Reaching the Peak: Using Appreciative Inquiry to Assess and Advance Your Advising Practice Jeffrey McClellan Utah Valley State College

Reaching the Peak: Using Reaching the Peak: Using Appreciative Inquiry to Assess Appreciative Inquiry to Assess

and Advance and Advance YourYour

Advising PracticeAdvising Practice

Jeffrey McClellanJeffrey McClellan

Utah Valley State CollegeUtah Valley State College

Traditional AssessmentTraditional Assessment

Overview of the assessment process. Accessed Jan. 24, 2005 online at: http://www.bridgew.edu/AssessmentGuidebook/chapter2.cfm#steps

The Problem with Problems“Focusing on problems fosters negativity”,

which leads to:

(1) Experience of life stress

(2) Deficiency cognition;

(3) ‘Learned helplessness’

(4) The development of depression

(5) The breakdown of social bonds

(6) Decreased immune function and illness. Cooperrider, D. L. (2003). Positive image, positive action: The affirmative basis of Cooperrider, D. L. (2003). Positive image, positive action: The affirmative basis of organizing. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), organizing. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), Appreciative inquiryAppreciative inquiry: : An emerging direction for organization developmentAn emerging direction for organization development. (pp. 31-55). . (pp. 31-55). Champaign, IL: Stipes Publishing L. L. C. Champaign, IL: Stipes Publishing L. L. C.

What is Appreciative Inquiry?What is Appreciative Inquiry?• ““Appreciative Inquiry is about the Appreciative Inquiry is about the

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

Cooperrider, D. L. & Whitney, D. (2001). A positive revolution in change: Appreciative inquiry. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), Appreciative inquiry: An emerging direction for organization development. (pp. 9-30). Champaign, IL: Stipes Publishing L.L.C.

Principles of AIPrinciples of AI• The Constructionist Principle The Constructionist Principle

– ““Meaning is socially constructed” Meaning is socially constructed” • Gergen, K. J. & Gergen, M. (2004). Social Construction: Entering the Dialogue. Chagrin Gergen, K. J. & Gergen, M. (2004). Social Construction: Entering the Dialogue. Chagrin

Falls, OH: Taos Institute Publications.Falls, OH: Taos Institute Publications.

• The Principle of Simultaneity The Principle of Simultaneity – ““Inquiry and intervention are interrelated and simultaneous”Inquiry and intervention are interrelated and simultaneous”

• The Poetic Principle The Poetic Principle – Organizations are “open to multiple interpretations and Organizations are “open to multiple interpretations and

conclusions” conclusions”

• The Anticipatory Principle The Anticipatory Principle – ““An image of the future precedes the actual change” An image of the future precedes the actual change”

• The Positive PrincipleThe Positive Principle– Positive questions create positive data. Positivity creates lasting Positive questions create positive data. Positivity creates lasting

change. change.

Head, R. L. & Young, M. M. (2001) Initiating culture change in higher education through appreciative inquiry. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), Appreciative inquiry: An emerging direction for organization development. (pp. 9-30). Champaign, IL: Stipes Publishing

L.L.C

Appreciative InquiryAppreciative Inquiry

• Ap-pre’ci-ate, v., 1. valuing; the act of recognizing the best Ap-pre’ci-ate, v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to those things that give life (health, vitality, excellence) to living systems 2. to increase in value, e.g. the economy living systems 2. to increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING, PRIZING, has appreciated in value. Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING.ESTEEMING, and HONORING.

In-quire’ (kwir), v., 1. the act of exploration and discovery. In-quire’ (kwir), v., 1. the act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials 2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, and and possibilities. Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY. SYSTEMATIC EXPLORATION, STUDY.


Discover“What gives life?”

(The best of what is)Appreciating

Discover“What gives life?”

(The best of what is)Appreciating

Dream“What might be?”

(What is the world calling for)Envisioning Results

Dream“What might be?”

(What is the world calling for)Envisioning Results

Design“What should be - the ideal?”

Co-constructing

Design“What should be - the ideal?”

Co-constructing

Deliver“How to empower, learn,and adjust/improvise?”

Sustaining

Deliver“How to empower, learn,and adjust/improvise?”

Sustaining

DEFINEAffirmative

Topic Choice

The “4-D Cycle”The “4-D Cycle”


Full AI ProcessFull AI Process

• Select focus area or topic(s) of interestSelect focus area or topic(s) of interest• Conduct interviews designed to discover Conduct interviews designed to discover

strengths, passions, unique attributesstrengths, passions, unique attributes• Identify patterns, themes and/or intriguing Identify patterns, themes and/or intriguing

possibilitiespossibilities• Create bold statements of ideal possibilities Create bold statements of ideal possibilities

("Provocative Propositions")("Provocative Propositions")• Co-determine "what should be" (consensus Co-determine "what should be" (consensus

re: principles & priorities)re: principles & priorities)• Take/sustain actionTake/sustain action

James, S. (Feb. 2005). Appreciative inquiry: design and discover—A practical workshop. Available online at http://www.lakeshorepublishers.com/aiwebsite/Links/links.htm

DEFINE:DEFINE:Deficit Problems toDeficit Problems to AffirmativeAffirmative Topics Topics

Deficit IssuesDeficit Issues• Student Student

dissatisfactiondissatisfaction• Staff TurnoverStaff Turnover

Affirmative TopicsAffirmative Topics• Student satisfactionStudent satisfaction• Attracting & Keeping Attracting & Keeping

Great StaffGreat Staff

Adapted from:

James, S. (Feb. 2005). Appreciative inquiry: design and discover—A practical workshop. Available online at http://www.lakeshorepublishers.com/aiwebsite/Links/links.htm

Ask a Positive Question Ask a Positive Question • What complaints do What complaints do

students have about students have about our office?our office?

• What’s the biggest What’s the biggest problem here?problem here?

• Why do you mess up so Why do you mess up so often?often?

• Why do we still have Why do we still have those problems?those problems?

• Why does everything Why does everything go wrong all the time?go wrong all the time?

• What do students love What do students love most, find most helpful, most, find most helpful, etc. about advising?etc. about advising?

• What possibilities exist What possibilities exist that we have not thought that we have not thought about yet?about yet?

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

• What solutions would have What solutions would have us all win?us all win?

Adapted from:James, S. (Feb. 2005). Appreciative inquiry: design and discover—A practical workshop. Available online at http://www.lakeshorepublishers.com/aiwebsite/Links/links.htm

Get a Positive ResponseGet a Positive Response

• Positivity leads to – Improved performance (Emmons, 2003)– Increased motivation (Bagozzi, 2003)– Recognition of and use of strengths (Clifton &

Harter, 2003)– Social helpfulness– Increased creativity– Improved problem solving and decision making– Optimism– Increased learning capacity (Cooperrider, 2003)

Cooperrider, D. L. (2003). Positive image, positive action: The affirmative basis of organizing. In D. L. Cooperrider, P. F. Sorenson, Cooperrider, D. L. (2003). Positive image, positive action: The affirmative basis of organizing. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), Jr., T. F. Yaeger, & D. Whitney (Eds.), Appreciative inquiryAppreciative inquiry: : An emerging direction for organization developmentAn emerging direction for organization development . (pp. . (pp. 31-55). Champaign, IL: Stipes Publishing L. L. C. 31-55). Champaign, IL: Stipes Publishing L. L. C.

Emmons, Bagozzi, and Clifton & Harter are found in Cameron, K.S., Dutton, J.E., Quinn, R.E. (Eds.) (2003). Emmons, Bagozzi, and Clifton & Harter are found in Cameron, K.S., Dutton, J.E., Quinn, R.E. (Eds.) (2003). Positive organizational Positive organizational scholarship. San Francisco: Berrett-Koehler Publishers, Inc.scholarship. San Francisco: Berrett-Koehler Publishers, Inc.

QuestionsQuestions

• Form pairs with someone you least knowForm pairs with someone you least know

• Select a discover questionSelect a discover question– Describe a peak experience or high point in your Describe a peak experience or high point in your

life – personal or professional. life – personal or professional. – What do you most value about yourself? your What do you most value about yourself? your

work? your organization? work? your organization? – What is the core factor that gives life to your What is the core factor that gives life to your

organization? organization?

• Describe your vision of the future for the Describe your vision of the future for the organization and your world. organization and your world.

Group workGroup work

• Use the interview question you Use the interview question you selected selected

• One speaks, the other listens and takes One speaks, the other listens and takes notes for themes (10 minutes)notes for themes (10 minutes)– SwitchSwitch– Other speaks, the first listens and takes Other speaks, the first listens and takes

notes for themes (10 minutes)notes for themes (10 minutes)

• Debrief as group (5 minutes)Debrief as group (5 minutes)

DesignDesign

• How could you harness the strengths How could you harness the strengths or life giving elements in the system or life giving elements in the system to accomplish your vision?to accomplish your vision?

DestinyDestiny

• How could you create within your How could you create within your organization an ongoing attachment to organization an ongoing attachment to the positive energy of AI?the positive energy of AI?

Assessment? Assessment? I thought this was supposed to I thought this was supposed to

be a positive psychology?be a positive psychology?

• What will it look like when you have What will it look like when you have achieved your vision?achieved your vision?

• How can you measure it?How can you measure it?

Documents

Reaching the Peak: Using Appreciative Inquiry to Assess and Advance Your Advising Practice Jeffrey McClellan Utah Valley State College