Appreciative Inquiry Ai is an Organizational
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Transcript of Appreciative Inquiry Ai is an Organizational
8/3/2019 Appreciative Inquiry Ai is an Organizational
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Appreciative Inquiry (AI)
Building Organizational
Capacity: System WideCollaborative Competency
Facilitated by:
Dr. Loida N. Nidea, OIC-ASDS
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Appreciative Inquiry (AI)
is an organizational development processor philosophy that engages individuals
within an organizational system in its
renewal, change and focused performance.
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Appreciative Inquiry is the study of what gives life to human systems when
they are at their best. It is an organization
development methodology based on theassumption that inquiry into and dialogue
about strengths, successes, values, hopes
and dreams is itself transformational.
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AI is based on the assumption thatorganizations change in the way they inquire and the claim that an organization that
inquires into problems or difficultsituations will keep finding more of thesame, but an organization that tries toappreciate what is best in itself will
find/discover more and more of what isgood.[1].
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Problem-Focused Approaches vs. AI
What to fix Thinks in terms of
problems – symptoms,causes, solutions, int..
Breaks things into pieces
and specialties,guaranteeing fragmentedresponses
Slow! Takes a lot of positive emotion to makereal change
Assumes organizations areconstellation of problemsto be overcome
What to grow Thinks in terms of: the
true, good, better, possible
PF implies that there is anideal, AI starts by focusing
on that ideal and its rootsin what is already good
Expands vision of preferredfuture. Creates new energyfast
Assumes organizations aresources of infinite capacityand imagination
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It is founded on the following set of
beliefs about human nature and human
organizing: People individually and collectively have unique
gifts, skills and contributions to bring to life.
Organizations are human social systems,sources of unlimited relational capacity,created and lived in language.
The images we hold of the future are sociallycreated and, once articulated, serve to guideindividual and collective actions.
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The power of Appreciative Inquiry,however, is the by-product of the two
words working together. Like hydrogen
and oxygen that combine to make water – the most nurturing substance on earth
– ―appreciation‖ and ―inquiry‖ combined
produce a powerful, vital approach toleadership and organization change.
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Appreciation: Recognition and
Value Added
Appreciation has to do withrecognition, with valuing and with
gratitude.• to recognize the best in people and the world around us;
• to perceive those things which give life, health, vitality andexcellence to living human systems;
• to affirm past and present strengths, successes, assets andpotentials;• to increase in value (e.g., the investment has appreciated invalue).
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Inquiry: Exploration and Discovery
Appreciative Inquiry is about more than
appreciation, recognition, andenhancement of value. It’s also about
inquiry.
• to ask questions;
• to study;
• to search, explore, delve into or investigate
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Appreciative Inquiry was adopted from work doneby earlier action research theorists and practitionersand further developed by David Cooperrider of Case Western Reserve University and SureshSrivastva in the 1980s. Cooperrider and Srivastva
say that an organization is a miracle to be embraced rather than a problem to be solved . According tothem, inquiry into organizational life should have thefollowing characteristics:[1].
Appreciative Applicable Provocative
Collaborative
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AI Models
4-D Model
◦ Discovery
◦Dream
◦ Design
◦ Delivery
4-I Model
◦ Initiate
◦Inquire
◦ Imagine
◦ Innovate
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The 4-I Model
Initiate : Introduce AI tokey stakeholders andcreate temporarystructures
Inquire : Conduct
generic interviews Imagine : Collate and
share interview
Innovate : Engagemaximum number of
stakeholders inconversations;implement designchanges.
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Appreciative Inquiry utilizes a cycle of 4
processes focusing on: DISCOVER:The identification of
organizational processes that work well.
DREAM: The envisioning of processes
that would work well in the future. DESIGN: Planning and prioritizing
processes that would work well.
DESTINY (or DELIVER): Theimplementation (execution) of the
proposed design.[3][4]
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Appreciative Inquiry 4-D Cycle
Discovery
What gives life?
(The best of
what is )
Appreciating
Design
What should bethe ideal?
Co-constructing
Destiny
How to learn?
Actualize and
improvise?
Sustaining
Dream
What might be?
Envisioning results
Affirmative
Topic
Choice
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The results of Discovery include:
• The formation of new relationships andalliances, that bridge across traditionalbarriers.
• A rich description or mapping of theorganization s positive core.
• Organization-wide sharing and learningfrom stories of best practices, golden
innovations and exemplary actions.• Greatly enhanced organizationalknowledge and collective wisdom.
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The intent of the Dream phase is to
identify and spread generative,
affirmative, and hopeful images of the
future. Typically this is accomplished in
large group forums, where unusualcombinations of stakeholders explore:
• Creative images of the organization s most
positive potentials• Innovative strategic visions
• An elevated sense of purpose.
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The Design phase involves making choicesabout ―what should be‖ within an
organization or system. It is a conscious
re-creation or transformation, throughwhich such things as systems, structures,
strategies, processes and images will
become more fully aligned with theorganization’s positive past (Discovery)
and highest potential (Dream).
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The result of destiny is generally an
extensive array of changes throughout
the organization in areas such as:
Management practices
• HR processes Measurement systems
• Customer service systems
• Work processes and structures
Wh D A i ti I i
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Why Does Appreciative Inquiry
Work?
Appreciative Inquiry works because it treatspeople like people, and not like machines. Peopleare social. We create our identities and ourknowledge in relation to one another. We are
curious. We like to tell stories and listen tostories. We pass on our values, beliefs and wisdomin stories. We like to learn and to use what welearn to be our best. And we delight in doing wellin the eyes of those we care about and respect.Appreciative Inquiry enables leaders to createnatural human organizations – knowledge rich,strength based, adaptable, learning organizations.
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Situation
Identifying developmental priorities in deeply
divided and illiterate communities in SaharanWest Africa.
Action
Appreciative Inquiry was used to `give a voice' toall members of the village that enabled theproduction of a set of provocative propositionsvalidated by the whole village.
Results A high level of commitment and enthusiasm for
the development work increased its success, anda desire to do further work themselves.
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Situation
A large car repair organisation wanted to improve theircustomer satisfaction, and get commitment from all their
employees. Action
Representative employees from each location were trainedin Appreciative Inquiry. They gathered stories of high qualityservice experiences from the employees in their location.
The representatives then met to share their stories anddevelop some propositions. These were fed back to thelocations, and final provocative propositions were drawn up.
Results
Employees could relate and act in accordance with the
propositions because they had `lived them' at one time oranother. A subsequent independent survey measured theorganisation's customer satisfaction at 89% of customers100% satisfied (which are excellent numbers for theindustry)
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AI Questions
What have been your best experiences atwork? A time when…
What do you value about… yourself,
work, organization.. What do you think is the core life-giving
factor or value of your organization –
which it wouldn’t be the same without?
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AI Questions
If you had three wishes for yourorganization, what would they be?
What achievements are you (and/or your
team) proud of? Apart from the money, what makes it
worth coming into work?
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Don't get me wrong. I'm not advocatingmindless happy talk. Appreciative
inquiry is a complex science designed to
make things better. We can't ignoreproblems — we just need to approach
them from the other side.
-Tom White
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Thank you!!!