2. Thank you.
Creating Resilient Teams

3. Dave Johnson
PhD, LMFT, CNS, BC, USF Professor
Creating Resilient Teams:
Teambuilding using Appreciative Inquiry
sf.edu
djohnson@sf.edu
260-399-7700, ext. 8517

4. Objectives
At completion of this session participants will be able to:
1. Adopt a basic teambuilding model for building a resilient work team;
2. Outline factors related to effective coping with rapid change;
3. Summarize the importance of communication in assuring that everyone is
part of the team;
4. Value diversity and talents each member brings to the team;
5. Reflect on the importance of teambuilding as an ongoing strategic initiative.

5. Model:
Appreciative Inquiry
• Appreciative Inquiry (AI) is a method to help create the best in organizational
systems. The model can extend beyond organizational development to
explore what gives vitality to human systems such as family and personal
relationships.
• Anatomy of good decision making is predicated on asking good
questions…and who is on my team to help me ask these questions!
• Creating the Ideal versus Problem-solving model.

6. Appreciative
• Recognize the best in people and in the world.
• Perceive those things that give life and vitality.
• Affirm past, present and future potentials.
• Amplify that which one values, the ideal, the best!

7. Inquiry
• Identifying the pursuit for which one searches
• Exploration of the known and unknown
• Discovery of best practices
• Openness to change
• Investigate possibilities

8. Questions
• Ask questions to start the search
“Choose your questions wisely and intentionally. What you ask determines what
you find. And what you find sets the agenda for action in your organization”
(Whitney et al, 2002).

9. How AI works?
• The brain is a search engine: i.e. red cars.
• The brain works in pictures.
• Change is directional based on focus.
• Language and stories are important (culture building).
• Old stories die hard.
• Collective wisdom of the people.

10. How to Get Started*?
• Affirmative topic selected
• 4-D cycle (Discovery, Dream, Design, Destiny)
• Focusing on the positive ideal using the collective wisdom of the people
• “Goodfinder”: Experts at deliberately noticing, anticipating and magnifying
positive potential.
* From: David Cooperrider Case Western Reserve University mid-1980s

11. Example Story Telling:
Peak Team
Think about a time when you were part of a really great team…a highly
successful team with which you were proud to be connected.
• What made the team great?
• How did you help the team succeed?
• In retrospect, what did you learn that could help us be a great team now?

12. Example:
Creating Team Philosophy
1. Discovery: Have team members tell a “best practice” PEAK TEAM story
(current/past).
2. Dream: List commonalities/themes among stories.
3. Design: Re-write as “commitments” with a “positive” nature.
4. Destiny: Brainstorm with team how to use/post, stay focused.

13. Example:
Common Themes
As Team members, we strive to:
• Communicate our thoughts and ideas with each other clearly, directly and
honestly (e.g. theme of communication).
• Set team goals and look for ways to improve care through better processes
(e.g. theme of goal setting).
• Find reasons to celebrate team accomplishments (e.g. fun and relationship
building).

14. Example:
Team Goals
1. How does our team know we are “winning?” Set up measurements using
common metrics and keep them in front of the team.
2. Does our team need new goals? How will we visualize our progress?
3. Also connect with evidence-based practices
(consultants, journals, research, practices…who in our industry is best?).
4. Not all goals are for the organization…some reflect our personhood and
needs…i.e. fun.

15. Other Examples
• Conflict and confrontation (mediation)
• Customer service/loyalty
• New employee interviews
• Mentoring
• Recognition: Monday morning kudos
• Rounding (staff and consumers)
• Culture building: i.e. system values

16. Example: Good Questions
About Effective Mentoring
Describe a time you received or delivered effective mentoring.
1. What did you do?
2. What did it feel like?
3. What did you learn?
4. In what team areas would you like to do more mentoring?

17. Example:
Conflict and Confrontation
Describe a time when a conflict required facing a difficult issue with an individual
(supervisor, peer, family member) and a desirable outcome resulted.
1. What did you do?
2. What did it feel like?
3. What did you learn?
4. What are the best practices?

18. Personal and Relationship
Applications
1. Healthy eating and nutrition
2. Fitness
3. Confidence
4. Relationships
5. Parenting
6. Mindfulness and stress management
7. Personal resilience
8. Spiritual renewal

19. Asking Good Questions
1. Fundamentally affirmative
2. Past, present and future
3. Senses are good
4. Invites a story
5. Encourages reflection and learning
6. Hear different voices (customers, suppliers, community, etc.)
7. Avoid “whys”

20. Resources
• Whitney/Cooperrider/Bloom/Kaplin: Encyclopedia of positive questions.
• Cooperrider: AI: The beginnings
• Cooperrider/Whitney: AI Handbook
• Srivastva/Coop: Appreciative Management
• Mahe/Gibbs: Giving Birth to New Organizations