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Appreciative inquiry for strategic management workshop presentation

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"Believe that life is worth living and your belief will help create the fact."
- William James

Publicada em: Negócios

Appreciative inquiry for strategic management workshop presentation

  1. 1. Appreciative Inquiry for Strategic Management Workshop www.humanikaconsulting.com www.humanikaconsulting.com
  2. 2. Introduction “Hope sees the invisible, feels the intangible, and achieves the impossible. ... “ Anonymous
  3. 3. Facilitators • Managing Director of www.humanikaconsulting.com • Certified in Industry and Organization Psychologist • 15 years experience in HR Industry as Practitioner, Consultant and Public Speakers • Registered speaker on www.speakerindonesia.com • Book Writer – SOBAT : Semua Orang Bisa Hebat : Conquer Yourself and…The World! • Faculty member at University of Indonesia, Mercu Buana, and Pancasila University • Major Client: MD Media (Member of Telkom), Infomedia Nusantara (member of Telkom), Sanggar Sarana Baja (Member of Trakindo), Bank Ganesha, Bank Bukopin, Bank Mestika Darma, Narrada Communication,ISBG Group, Bryan Communication, HRA Group, Pandu Selamat Utama (Pandu Safety), Komatsu, Fonterra, Aetra Air Jakarta, Jaya Construction, Jaya Trade, Jaya Gas indonesia, Perum Jasa Tirta II, Metrodata, Total Indonesie, Lembaga Sandi Negara, Mandiri Panca Prima, Hale international, and Many More Seta A. Wicaksana, M.Psi., Psikolog
  4. 4. Workshop Purpose To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your work and to your life.
  5. 5. SUPER - ME
  6. 6. What is Appreciative Inquiry? Ap-pre’ci-ate, v., recognize and value the contributions or attributes of things and people around us . In-quire’ (kwir), v., explore and discover, in the spirit of seeking to better understand, and being open to new possibilities.
  7. 7. What is Appreciative Inquiry? A process, philosophy, and life practice grounded in research demonstrating that focusing on what’s working and aspirations for the future achieves more and does it faster and more sustainably than solving problems.
  8. 8. A Map of AI
  9. 9. The 4D Appreciative Inquiry Model Decide what the topic should be Cooperrider, David and Diana Whitney, “Appreciative Inquiry: A Positive Revolution in Change”, The Change Handbook, Holman, Peggy and Tom Devane, eds., Berrett-Koehler, 1999.
  10. 10. Danger Triangle !!!
  11. 11. Appreciative Inquiry PROBLEM SOLVING ORIENTATION Fill the Gap APPRECIATIVE ORIENTATION Realize the Possibilities CURRENT STATE THE QUESTIONS What’s wrong? How do we fix it? PAST FUTURE THE QUESTIONS What’s working? What’s possible? What shall we do to achieve it?
  12. 12. Problem Solving vs AI • What to grow • New grammar of the true, good, better, possible • “Problem focus” implies that there is an ideal. AI breaks open the box of what the ideal is first. • Expands vision of preferred future. Creates new energy fast. • Assumes organizations are sources of infinite capacity and imagination Appreciative Inquiry • What to fix • Underlying grammar = problem, symptoms, causes, solutions, action plan, intervention • Breaks things into pieces & specialties, guaranteeing fragmented responses • Slow! Takes a lot of positive emotion to make real change. • Assumes organizations are constellations of problems to be overcome Problem Solving
  13. 13. How it works First, understand the positive core of a living system (yourself, your work). What makes it most effective and vital, in personal, professional and working terms? We move in the direction of our deepest and most frequently asked questions. Positive guiding images of the future trigger action in the present. Images are found in our dialogue with both ourselves and each other. Ratio of positive to negative statements is a success factor for change. Individuals & groups can then weave the best of what is into formal and informal practices. This new approach to change, based on the power of the positive question, has emerged from revolutions in many fields
  14. 14. Appreciative Inquiry Principles • Constructionist Principle We construct realities based on our previous experience, so our knowledge and the destiny of the system are interwoven. • Principle of Simultaneity Inquiry and change are simultaneous • Poetic Principle The system’s story is constantly co-authored, and is open to infinite interpretations • Anticipatory Principle What we anticipate determines what we find • Positive Principle As an image of reality is enhanced, actions begin to align with the positive image
  15. 15. Creating Powerful Questions GOOD QUESTIONS: • Captivate interviewees through focusing on what matters • Invite personal stories and aspirations • Stimulate fresh thinking and deep feelings through evocative language • Spark the appreciative imagination THROUGH THE MIX OF QUESTIONS: • Uncover the best of what’s working and what’s possible • Explore many dimensions: past and future, relationship with self, connections to others and to the subject area • Uncover essential values, aspirations and inspirations
  16. 16. DISCOVERY STAGE “The real voyage of discovery consists not in seeking new landscapes, but in having new eyes” Marcel Proust
  17. 17. AI Questions 1. Describe a peak experience or "high point" in your work with your organization. What was happening? Who was involved? What made it such a powerful experience? __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ Adapted from Cooperrider, David and Diana Whitney, “Appreciative Inquiry: A Positive Revolution in Change”, The Change Handbook, Holman, Peggy and Tom Devane, eds., Berrett-Koehler, 1999.
  18. 18. AI Questions 2. What do you most value about... yourself? your work? your organization? __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ Adapted from Cooperrider, David and Diana Whitney, “Appreciative Inquiry: A Positive Revolution in Change”, The Change Handbook, Holman, Peggy and Tom Devane, eds., Berrett-Koehler, 1999.
  19. 19. AI Questions 3. What core factors give life to your organization? __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ Adapted from Cooperrider, David and Diana Whitney, “Appreciative Inquiry: A Positive Revolution in Change”, The Change Handbook, Holman, Peggy and Tom Devane, eds., Berrett-Koehler, 1999.
  20. 20. DREAM STAGE ‘Imagination is more important than knowledge’ Albert Einstein
  21. 21. AI Questions • Imagine a miracle happened. You were asleep for ten years and wake up to find your organization is exactly as you'd like it to be (Three Wishes). What's happening that's different? How would you know it is what you want? __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________ __________________________________________________________
  22. 22. Group Discussion/Discovery • Find common themes & strong resonances 1. High points 2. Continuity (things we want to keep) 3. Images of the future we want • Record highpoints on a flip chart
  23. 23. Let’s Share and Discuss it!
  24. 24. DESIGN STAGE ‘We live in worlds our questions create’ David Cooperider
  25. 25. SOAR: A NEW APPROACH TO STRATEGIC PLANNING • SOAR- Strengths, Opportunities, Aspirations and Results A more strength-based spin than SWOT (Strengths, Weaknesses, Opportunities and Threats) • A strategic planning framework that… Focuses on strengths Seeks to understand the whole system by including the voices of the relevant stakeholders. • Helps organizations focus on: What they are doing well, What skills can be improved and What is most compelling to stakeholders. • Pushes organizations to develop strategic plans that are more dynamic, creative and optimistic.
  26. 26. SWOT and SOAR
  27. 27. STRENGTHS: WHAT CAN WE BUILD ON? • What are we most proud of as an organization? How does that reflect our greatest strength? • What makes us unique? What can we be best at in our world? • What is our proudest achievement in the last year or two? • How do we use our strengths to get results? • How do our strengths fit with the realities of the marketplace? • What do we do or provide that is world class for out customers, our industry, and other potential stakeholders?
  28. 28. OPPORTUNITIES: WHAT ARE OR STAKEHOLDERS ASKING FOR? • How do we make sense of opportunities provided by the external forces and trends? • What are the top 3 opportunities on which we should focus our efforts? • How can we best meet the needs of our stakeholders, including customers, employees, shareholders, and community? • How can we reframe challenges to be seen as existing opportunities? • What new skills do we need to move forward?
  29. 29. ASPIRATIONS: WHAT DO WE CARE DEEPLY ABOUT? • When we explore our values and aspirations, “what are we deeply passionate about?” • Reflecting on Strengths and Opportunities conversations, who are we, who should we become and where do we go in the future? • What is our most compelling aspirations? • What strategic initiatives (e.g. projects, programs, processes) would support our aspirations?
  30. 30. RESULTS: HOW DO WE KNOW WE ARE SUCCEEDING? • Considering our Strengths, Opportunities, and Aspirations, what meaningful measures would indicate that we are on track to achieving our goals? • What are 3 to 5 indicators that would create a scorecard that addresses a triple bottom line of profit, people and planet? • What resources are needed to implement vital projects? • What are the best rewards to support those who achieve our goals?
  31. 31. Implications for managers and leaders The main task of management is meaning making and creating possibilities to go on Organisations are networks of conversation in which accounts are created More than one account can exist, none is the truth, all may be true Conversation/communication contains moral order Affect action through communication
  32. 32. ‘The most exciting breakthrough of the twenty first century will occur not because of technology but because of an expanding concept of what it means to be human’ Futurist John Naisbitt
  33. 33. Learning and Giving for Better Indonesia

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