REFRAMING COLLABORATION WITH

APPRECIATIVE INQUIRY

An Introductory Workshop by Barry Nazar, DPA

WHAT IS APPRECIATIVE INQUIRY?

Appreciative Inquiry (AI) is a process that explores the best of “What Is” in organizations as a means of creating organizational change.

It involves a search for “peak moments” and the factors that contribute to those performance heights. Designing those factors into future operations supports “peak performance” more often.

WHY DO WE NEED SUCH A PROCESS?

Most efforts regarding change are prompted by

problems. The aim is to identify and remove

the causes and thereby create improvement.

Contrarian view:

AI philosophy is: “organizations move toward

what they study.”

AI philosophy is: “the questions we ask are

critical to the world we create.”

EVALUATION AND ORGANIZATION ISSUES

The typical evaluation paradigm is:

There is a focus on problems and expectations.

This paradigm creates a bounded perspective.

It is a limited search for what works.

It is powerful, but limited in scope.

Interventions Outcomes Problems

ORGANIZATIONAL LEARNING MODELS

Single-Loop vs. Double-Loop Learning

Values

Assumptions

Beliefs

Actions

And

Targets

Consequences

Succed/

Fail

Double-loop Feedback

Single-loop Feedback

SINGLE-LOOP LEARNING

Single-Loop learning is the predominant mode

It works like a thermostat to keep on track

It supports producing reliable outputs

Change, if any, occurs by incrementalism

There is a bias toward status quo

Single-loop learning becomes unconscious.

Usually not effective with competing goals.

BLOCKADES TO DOUBLE-LOOP LEARNING

Single-Loop routines short-circuit Double-Loop

As we reach unconscious competence, it is difficult

to undue that learning.

Model 1 Theory in Action:

Makes addressing threatening news difficult

Makes honest exchange of information unlikely

Makes fundamental assumptions undiscussable

MODEL 1 THEORY OF ACTION

Is largely an unconscious strategy that:

Advocates one’s position in ways that unilaterally control others to improve the chances of winning.

Engages in unilateral face-saving.

Seeks to win – don’t lose

Mitigates bad news by “easing in,” delaying, covering up, or rationalizing blame away.

Double-Loop Learning cannot occur when Model 1 strategies are in use.

Threatening situations trigger Model 1

SINGLE VS DOUBLE-LOOP SITUATIONS

Problems or situations which can be resolved without changing basic assumptions, values, or beliefs, are appropriate for single-loop action.

Anomalies which cannot be addressed without changing basic assumptions, values, or beliefs are appropriate for double-loop action.

Model 1 Theories in Use prevent double-loop learning even when double-loop situations are presented

AI AS A DOUBLE-LOOP STRATEGY

AI can be an effective vehicle for promoting

Double-Loop Learning because:

It does not focus on Problems, so it is non-

threatening

Addresses assumptions, values, beliefs when

exploring the factors that lead to “peak moments”

It is uses a process that is multi-lateral, rather than

unilateral

DILEMMAS FOR COLLABORATIONS

Centralization vs. Decentralization

Individual vs. Group……….

Purpose vs. Process….

Stability vs. Change….

APPRECIATIVE INQUIRY PROCESS

Four Discrete Phases:

Discover (Inquire)

Dream (Imagine)

Design (Innovate)

Destiny (Implement)

DISCOVER (INQUIRE)

Conduct appreciative interviews about an

affirmative topic

This phase occurs in dyads

It is guided by a set of appreciative questions

Interviews go both ways

It is NOT a survey, but a conversation

DREAM (IMAGINE)

This phase occurs in small groups (4-6)

The results from interviews are shared in round

robin and discussed with an eye toward finding

common themes and factors that contribute to

peak moments.

Emerge with a “positive core” of successful

attributes regarding the main topic

DESIGN (INNOVATE)

Small groups select and share one of their stories

with the other groups in round-robin

Hold a reflective discussion of “positive core(s)”

among the general assembly of participants

In small groups, develop a template of some kind

that addresses a future possibility regarding

the main topic (future event or situation)

DESTINY (IMPLEMENT)

Develop a consensus regarding a set of actions

that can be put in place to bring the new vision

into reality.

Depending on the composition of participants,

this usually involves or includes commitments

by the participants to do certain things

This also includes identifying ways to track the

implementation in a mutually accountable way

FOLLOW UP

There should be considerable energy and

enthusiasm during the AI process.

This will need occasional reinforcement during

the implementation.

The monitoring feedback will provide much of this

as participants see their “vision” becoming true

WORKSHOP EXERCISE – STEP ONE

In Pairs (dyads)

Think about your experiences in trying to work

with other agencies or groups.

What has been the most successful collaboration

you have been involved in?

Tell the story to your partner

WORKSHOP EXERCISE – STEP 1 (CON’T)

Describe the qualities that made it successful

What did you value about your contribution?

What did you value about the other

contributors?

WORKSHOP EXERCISE – STEP 2

Need several volunteers willing to share their

peak moment with a small group

Select Volunteers

Form in small groups (4-6 persons)

One volunteer per each group

WORKSHOP EXERCISE – STEP 2 (CON’T)

Let the Volunteers Tell Their Story

(listen attentively)

Comparing with your own story:

What are the common themes?

What are the most successful attributes of collaboration efforts?

WORKSHOP EXERCISE – STEP 3

Small Group Discussions

Probe for “Appreciative Information”

What was it that made people feel “peaked”?

What unique factors led to the moment?

What did they do, what did others do?

Where there unique circumstances?

Have a conversation – would others be peaked?

Would similar circumstances work the same for you?

What are the common “themes” in this?

WORKSHOP EXERCISE – STEP 4

Large Group Discussion

Select a spokesman for each group

(not the Volunteer)

Each Group – tell the story and what made it

happen. What are the common themes?

WORKSHOP EXERCISE – STEP 5

Plenary Wrap up Discussion

Are there common themes that suggest what we

might do to bring about “peak moments” for a

collaboration of this body of participants?

Draw upon the factors, circumstances, and key

values that generated peak moments.