Organisations are problems to be solved:› People spend time on

what is not working› Data collection

focuses on failure, with what has gone wrong

› Problem-centred improvement

› Deficit conversations predominate

Some side-effects of this way of working:› Morale reduces;

resignation to problem-filled environment

› Failure gets amplified, leading over time to people avoiding risk

› Learning relates to failure not continuous improvement or excellence

Appreciative Inquiry (AI) sees organisations as a miracle to be embraced and appreciated

Belief that social and organisational forms evolve towards images that are positive, affirming and life-giving

The conscious use of positive imagery as a viable option for change

AI assumes that:› In all organisations,

something works› What we focus on

becomes our reality› Asking certain types of

questions influences the organisation

› People have more confidence in the future when they carry forward what is best about the past

› It’s important to value differences

Appreciative Inquiry is the study of what works well

An appreciative but not uncritical focus It frames questions and issues in positive

terms Takes an inclusive approach, open to all

stakeholders Works with those elements in situations

that have the greatest potential for positive change

What does AI involve?› Finding what works; valuing the

best of ‘what is’› Amplifying what works; including

visioning what ‘might be’ › Having conversations about what

‘should be’› Focusing on ‘life-giving’ forces;

innovating what ‘will be’› Inspiring positive change

Sustaining the change

Co-constructingThe future

Envisioning Impact

Appreciating that which gives lifeDiscoveryDiscovery

Appreciate“What is”

DreamDreamImagine

“What might be”

DestinyDestinyCreate

“What will be”

DesignDesignDetermine

“What should be”

AffirmativeTopic

Choice

Shift from problem-focused to possibility-focused conversations

Enhanced sense of identity & fostering of shared values A climate of continued learning and inquiry Renewal of energy, hope, motivation and commitment Increased curiosity, wonder and ‘reverence’ for life and

colleagues Decrease in command and control Increased self-initiated action Improved working relationships and conflict resolution Whole-system changes in culture and language,

increased ratio of positive to negative comments, questions and stories

Find a partner Have a conversation with each other

using the following questions Take 10 minutes for the questions then

swap roles Reflect together on how the

conversation worked Feedback to the group

1. Reflecting on your experience to date, what have been the high points? Select

an example of when you felt you were making a real difference. What were the

circumstances? Why did it feel good? Who were you working with? What did you

achieve? What was special about this experience? Describe the story around your

example

2. What is it that you value most about:

Yourself, your distinctive competence / contribution

Your colleagues

Your clients/the organisation

3. What 'gives life' to your organisation - without 'it' (this core life giving factor),

the organisation would cease to perform well or even exist?

4. What are your hopes for your organisation - what might it achieve or best

represent?

5. What key success factors would indicate to you that your organisation is well

positioned to cope with the challenges of 2011?

High Performing Teams exhibited:

6:1 ratio: of positive (strength-based and opportunity) focused dialogue to negative (deficiency-focused dialogue)

2:1 ratio: of inquiry (learning focused questions) versus advocacy (closed positions) type conversation

Low Performing Teams exhibited:

1:3 ratio: one positive statement in the team for every three deficiency focused statements

1:20 ratio: one inquiry (open-learning type questions) for every twenty remarks based on advocacy

Playing to people’s strengths :› Builds engagement with work› Engagement supports good performance› Good performance enhances client satisfaction› Credibility and reputation enhanced› Competitive advantage improved

Engaged employees are:› More productive› More profitable/cost-effective› More customer focused› Safer› More likely to remain committed to the

organisation

In an average organisation the ratio of actively engaged to disengaged employees is 1.5:1

In world-class organisations the ratio of actively engaged to disengaged employees is nearly 8:1

Imagine - the impact on service and commercial outcomes of this disparity!

Gallup’s research in Australia shows 82% of employees are not actively engaged at work – costs A$42b per annum in productivity

Warwick University Business School research: “Positive emotions appear to invigorate human

beings, while negative emotions have the opposite effect” – it’s obvious isn’t it?

Research exercises showed “happier workers were 12% more productive and unhappier workers 10% less productive”

Death or illness in family in past 2 years affected performance by -10%

Productivity has often been subject to skills, education and technical interventions – this suggests “a new line of inquiry – human emotion”

So – create appreciative environments + play to peoples’ strengths = improved engagement = more productive employees = happier employees = better customer outcomes

Would you like to know more?