Positive group communication and feedback for change

1. Positive group communication and feedback for change Rebecka Arman and Gill Widell October 2010

2. If I ask you to think of a lonely brown bear walking around on a small ice floe you will have trouble forgetting this image in your head, when I next ask you to change this into thinking of a group of polar bears happily walking along the beach of an iceberg

3. The root ofPositive Organisation Scholarship • A deficit model dominates our view of org. • The positive is more easily ignored • Removing the negative does not automatically imply that the positive appears • ”Identify the positive dynamics that foster vitality and prosperity in both individuals and systems” (Barker & Caza, 2008, p. 29)

4. Examples of “positive” communication techniques: • Open space • Appreciative Inquiry • Non violent communication (contact creating communication, respectful com.) • Dialoguing • …

5. Appreciatice Inquiry means: • Ap-pre’ci-ate to value, appreciate 1) an act which imply attention and valuing the best in people and/or the world around us, confirmation of earlier strengths, acts which succeeded, and potentials we have, to perceive what gives life, health, vitality, development to living systems. 2) To grow in value, for ex. That the economy or another phenomenon increase in value, price, quality, appreciation, honor, etc. • In-quire’ 1) an act which implies discovering and investigating. 2) To pose questions: to open up for new possibilities and perspectives. Synonyms: discover, search, systematically investigate, study,.

6. Paradigm 1 Perceived need Problem formulation Analysis of causes Analysis of possible solutions Planning an action Paradigm 2 Valuing what works now Imagining how things could be Dialog about how it could be Developing how to proceed for things to be how we want them to be AI develops the inquiry from focusing on problems, which limits the scanning, to opening questions, that can lead anywhere

7. ”People cannot live with change if there is not a changeless core inside them. The key to the ability to change is a changeless sense of who you are, what you are about, and what you value.”

8. AI = liberating the power that is there Change builds on previous experience: i.e. talking about and deepening the knowledge about successful endeavors in the organizations history, ”best practices”, results we are proud of, strengthening traditions, competency that has developed through the generations, fantastic moments, etc.… The aim is to acquire knowledge about what people do best and make sure that technology and other resources are there to support people in this endeavor

9. Managing change, continuity and transformation implies • Curiosity: increasing the ratio and amount of open questions in your communication with others • 1:1 ratio of inquiry with advocacy (i.e. making suggestions) = high performing business teams (Losada & Heaphy, 2004)

10. Positiveversion Who was involved and in what ways did they contribute? What can we do to improve the situation? Where are our possibilities to gain the most leverage from our strengths? When have we been at our best? How can we work together to implement what we want? Negative version Who is the cause of this? What went wrong and why? Where are the biggest weaknesses of our strategy? When did this happen? How could we let it happen? Different ways of asking questions

11. Four basic ideas behind the form of the AI process: • It is relationing • It is positive • It turns potential into positive forces • It spreads, like circles on water

12. The basic structure of AI Formulate a theme for the process Discovery • The best of what is • Appreciating Dream • Whatmight be • Envisioningresults Design • Whatshould be the ideal? • Co-constructing Destiny • How to empower, learn, and adjust/improvise? • Sustaining

13. Feedback – to develop groups and individuals

14. Feedback for change We define group continuous learning as a deepening and broadening of the group’s capabilities in • (re)structuring to meet changing conditions; • adding and using new skills, knowledge, and behaviors; and c) becoming an increasingly high-performing system through feedback and reflection about its own actions and consequences” (London & Sessa, 2006)

15. Feedback according to Hattie and Timperley (2007): • Purpose: to reduce discrepancies between current understandings/performance and a desired goal • Effective feedback answers three questions: Where am I going? (goal) How am I going? (constructive) Where to next? (alternatives, believing in change)

16. Four levels of feedback: • Task level (how well understood/performed) • Process level (needed to understand/perform) • Self-regulation level (handling of self) • Self level (personal evaluations and affect) The first two-three are most effective

17. Tips • Tell the person what you have seen/heard, it is coming from you (not everyone agrees…)! • Build safety and trust: threats seldom work and need to be real • Try not to lock the person in defense, move to taking in and evaluating (listen to defense, even if do not agree) • Wait and paus, if defenses are strongly activated • Feedback might not solve everything, must believe in change and a good relationship • Have alternatives to suggest • Feedback is never objective

18. Some restrictions for presenting the interviews next week: Each group will have 30 minutes for presenting and discussing. The power-point presentation together with the oral presentation is meant to evoke curiosity in the audience. Try out different techniques and models of presenting - use your imagination! Train in advance so that you use your time well!