

Execution & Evolution (Delivery): Forwarding

the action, Agreements,Fostering Commitment & Impact, Sustaining

the Change

Execution/Evolution/Delivery Process – Sustaining the Change, Monitoring Client Progress Client meets with coach to discuss how things are

progressing

Client meets periodically with other stakeholders to receive feedback.

Client and coach look at what is working and how can it be even better.

Coach and/or client conduct additional inquiries to learn about successes.

Expansion/Delivery Phase - Sample Questions

How are you already living your dreams?

Reflect on where we began and where you are today. What’s the same or different?

What makes you proud? What do you want to see

or do more of to get closer to your dreams?

What still needs conscious attention to be sure that it becomes a natural part of your day?

What commitments do you make to yourself?

What has been the most important thing you have learned about yourself?

How will you continue to care for yourself & receive support for your continued efforts?

Who has supported you in your journey & deserves your gratitude or recognition?

How will you continue to foster your own development?

What compels you now? What remains for us to

discuss?

Appreciative Coaching Assignment Progress Check-In

Complete the first coaching session with the client applying the Appreciative Coaching Model & be prepared to discuss your experience.

Submit summary of session on Blackboard. Read Collaborating for Change – Appreciative

Inquiry by Class 4. Read Chapters 1–4 in Appreciative Coaching by

Class 5. Practice with coaching buddies.

Week Four

Appreciative Coaching Experience

Organizational Contracting

& Interviewing

Agenda – Week 4

Discuss Appreciative Coaching experiences – initial session with client.

Review last week’s topics – Questions Contracting with the organization for Appreciative

Coaching Interviewing client’s colleagues Coaching Demo/Practice & Discussion Assignment for Week 5

Discuss Assignment

Describe your experience conducting first Coaching session with your client.

Observations and learnings














the Change


of)

Engagement/Definition Phase: Contracting with Organization, Expectations and Outcomes of Coaching with Client & Initial DiscoveryThis initial phase consists of

several elements: Engaging the organization Negotiating the contract and

agreements Establishing the relationship Setting the stage – role

expectations for the coach, client & the organization

Forming a picture/image of success

Setting goals and outcomes for coaching

With client and organization, identify colleagues or stakeholders who will be involved in the process

Engage/Define



Engagement/Definition Phase: Identifying the Desired Outcomes

With manager or leadership ask: Imagine this coaching produces great results. What would it

have achieved? If you were very satisfied with employee’s performance and

growth, what would you expect to see? What would be a breakthrough for this employee? How

would you know? What would have to happen? Who would be involved? What is your role in this employee’s success? What will you do? What resources will you provide?

What would be an outstanding outcome of this coaching?

Exploration/Discovery Phase: Locating Values, Traits, Strengths

Interviews with others - ask: What do you perceive as the client’s positive traits, skills,

knowledge and abilities that he/she should leverage and maximize?

What uniqueness does the client bring to this organization? What about the client makes you proud? What are the client’s key strengths?



Exploration/Discovery Phase: Uncovering Strengths and Competencies

Interviews with others - ask: Describe a time when the client was outstanding at work –

when things could not have been any better. What was the client doing? What were others doing? What skills and competencies did the client exhibit?

Competencies: Identify some of the client’s competencies and ask the interviewee to describe peak experiences/ stories to illustrate the client’s competency areas.

Envisioning/Dream Phase: Creating Possibilities for a Positive Future - Others

Interviews with others - ask: What wish would you have for the client in developing

(competency area of focus) to a greater extent? What 3 wishes do you have for the client at this point in

time and place to fulfill his/her highest potential? Is there anything else you think would be helpful for us to

know as we work with him/her to reach a higher level of skill or performance?




Expansion/Design Phase: IntegratingDiscovery Elements & Creating Initial Plan

Interviews with others - ask: As you think about the client overall – talents,

competencies, strengths, - how do you think the client could build on his/her best successes/qualities to benefit the team and the organization?

What commitments to you think that the client can or needs to make for the future?

What are some positive steps he/she can take? What can the client build on in the current situation? What tools can he/she use to help create the envisioned

future? Who and what can be resources for the client? Who are possible mentors for the client? How can you support the client?



Execution/Delivery Phase: Sustaining the Change, Monitoring Progress – Client and Others

Client meets with coach to discuss how things are progressing

Client meets with other stakeholders to receive feedback and makes appropriate adjustments.

Coach and/or client conduct additional inquiries to learn about successes.

Coach engages in a dialogue with leadership regarding coaching progress and outcomes based on initial reporting agreements (confidentiality honored)




the Change


Application Debrief

Assignments

Read Chapters 1-4 in Appreciative Coaching by Class 5.

Complete AI Interviews with Client’s colleague (and optional colleague) by Class 5 and submit summary sheets to Blackboard.

Week Five

AI & Appreciative Coaching Theory,

Origins & Core Processes

Agenda – Week 5

Discuss AI Interviews with the Client’s colleagues. Research and Origins of Appreciative Inquiry and

Appreciative Coaching Operating Assumptions Assignment: Coaching Session Two with Client

Due by Class 6

Appreciative Inquiry Interviews with Client Colleagues

Observations Discussion Insights/Learnings

Underlying Research for Appreciative Coaching

New physical & social sciences Appreciative Inquiry Organizational Change

Theories & Practices Positive Psychology Solution-Focused Brief Therapy Neuroscience

New vs. Old Paradigms

Early 20th Century Objective, predictable,

controllable universe Incremental, linear, &

predictable change Simple cause & effect

Newtonian Physics, Reductionist and Dichotomous Thinking

Late 20th & 21st Century Complexity, subjectivity, Interconnectedness,

collaboration Collective use of language

to create social reality

Quantum Physics, Chaos Theory, Complexity Theory, Self-Organizing Systems

Origins of Appreciative Inquiry

AI concept developed by David Cooperrider in 1980s at Case Western U. through work with the Cleveland Clinic

Early contributors – Suresh Srivastva, Ken Gergen, Frank Barrett, NTL, Tojo Joseph Tjatcjemlery, Diana Whitney, Jane Magruder Watkins, Barnard Mohr, Peter Sorensen, Cathy Royal

Applications: The Roundtable Project (large-scale change at Canadian accounting firm), Appreciative Research Carnival (US Institute of Cultural Affairs future planning), Hotel Mgt team (conflict resolution), USAID (Global Excellence in Management Initiative), Imagine Chicago (major community development effort), The Avon Project (Cross-gender relationships), South Carolina (AI & Diversity Citizen’s Summit), United Religions Initiative, GTE (large-scale culture change), Dalai Lama (cooperation & peace initiative with religious leaders)

Appreciative Inquiry Is:

An approach to organizational analysis and learning that is intended for discovering, understanding, and fostering innovation.

“a form of organizational study that selectively seeks to locate, highlight and illuminate what are referred to as the ‘life-giving’ forces of the organization’s existence, its positive core.”

Four Propositions Underlying AI Practice

1. Inquiry should begin with appreciation.2. Inquiry into what is possible should yield

information that can be used, applied, and validated in action.

3. Knowledge that appreciates “what is” becomes provocative and can stir organization members to action.

4. Inquiry into human potential should be collaborative, assuming an immutable relationship between the process of inquiry and its content.

Operating Assumptions in AI for Organizational Change

In every society, organization, group, or individual, something works.

What we focus on becomes our reality.

Reality is created in the moment, and there are multiple realities.

The act of asking questions of an organization, group, or individual influences the group or individual in some way.

Operating Assumptions in AI (continued)

People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known).

If we carry parts of the past forward, these should be what is best about the past.

It is important to value differences.

The language we use creates our reality.

Appreciative Coaching

Like AI, Appreciative Coaching is:

Both a theory and practice of change from a holistic framework

Its primary focus is on individuals.

Like AI, it holds the same core set of assumptions

Human systems & individuals will move toward the images that reside in their most positive cores – their values, visions, achievements, and best practices when the focus is placed there.

Thoughts and language are critical factors in the process.

Sources of Human Motivation, Behavior & Focus

Historical Reality Learned Innate Experiences Family Habits Education Genetics

Current Reality Rewards Conditions Feelings Environment Current Values

Anticipatory Reality Goals Beliefs Expectations Hopes Dreams

Theoretical Base for Appreciative Inquiry

Social ConstructionismWe socially construct our reality.

The Power of Image There is a relationship between our images and our behavior.

Evidence

When organizations or groups capture positive imagery internally and make it visible, it starts to drive change in an individualistic, self-directed way. It creates a sense of focus.

Our image of thefuture drives our

ACTION!

Placebo EffectHelp someone construct an

image of how something mighthappen, and it drives behavior

which creates a change in that direction

Pygmalion EffectChange a teacher’s image of a

student, and their behavior changestoward the student, improving

student performance

SociologyThe study of problems creates an increase in number & severity of

problems. But opposite also occurs.

SportsVivid visualization of one’s performance guides physical performance. Speed of learning when only correct images are

reviewed.

Internal ConversationsStudies of pre and post operativepatients. Difference in recoverybetween positive and negative

imagery.

Positive Image Positive Action

Placebo Effect

Pygmalion Effect

Affirmative Capability

Positive Images

Inner Dialogue I did great!I stunk!

The Idea of Positive Change

• Definition: Any form of organization change, re-design, or planning that begins with comprehensive analysis of an organization’s “positive core” and then links this knowledge to the heart of any strategic change agenda.

• Because human systems move toward what they persistently ask questions about, positive change involves the deliberate discovery of everything that gives a system “life” when it is most effective in economic and human terms.

• Link the positive core directly to any strategic agenda, and changes never thought possible are more rapidly mobilized while simultaneously building enthusiasm, corporate confidence, and human energy.

AI Processes & Techniques

Applying a self-discovery model Using positive language Asking powerful appreciative questions Bringing positive past experiences to present &

future circumstances Focusing on the positive core and positive

expectations

Positive Methods – Emerging Paradigm

Appreciative Inquiry (AI) - Cooperrider Positive Psychology

Seligman – Learned Optimism & Authentic Happiness Csikszentmihalyi – Flow & Happiness Studies New view of humans as masters of their own lives; focus on

helping people amplify strengths vs. repair weaknesses Gallup Research & Buckingham & Coffman (Now Discover Your

Strengths) posit that people perform better & are happier at work when they use primarily their strengths

Solution-Focused Brief Therapy (SFBT) Berg & Shazer Language shapes the perceptions of reality Small changes make big differences Clients achieve a solution by changing their behavior or their

interpretations of behavior and the situation Therapist compliments the clients on what he/she is already

doing well

Three Key SFBT Techniques

1. Asking questions to elicit exceptions to problems to help clients shift the focus from the problem to possible remedies and solutions

2. The miracle question: “Suppose that tonight, while asleep, a miracle happens & the problem is resolved overnight, what would you be doing the day afterwards?

3. Use of scaling questions: On a scale of 1 to 10 where 1 represents how badly you felt when… and 10 represents how you will feel when you no longer need to see me, where are you today?

Positive Methods – Emerging Paradigm

NeuroSciences – Study of the Brain

Summary: Appreciative Coaching

Based on the work of David Cooperrider and colleagues

Emphasizes that individuals, executives and organizations do not need to “be fixed.”

Focuses on accessing existing strengths and distinctive competencies

Reaffirms and encourages a person’s qualities/traits to promote positive change and move the individual or organization forward.

Applies 4 core discovery questions within a 4 to 5 phase model that empower individuals to look at the best of themselves and their organizations and leverage this to create a positive future.

Assignments

Complete the second coaching session with the client and submit the summary sheet by Class 6.

Week Six

Appreciative Coaching Experiences

Core PrinciplesAlternative Models

Applications

Agenda – Week 6

Review/Discuss Appreciative Coaching Session Two with Client including Feedback from Colleagues

Five Core Principles AI Organizational Change Models Appreciative Coaching Models Appreciative Coaching Applications Reflections Completion

Appreciative Coaching – Second Client Session

Observations Discussion Learnings

Five Core Principles of AI & Appreciative Coaching

Constructionist Principle – humans construct their reality through conversations; words create worlds

Positive Principle – positive approach to learning is more generative & effective than negative approaches that focus on what’s missing

Simultaneity Principle – Inquiry is change; the first question we ask is fateful

Poetic Principle (Openness) – Organizations and individuals are more like stories than machines

Anticipatory Principle – behavior & decisions about actions are based on what we anticipate as well as what we were born with or learned

Constructionist Principle – Construct Reality Via Conversations & Stories

Concept: Clients’ language & metaphors create their reality.

Assumptions: What people focus on becomes their reality. Language used creates their reality. In each person, something works. Self-awareness & destiny are interwoven.

Coach Approach: Inquire into clients’ talents, past & present successes & unmet

desires. Listen for words, phrases, or metaphors that will guide clients

toward the reality they seek. Create a clear image of their key attributes that they want to keep

& build on. Gently move clients from problem-solving language to discovery &

appreciative language. Encourage clients to take personal responsibility for what they

know & how they know it.

Appreciative Language

Describe your three greatest accomplishments to date. What made these accomplishments stand out for you? What have you incorporated into your current actions

from your past accomplishments? How could you use what you’ve learned from these

accomplishments to assist you in making future changes?

List five adjectives that describe you at your best. What situations tend to bring out your best? What are you learning and accepting about yourself at

present? How do you talk about yourself about…? How do you talk about others about…? What gives you that spark of life? I wonder if you thought about…?

Positive Principle – Belief that Positive Approach is More Productive in Learning & Change

Concept: When people are in a positive mode, they act more effectively in their lives.

Assumptions: Emotions can be contagious, especially in organizations. Positive emotions are antidotes & can even undo effects of

negative emotions. Joy, interest, contentment & love can be transformational by

contributing to the expansion of people’s ways of thinking & acting.

Positive emotions expand the repertoire (resources) of human capabilities physically, intellectually, and socially.

Coach Approach: Use positive language. As coach stay in a positive frame of mind to connect with

your own positive emotions. Affirm and appreciate clients. Nurture clients’ expression of positive emotion. Help clients enhance their reflected best-self portrait. Build positive virtuous (self-reinforcing) cycles.


I like to hear that word – it excites you. What are the times you feel at you best? So you’re feeling good about this… I love how you’re already putting form &

substance to this. That’s very exciting. You’re very talented. I see something in you today that I haven’t seen

before. Here is where you will shine.

Principle of Simultaneity – Inquiry Creates Change

Concept: Inquiry and change happen at the same time; the power of the present affects personal change

Assumptions: Each conversation has impact on the client. The seeds of change (how people, think, talk, discover and

imagine the future) are sown in the first question asked. Practitioners set the stage for what their clients focus on and find

Coach Approach: Begin the coaching relationship with appreciative questions

(these powerfully remind clients of their strengths & successes). Realize the power of questions & be thoughtful in forming those

questions. Ask questions that prompt new thinking & answers (present, past

& future). Ask questions that help clients reframe their past from their

perspective in the present.


Problem-Solving Q’s Tell me what the problem is. Tell me what’s wrong. What are you worried about? What do you need help with? What’s bothering you? What’s working? What’s not

working? What are you going to do

about…? How are you doing to fix this? Tell me what you want to do

next. What do you think caused this

to happen? What’s your solution? What’s your plan

Appreciative Q’s What gives you energy? What do you most value about

yourself? What do you want more of? What worked well for you

before? What’s working well now? What first attracted you to? What did you do to contribute? How does it look when you…? How will you know? What’s been your experience

with that? How do you want to keep

moving forward for yourself? What are you doing each day

that’s living your dream?\ How will you create what you

want?

Poetic Principle – Story Telling Creates Meaning

Concept: Invites clients to view themselves, not as problems to be solved, but as an open book of possibilities.

Assumptions: Clients are not limited to predictive cause-effect explanations. Recognizes the power of stories & metaphors to capture human

potential. Recollections of stories at their best can be a powerful incentive

to overcome current challenges. Frees clients from limited ways of seeing themselves. Clients live in systems of mutual interaction & the future cannot

be predicted with certainty.

Coach Approach: Give clients the freedom and permission to see themselves in a

holistic way, not limited by past actions. Help clients connect with their “inner flow” with a full range of

human expression & autonomy. Listen for moments of creativity & discovery. Help clients experiment with new interpretations of their

experiences.

Appreciative Language Let go of a way of life you’ve had. You sound very congruent. Imagine all your possibilities. Where have you been successful? What does that mean for you? A wonderful blessing. A connection between… Exploring what you are capable of. What a great insight! You are more of yourself now. What will help you tap into your passion? Now you can move on. So some space is opening now with new

possibilities.

Anticipatory Principle – Images of the Future Concept: Relates to clients’ creating a clear positive image

of the future for themselves, one that expresses their desires & possibilities; it is this future image that will guide client’s current actions & behavior.

Assumptions: Whatever clients focus on is what they will most likely create; There is a strong relationship between images of the future and

thinking (expectations) in shaping the future reality; Positive images & positive thinking create a positive future;

Coach Approach: Solicit and listen for phrases clients use to paint images of, &

express longings for, their desired future Engage clients in drawing forth & shaping their dreams of the

future and remind them of the crucial link between future images & current actions


How does that feel as you anticipate…? What about that excites you? What images do you have of…? Who are your role models for…? What are some of the ways you’d like to

challenge yourself with…? What could you imagine yourself doing? So would that be something of interest for you in

the future? What’s a small step that could take you in the

direction of doing more of what you want? That’s an excellent step to get you where you

want to go. What would like that to look like?

Appreciative Coaching Core Principles Summary

Positive change in the organization and the individual is created through language which focuses on the life-giving forces and positive experiences of the past.

These positive energies, resources, and qualities are brought forward and enhanced to create a better future.

Thus, the future is grounded in the past, providing continuity and opportunity for more likely sustaining the change.

Multiple Models

Usefulness of Models - What, Why, How?

Organizational Change Models AI 4-D Organizational Change Model 4-I Organizational Change Model Action Research Model for Change

AI Coaching Models Appreciative Coaching 4-D Model Appreciative Coaching 5-D Model Appreciative Coaching 5E Model

AI Organizational Change Models

Appreciative Inquiry “4-D” Organizational Change Cycle - Cooperrider

DiscoveryAppreciate “What is”

DiscoveryAppreciate “What is”

Dream Imagine

“What might be”

Dream Imagine

“What might be”

Design Determine

“What should be”

Design Determine

“What should be”

DeliveryCreate

“What will be

DeliveryCreate

“What will be

AFFIRMATIVE

TOPIC CHOICE

The Mohr/Jacobsgaard Four-I Model of Change

InitiateChoose Positive Topic of Inquiry

InitiateChoose Positive Topic of Inquiry

ImagineCreate Shared

Images ofThe Future

ImagineCreate Shared

Images ofThe Future

InnovateFind InnovativeWays to Create

That Future

InnovateFind InnovativeWays to Create

That Future

AFFIRMATIVE

TOPIC CHOICE

Inquireinto Stories of

Life-Giving ForcesSelect Themes, Topics

Of Further Inquiry

Action Research Model of Organizational Change

AppreciatingValuing the Best

of What is

AppreciatingValuing the Best

of What is

Envisioning What might beEnvisioning

What might be

Dialoguing

What should be

Dialoguing

What should be

InnovatingWhat will beInnovating

What will beAFFIRMATIVE

TOPIC CHOICE

Approaches to Managing Change in Organizations

Problem Solving Identify Problem Conduct Root Cause

Analysis Brainstorm Solutions &

Analyze Develop Action Plans Metaphor:

Organizations are problems to be solved.

Appreciative Inquiry Appreciate “What is”

(What gives life?) Imagine “What Might Be” Determine “What Should

Be” Create “What Will Be” Metaphor:

Organizations are solutions to be embraced.

Organizational Architecture

Key Processes

Key Players

Theme or Life-Giving Force

Appreciative Coaching Models

A Model of Appreciative Approach to CoachingAdapted from Cooperrider’s 4-D Change Model by Sara Orem

DiscoveryNatural Skills

DiscoveryNatural Skills

Dream Ability to Create

Our Future

Dream Ability to Create

Our Future

DesignResults

Create ideal future

DesignResults

Create ideal future

DeliveryPositive Energy

High Performance

DeliveryPositive Energy

High Performance

AFFIRMATIVE

TOPIC CHOICE


Barbara Sloan




Competencies


Dreams




Ins

Topic(What you Want

More of)














the Change


of)

Distinctions - Traditional Coaching vs Coaching with AI

Traditional Coaching Client individually

responsible for performance

Coaching is a private process

Facilitative Coach often seen as

expert Traditional problem-

solving orientation

Appreciative Coaching Client is responsible

and is also affected by others and the organization

Coaching is a more open process (often including others’ observations)

Collaborative and growing relationship with coach and others

Possibility focused

Application Areas

Leadership & Management Development

Work Process Redesign Team Development Organization Culture Change Employee Development HR Practices: Staffing,

Orientation, Performance Management

Communications In-take Interviews 360 Feedback and

Coaching

Collaborative alliances & joint ventures

Community & customer relations

Diversity initiatives Strategic Planning Focus Groups Benchmarking Surveys Evaluation to Valuation Transitions Career Development Group Coaching

Why Appreciative Coaching Works

Does not focus on changing people The message is not about what they have done wrong or must stop.

Invites people to engage in building the kinds of lives, organizations and communities that they want to live in.

Helps each person see the need for change, explore new possibilities, and develop solutions.

Assumptions conversation dominant images individual acts at both conscious and unconscious levels create positive change and desired future

Reflections

What are your take-aways from this course?

How has learning about Appreciative Inquiry and Appreciative Coaching influenced you and your approach to coaching?

What key idea, principle or practice intrigues you such that you might apply it in your coaching or organizational life?

AI References

Appreciative Inquiry: Change at the Speed of Imagination, by Jane Magruder Watkins and Berhard J. Mohr, 2001

Appreciative Inquiry: A Constructive Approach to Organization Development and Social Change, 2001 Cape Cod Institute Workshop by David Cooperrider and Marge Schiller

Appeciative Inquiry Handbook, David Cooperrider, Diana Whitney, and Jacqueline Stavros, Editors,2004.

“Appreciative Inquiry: Igniting Transformative Action,” by Bernard Mohr. From The Systems Thinker, Volume 12, #1, 2001, at www.pegasuscommunications.com.

Appreciative Inquiry: Rethinking Human Organization Toward a Positive Theory of Change by David Cooperrider, Peter Sorensen, et. al, 1999

Collaborating for Change: Appreciative Inquiry by David Cooperrider and Diana Whitney, Berrett-Koehler Publishers, 2000.

AI References (cont.) Encyclopedia of Positive Questions Using Appreciative Inquiry to

Bring Out the Best in Your Organization by Diana Whitney, David Cooperrider, et. al, 2001

“A Revolution in Change”, 1995-1998 Presentations to GTE by David Cooperrider

Lessons from the Field: Applying Appreciative Inquiry, edited by Sue Hammond & Cathy Royal, 1998

“What is Appreciative Inquiry” by Joe Hall & Sue Hammond, www.thinbook.com

Other Resources: AI Listserve at [email protected] AI Commons website at http://appreciativeinquiry.cwru.edu/ AI Consulting Organization: A global network if AI practitioners

at www.aiconsulting.org

Coaching References

Appreciative Coaching A Positive Process for Change, by Sara L. Orem, Jacqueline Binkert and Ann L. Clancy.

A Simpler Way by Margaret Wheatley, 1998 Authentic Happiness: Using the New Positive Psychology to

Realize Your Potential for Lasting Fulfillment by Martin Seligman, 2004

Coaching, Counseling & Mentoring by Florence Stone, 1998 Coaching Evoking Excellence in Others by James Flaherty, 2005 Coaching for Leadership by Marshall Goldsmith, Laurence Lyons, &

Alyssa Freas, 2005 Coaching for Performance: Growing People, Performance and

Purpose by John Whitmore, 2002 Co-Active Coaching by Laura Whitworth, Henry Kimsey-House &

Phil Sandahl, 1998 Executive Coaching with Backbone and Heart by Mary Beth

O’Neill, 2000 Flow: The Psychology of Optimal Experience by Mihaly

Csikszentmihalyi, 2006

Coaching References (cont.) Happy for No Reason by Marci Shimoff and Carol Kline, 2008. “Introduction to AI in Coaching” at the Second Annual Conference

on Appreciative Inquiry: Creating Organizations for Business & Society, by Barbara Sloan, Irene Bugge & Trudy Canine, 2004

Leadership and the New Science: Discovering Order in a Chaotic World, by Margaret Wheatley, 2001

Learned Optimism: How to Change Your Mind and Your Life by Martin E. Seligman, 2006

Now Discover Your Strengths by Marcus Buckingham and Donald O. Clifton, 2001

“Coaching from an Appreciative Perspective”, 2004 Proceedings of the Second ICF Coaching Research Symposium, by Sara Orem

Positive Psychology in Practice by P. Alex Linley and Stephen Joseph, 2004

Quiet Leadership, Help People Think – Don’t Tell Them What to Do! by David Rock, 2006.

The Brain That Changes Itself by Norman Doidge, M.D., 2007 The Psychology of Executive Coaching by Bruce Peltier, 2001 Turning to One Another: Simple Conversations to Restore Hope to

the Future by Margaret Wheatley, 2002