Appreciative Inquiry

1. Appreciative Inquiry What is it and how can it help you and your staff evaluate and improve services?

2. Lessons from Inspection - Housing Association Inspection 2005 – 2008 Associations should be answerable to residents for the quality of services provided • Do the association’s tenant participation strategies and/or tenant participation compacts include clear arrangements for making the association answerable to residents for the quality of services? • Does the association have clear service standards and policies, developed in consultation with its residents? Wales Audit Office

3. Regulatory Code Associations should be answerable to residents for the quality of services provided • Do the association’s tenant participation strategies and/or tenant participation compacts include clear arrangements for making the association answerable to residents for the quality of services? • Does the association have clear service standards and policies, developed in consultation with its residents?

4. Regulatory Code Associations should ask for, listen to, and take account of the views of residents • Do the association’s tenant participation strategies and/or tenant participation compacts include clear arrangement for seeking the views of residents? • Is there clear evidence that the association has taken action in response to those views?

5. Regulatory Code Associations should encourage resident involvement • Do the association’s tenant participation strategies and/or tenant participation compacts include clear arrangements for resident involvement? • Does the association provide encouragement, including appropriate financial support and training, to empower and enable residents’ involvement?

6. The Supporting People Programme in Wales - Professor Sir Mansel Aylward Currently commissioning and monitoring of service delivery projects are very largely process-driven. This approach is evidently not focused on factors and findings which reflect and measure benefits, or otherwise, brought to the individual person for whom support is provided. It is essential that the nature, quality and delivery of support services are assessed by reference to the impact that interventions bring to the individual person and the community.

7. What is Appreciative Inquiry?

8. PROBLEM SOLVING V APPRECIATIVE INQUIRY Problem solving (deficit based model) Appreciative inquiry (strength based model) Basic Assumptions (Hammond) In every society, organisation or group, something works “Something’s wrong” Identify problem “Valuing the best of what is” Appreciate What we focus on becomes our reality. Conduct analysis Imagine (What might be) Reality is created in the moment, and there are multiple realities. Dialogue and design (What should be) Analyse Possible Solutions The act of asking questions of an organization, or group influences the group in some way. Create / do (What will be) Develop action plan (Treatment) People have more confidence to journey to the future (the unknown) when they carry forward parts of the past (the known). Basic assumption: ‘potential to be discovered’ - organisation is a web of strengths to be built on and developed Basic assumption: “problem to be solved” – if we find the problems we can ‘fix’ them If we carry forward parts of the past, they should be what is best about the past. It is important to value difference The language we use creates our reality.

9. Appreciative Inquiry 4-D Cycle Discovery “The best of what is” Appreciate Dream “What could be” Aspire Deliver / Destiny “What will be” Act / Sustain Affirmative Topic Choice Design “What should be” Plan

10. A few quotes • The task of organisational leadership is to create an alignment of strengths in ways that make a system's weaknesses irrelevant - Peter Drucker • What we focus on becomes our reality. If we focus on what is wrong, or what is missing, we tend to see everything through that filter or frame Sue Annis Hammond

11. A few quotes • AI presumes that every individual has some untapped positive experiences that are useful in motivating change and development; this immediately shows participants that the organisers and managers have faith in their abilities. Andrew Greer • Participants do not have to take direction from outside sources who do not know all of the details about the organisational culture rather; internal interviews take place with people who understand the environment. Andrew Greer

12. The process • Works with groups of any size; • Needs ‘buy in’ from the top; • Is highly interactive and participative; • Centres on identifying key topics; • Can be cascaded throughout an organisation and beyond (to external stakeholders); • Is very cost effective and self sustaining.

13. Topic Choice: A Fateful Act • Organisations move in the direction of what they study; • Questions we ask determine what we find; • What we focus on becomes our reality.

14. Typical applications • Organisational development; • Self evaluation; • Thematic reviews (e.g. partnership working, customer service, citizen engagement); • Performance management / supervision processes; • Continuing professional development.

15. Scottish Housing Regulator This kind of ‘appreciative inquiry’ approach is based on the idea that in any situation, however awful or difficult, there is something that works, at least some of the time. Appreciative inquiry works on the basis that it is important to discover what that is in order to build on it. This does not mean ignoring the negative things, but starting on a positive, appreciative note sets the tone and opens up potential for change.

16. Benefits / outcomes • It engages and motivates people from the start, providing a positive focus and building on current good practice; • Solutions work because they are rooted in reality and participants take ownership; • It identifies areas for development but avoids a blame culture; • It is an excellent platform to engage with key stakeholders in a meaningful way; • It provides a PR platform; • Outcomes are sustainable.

17. Quotes from participants The day has been productive and positive. It has allowed employees the opportunity to share their ideas, views, comments, thoughts in a safe environment with a level of optimism regarding change within the organisation. I feel that the day I attended helped me understand what other partnerships within the community expect from us. This enabled us to have an understanding of each other and where we need to improve. The way in which we established aspirations was a useful exercise

18. Quotes from participants At first I was a bit worried that the 'Appreciative Inquiry' process would overlook all the weaknesses of the service, of which I felt there were many. As we went on I have found that it has been a very positive way of looking at our weaknesses and not dwelling on them and looking into the future. I have found this process very helpful and hope people will take notice of recommendations that came from it.

19. Quotes from participants I have learnt a great deal today about the organisation. We have some wonderful workers - it was an opportunity for me to get to know them better and listen to their discussions. At the end of the day - a great deal of worth has been accomplished - and all on a Saturday! Many thanks for allowing me to be part of it. Quote from a stakeholder

21. Further information / reading • Taith Ltd • Public Service Management Wales • A Glass Half Full • Halfords (pdf) • Housing regulator • AI Handbook – David Cooperrider • Thin Book of AI - Sue Annis Hammond