Syslog Abstract - (Lunchtime conference no. 409935)

1. Syslog Abstract - (Lunchtime conference no. 409935) • The “Art of Hosting”, known at the Commission under the name “Art of Participatory Leadership”, is a different way to look at interactions between people, a way to have conversations that matter. It encompasses several techniques to inform collective decision-making. • One of these techniques is called “Appreciative Inquiry”. Appreciative Inquiry is a collective coaching workshop method opposing problem-solving approach, as the latter is often considered too reactive and defensive. By a precise methodology, Appreciative Inquiry starts by taking stock of the causes of one's success, to embrace and build for change based on one's excellence rather than on one's failures. The project ideas that emerge to consolidate one's position on the market are therefore more likely to be followed through successfully. • The Appreciative Inquiry method is best adapted for redefining an organisation's mission and vision for the future, as it builds the participants' creativity and innovation, motivation and enthusiasm, but can be scaled down to one-off questions.

2. AoH/AoPL: Appreciative Inquiry

3. Appreciative Inquiry • Appreciation? 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.

4. Appreciative Inquiry • Inquiry? In-quire’ , v. • The act of exploration and discovery. • To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, SYSTEMATIC EXPLORATION, STUDY.

5. Constructionist principle: The way we know is fateful • Principle of simultaneity: Change begins at the moment you ask the question • Poetic principle: Organizations are an open book • Anticipatory principle: Deep change = Change in active images of the future • Positive principle: The more positive the question, the greater and longer-lasting the change 5 PRINCIPLES OF APPRECIATIVE INQUIRY

6. Problem Solving versus Appreciative Inquiry ORGANIZATIONS GROW IN THE DIRECTION OF WHAT THEY STUDY –> E.g., Objectives not met WORDS ARE TOOLS (and to a hammer everything is a nail)

7. Problem Solving versus Appreciative Inquiry- The power of metaphors - AI links the energy of the + CORE to an agenda for change=> changes never thought possible are suddenly and democratically mobilized

8. Problem Solving versus Appreciative Inquiry- The art of the question -

9. Appreciative Inquiry • How does it work? STEP 1: The group is asked to tap into its “positive change core”, taking stock of its: achievements, assets, unexplored potentials, innovations, strengths, elevated thoughts, opportunities, benchmarks, high point moments, lived values, traditions, strategic competencies, stories, expressions of wisdom, insights into the deeper corporate spirit or soul STEP 2: The participants outline visions of valued and possible futures. STEP 3: The group must define some concrete next steps to take.

10. 4 Ds: Discovery Dream Design Do it Appreciative Inquiry What are we doing right? What could be? 3 roles: • Interviewer • Interviewee • Scribe

11. SUMMARY: MODUS OPERANDI OF APPRECIATIVE INQUIRY • INTERVIEW (15-20 min each way – in pairs) • Spirit of discovery • High point story • Valuing self and work • Continuity search: the 3 best things about us now: qualities, competitive advantages, practices, core capabilities, which I want to keep, even as we change in the future? • The most powerful macro-trends and most exciting opportunities • Positive images of the future – the organization you want in … (year) • Take notes (hence role of scribe) • Summary and thanks • Return

12. Appreciative Inquiry - “Famous quotes” • The real voyage of discovery lies not in seeking new landscapes but in seeing with new eyes." Marcel Proust • Conscious evolution: Inquiry and change are not truly separate moments, but are simultaneous. Inquiry is intervention. The seeds of change are implicit in the very first questions we ask. http://appreciativeinquiry.case.edu

13. More ? – References and Online resources • David L. Cooperrider, Diana Whitney, Appreciative Inquiry, BK, 1999 • David L. Cooperrider, Diana Whitney, Jacqueline M. Stravos, Appreciative Inquiry Handbook, Lakeshore Publishers, 2003 • David L. Cooperrider, Peter F. Sorensen JR, Therese F. Yaeger, Diana Whitney, (eds.), Appreciative Inquiry. An emerging direction for organization development, Stipes Publishing L.L.C, 2001 • Diana Whitney & Amanda Trosten-Bloom, The Power of Appreciative Inquiry, BK, 2003 • Jane Magruder Watkins & Bernard J. Mohr, Appreciative Inquiry, Josey-Bass, 2001 • Diana Whitney, Amanda Trosten-Bloom, Jay Cherney, Ron Fry, Appreciative Team Building: Positive Questions to Bring Out the Best in Your Team, Universe inc., 2004 • James D. Ludema, Diana Whitney, Bernard J. Mohr, Thoman J. Griffin, The Appreciative Inquiry Summit: A Practitioner's Guide for Leading Large-Group Change, BK, 2003 • Hallie Preskill, Anne T. Coghlan (eds.), Using Appreciative Inquiry in Evaluation, Jossey-Bass, 2003 • Charles Elliott, Locating the energy for change, IISD, 1999 • http://appreciativeinquiry.cwru.edu (Case Western Reserve University. D. L. Cooperrider) • http://www.taosinstitute.net (Taos Institute, Taos, New Mexico, USA) • http://www.thinbook.com (Sue Hammond) • http://www.imaginechicago.org (Imagine Chicago Project) • http://www.appreciative-inquiry.org (Jim Lord, Philanthropic Quest International, Cleveland, USA) • http://ai.cwru.edu/intro/bookReviewDetail.cfm?coid=6800 • http://ifai-appreciativeinquiry.com/appreciative-inquiry.html(Institut français d'appreciative inquiry) • http://www.scoop.it/t/art-of-hosting?tag=AppreciativeInquiry (François Thunus) *** + -> Next AoPL training – check Syslog!

14. Questions? Contact:Francois.Thunus@publications.europa.eu