Change management and organization development appreciative enquiry
Appreciative Inquiry Strengths Based Development
1. Appreciative Inquiry Strengths Based Organization Development Karen Davey-Winter www.worklifecoaching.us “ Helping people reach their professional and personal potential…”
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5. 4-D Cycle Discovery “What gives life?” (the best of what is) Appreciating Dream “What might be?” (imagine what the world is calling for) Envisioning Design “How can it be?” (determining the ideal) Co-constructing Destiny “What will be?” (how to empower, learn and adjust/improvise) Sustaining
16. Appendix B – Organizations that have implemented AI
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Notas do Editor
Appreciate – dictionary definition – valuing, the act of recognizing the best in people or the world around us, affirming strengths, giving life to living systems, to increase in value Inquire – dictionary definition – the act of exploring and discovery, to ask questions, seek and be open to new potentials Developed by David Cooperrider in the 1980s Commonly used as an organizational development strategy and in the implementation of organizational effectiveness tactics Way of asking questions and envisioning the future that fosters positive relationships and builds on the basic goodness in a person, approach, situation or organization Build organizations around what works – it’s the opposite of problem solving How to create more of exceptional performance Acknowledges the contribution of individuals, in order to increase trust and organizational alignment Assertion that problems are often the result of our own perspective, and that if we look at something as a ‘problem’ we tend to constrain our ability to effectively address a priority, issue, situation
Starting point for the process Data collected in this phase is the foundation Data is based on actual experiences, hence the objective reality – our experiences are real to us and can be repeated Life giving forces – are like values – what are the values on which Dovel is founded? Values are things like honesty, integrity, achievement, collaboration, etc What gives the organization vitality? As we discuss don’t hold back on positive contributions, ideas that come up, etc – we can parking lot ideas for the next few sessions Foundation for creating emerging strengths and possibilities Unqiue viewpoints and experiences are valued Can bring in ideas from past companies as well that can be re-used to bring success to Dovel What are the themes, values, etc that allow us to flourish? Eg. Cooperation, collaboration, etc Having gathered the data we’ll start to develop themes – we can organize these in whatever way we want – words on flip charts, pictures, symbols, etc
Building on the data we collected and the themes that are starting to emerge Combine this with the wishes for the future Continue to tell stories, and value input, to establish strong themes Continuing to develop the positive core of the organization No judgment – not about critiquing, but valuing Looking for life giving forces that give the organization success Building on positive themes Push the creative edges of what is possible, based on the best of what was, but not constrained by it Starting to build an opportunity map Creativity, commitment and enthusiasm
Originally this phase was called delivery and was based around action plans That’s important, but doesn’t go far enough – change to destiny to incorporate the idea not only of developing action plans for the future but to address implementing a culture shift toward the positive – building these competences for the future and into the fabric of the culture
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