Appreciative Inquiry

Appreciative Inquiry Sharon Davidson : Aresko Ltd : 07932 641313

Discovery • Strategic Context • The best of what is • APPRECIATING Dream Destiny • Purpose • Vision • What might be • ENVISIONING • Structure • Implement • SUSTAINING Design • Relationships & Organisation • What should be/the ideal • CO-CONSTRUCTING 4-Step Cycle

What is AI? • Appreciative Inquiry is a process or an intervention into an organisation to examine the potential for creativity, innovation and change; and it’s, • A process, philosophy, and life practice grounded in research demonstrating that focusing on what’s working and aspirations for the future achieves more and does it faster and more sustainably than solving problems.

PROBLEM SOLVING ORIENTATION Fill the Gap APPRECIATIVE ORIENTATION Realize the Possibilities CURRENT STATE PAST FUTURE THE QUESTIONSWhat’s working? What’s possible? What shall we do to achieve it? THE QUESTIONSWhat’s wrong? How do we fix it?

5 Principles Principle 1 The Construction Principle: As leaders of change we must be skilled at reading, and understanding organisations as living constructs or organisms.

Principle 2 The Principle of Simultaneity: The belief that once we make an intervention or ask a question, the change process begins. It has to be a well thought out and focused question to ignite the organizations creativity and find new life.

Principle 3 The Poetic Principle: The metaphor here is that human organisations are an open book. The organisations story is a compilation of the past, present, and future and is continually open to interpretation just like a good piece of poetry.

Principle 4 The Anticipatory Principle: Human organizations are forever projecting ahead of themselves. This projection helps bring the future into the present. It guides the organization forward to new heights.

Principle 5 The Positive Principle: The momentum for change requires large amounts of positive affect and social bonding. To a large extent organizations and people change easier under an environment of hope, inspiration and sheer joy. And when they can collaborate with one another, the process stays positive and innovative.

3 Steps to AI Step 1 The first is to do an inquiry, question, or survey of what is going on right now. Have folks tell their story.

Step 2 As a group, try to make a list of the common themes that you heard running through each story. Be specific. Were there ideals, values, traditions, or an atmosphere that defined the time when things were good. For example was it a time when you felt empowered, or trusted, or had the expertise, or took responsibility?

Step 3 Create a provocative proposition. Example: Our organisation is a learning organisationthatfosters cross-fertilisation of ideas, and cultivates the pride of being a valued member of an outstanding group of individuals. We accelerate in learning, planning, communicating and leading

AI Questions • Describe a peak experience or "high point" in your work with your organisation. What was happening? Who was involved? What made it such a powerful experience? • What do you most value about... yourself? your work? your organisation? • What core factors give life to your organisation? • Imagine a miracle happened. You were asleep for ten years and wake up to find your organization is exactly as you'd like it to be. What's happening that's different? How would you know it is what you want?

Criteria for Design Principles • Is it provocative? Does it stretch, challenge, or interrupt the status quo? Does it make your heart soar? • Is it specific? Does it create a picture of a possibility that you can envision – provocative, yet practical? • Is it desired?If this actually came to pass, would it be what you want? • Is it stated boldly, affirmatively and in the present tense?

Typical Outcomes • Change in basic orientation from problem-focused to possibility-focused • Clarified or enhanced sense of identity, shared values & culture • Established climate of continual learning & inquiry • Renewal of group energy, hope, motivation & commitment • Increase in curiosity, wonder and "reverence for life" • Whole system changes in culture & language (increase in cooperative practices & decrease in competition; increased ratio of positive: negative comments; increase in affirmative questions and/or narrative-rich communication) • Decrease in hierarchical decision-making; increase in egalitarian practices & self-initiated action • Improved working relations/conflict resolution • Successful achievement of intents listed above

Sample Process • Define the purpose of the work • Identify participants • Hold planning session with microcosm of the system to: Form Design Team • * Experience AI * Identify topics * Draft protocol (with LOTS of support) * Refine process specifics • Conduct paired interviews • Uncover the positive core (in groups of 4 to 6 people) • Uncover the positive core in the whole Inquire Imagine • In groups of 6 to 8, imagine a desired future that goes beyond words (e.g., art, skits) • Share dreams • Identify the resonant themes Internalize & Integrate • Draft agreements grounded in the best of what is and reach towards the best of what is imagined (grow from individual aspirations) • Cluster agreements • Adopt agreements Act • Identify actions that bring the agreements to life • Continually connect & communicate Follow Up

Conclusion Be the change you want to see in the world - Gandhi

Appreciative Inquiry