Appreciative Intervention Work

1. Appreciative Intervention Work by Professor (dr.) Tony Ghaye Director of Reflective Learning – UK Visiting Professor at LuleåTekniska Universitet– Sweden

2. Improving work and workplaces We can improve things this way ! Or we can improve them this way !

3. Do you need people who are good at ‘fixing’ problems?

4. How do you gather and use ‘information’ about how to improve your work and workplace? What do you mean …“then something bad happened?”

5. So what kind of organizational culture are you working in? Frederick Winslow Taylor(1856-1915) Metaphor: Organization as a machine Hierarchical command and control style Search for “the one best way” Deficit discourses based on fixing what’s wrong

6. There is no ‘one way’ Need to be constantly responsive and agile Raising one child gives no assurance of success with the next Expertise in relationships is fundamental Important to learn as you go along Uncertainty of outcome always remains Like raising a Child? By following a Recipe? • Finding the ‘right’ recipe is essential • Recipes mean that later efforts can be repeated • Expertise in following the recipe increases success • Recipes produce standard products • Certainty of same results every time Improving work and workplaces

7. What single thing, were it to happen again, and more often, would make a significant and positive difference to your work?

8. Always FALSE Always TRUE

9. Please tell us what you think My idea for an even better workplace is ….... (Please write in this box)

10. TR = Trust How far you trust others and feel they are open and honest with you. TC = Team Cohesion C = Communication R = Respect FS = Feeling Supported = STAFF METRIC = DIVERSITY within staff group. STAFF METRIC falls within this area DIVERSITY BAR FALLS WITHIN THIS AREA CREATIVE METRICS IMPROVEMENT METRICS RELATIONSHIP METRICS Inn = Innovation I = Influence L = Leadership DM = Decision Making CW = Coping with Work

11. Some improvement frustrations • The “islands of improvement effect” (lack of spread/dissemination) • The “improvement evaporation effect” (lack of sustainability)

12. Building creative workplace cultures Improvement Metrics Relationship Metrics Creative Metrics Developing EMOTIONAL LITERACY MAKING A DIFFERENCE Using APPRECIATIVE INTELLIGENCE Staff becoming more emotionally literate Staff thinking and acting differently Staff working from the positive present TRUST COMMUNICATION FEELING SUPPORTED LEADERSHIP COPING WITH WORK INNOVATION INFLUENCE RESPECT DECISION MAKING TEAM COHESION

13. Thank you for listening tony.ghaye@btinternet.com www.reflectivepractices.co.uk