Appreciative Inquiry, Webinar Slides

26/05/2014
“I would not interfere with any creed of
yours, nor want to appear that I have all the
cures. There is so much to know, so many
things are true. The way my feet must go may
not be the best for you. So I give this spark of
what is light to me, to guide you through the
dark but not tell you what to see.” -Anon
www.mandhyan.com
A Disclaimer
2

26/05/2014 www.mandhyan.com
 Overview
 Appreciative Inquiry
 Applications of AI
 The Guiding Principles
 The Art of Story / Discovery
 The AI Protocol in Action
 The Four D Cycle Model
 Next Steps
Agenda
4

Daniel Goleman’s
book,
Primal Leader
5

 an emerging paradigm for seeking
what works and moving towards it
 an organizational development
method
 or, better still, “a way of life.”
Appreciative
Inquiry
6

Deficit-Based
1. Root Cause Analysis
2. Solution Analysis
3. Action Planning
Basic Assumption:
Systems/Organizations
problems to be solved.
Appreciative Inquiry
1. Reflecting on strengths and best
practices
2. Exploring possibilities
3. Co-creating a World of our
choice.
Basic Assumption:
People/Organizations are
mysteries to be embraced
2 Approaches to
Development
7

AI Application
8

1. Facilitating generative
discussions
2. Invoking positive stories
3. Learning from successes
4. Involving communities
5. Constructing visions
www.mandhyan.com
AI Applied Through
26/05/2014
9

• GTE
– Culture Change
– Union Management
Partnership
– Call Center Excellence
• Results
– 1997 ASTD Award
• United Religions Initiative
– Organization Design
• Results
– June 2000 Charter Signing
– Centers on Every
Continent
– Million Pledges of Support
• Nutrimental Foods
– Visioning & Strategic Planning
• Results
– 200% Profits 300% Absenteeism
3 Success Stories
10

AI Assumptions
11

One:
In every human
situation
something
works.
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AI Assumptions
12

Two:
What we
focus on
becomes our
reality
AI Assumptions
13

Three:
Reality is
created in the
moment and
there are
multiple realities
AI Assumptions
14

Four:
The language
we use
shapes our
reality
AI Assumptions
15

Five:
The act of asking
questions
influences the
outcome in some
way
AI Assumptions
16

Affirmative Topic
17

Deficit Issues
Decreasing Poverty
• Reduction of Sexual
Harrasment
• Fear of Job Loss
• Delayed Orders
• Customer Complaints
• Lack of Training
Affirmative Topics
Increasing Affluence
.
.
.
.
Affirmative Language
18

World Vision
• Integrative Process
• Innovation
• Empowerment
• Diversity
• Organizational Learning
North American Steel
• Magnetic Connections
• Revolutionary Responsiveness
• Continuous Learning
• Energized Engagement
• Industry Leading Agility
Examples of Affirmative
Topics
19

Inquiry, the AI
Protocol
20

 Generate curiosity and invite
creativity
 Converge thought and stir up the
unconscious…surfacing paradigms
 Create authorship of the idea…
therefore ownership of the eventual
responsibility
Questions
21

Construction: the ASSUMPTION & the
LANGUAGE open or close possibilities
 Rank the following from powerful to more
powerful
1. Yes/no questions
2. Why
3. How
4. What
5. Which
6. What if
7. Who
8. When
9. Where
Questions
22

CHECK ASSUMPTIONS imbedded
/underlying...
 How can we work under two cultures?
 What is the best way to let the other team
understand our language?
 How can we increase cooperation between
diverse groups?
Questions
23

The Risk of “Why?”
 As you move from yes/no to why and then
to what if…the questions stimulate
reflection and creativity
 A WHY question needs to carefully
constructed because, more often that not,
it generates a defensive response
Questions
24

 What’s important and why do we care?
 What is our purpose behind our purpose?
 What constructive facts do we know?
 What beliefs backed our successes?
 What precisely did we do right?
Inward Questions
25

 For connecting INSIGHTS to IDEAS
 What MEANING connects with
CHALLENGES?
 What else do we need, add?
 Have we considered the environment, the
ecology and the economy?
Outward Questions
26

which must consider capacity
 How can we best transfer information as a
team?
 How can we best share technology as an
organization?
 How can we best share knowledge as a
community?
Outward Questions
27

 create MOVEMENT& ACTION…
 Success is assured, what BOLD steps do
we need to take?
 What help can we give or take
 What language DESIGNs the future in
full form
Forward Questions
28

 Always in direction
 of a solution
 of evoking creativity
 of holistic growth
 Never in direction
 of an error
 of a blame
 of drawing defensiveness
Questions must be
29

Experiment w/Questions
30

The 4D Model
31

Discovery
“What gives life?”
(The best of what is)
Appreciating
Design
“How to go about it, ideally?
Co-constructing
Dream
“What might be?”
(What is the world calling for)
Envisioning Results
Destiny
“How to live, learn,
and improve?”
Sustaining
Affirmative
Topic Choice
4D Cycle
32

 DISCOVER: The identification of organizational
processes that work well.
 DREAM: The envisioning of processes that will work
well in the future.
 DESIGN: Planning and prioritizing processes that
would work well.
 DESTINY (or DELIVER): The implementation
(execution) of the proposed design.
Four D Cycle
33

 Choose an Affirmative Topic …….as done earlier
 Discover through Stories what Worked / Built / Grew
 Ask Questions to Reflect deeper ___ Minutes
 Dream what the future CAN be
 Ask Questions, Reinforce ____ Minutes
 Design a do-able Strategy
 Ask Question, not to doubt, but Clarify & Shape __ Minutes
 Deliver the Goods
 Write out a workable Check List ___ Minutes
 Share Output with another Team
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Steps / Destiny
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26/05/2014 www.mandhyan.com35
Whenever you need
Communications Skills Enhancement
Creative Thinking and Change
Management
Leadership and Strategy
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