Appreciative Inquiry & Experiential Learning . Intro to AI and EL

8/14/2019 Appreciative Inquiry & Experiential Learning . Intro to AI and EL

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It is a Time for Re-thinking Human

Organization & Change Globalization, workforce emogra!hics an technolog"

has create transformational shifts for organizations# $iththis comes increasing com!le%it" with ambiguous, noel!roblems an continual challenges for change#

$e're also e%!eriencing trens towar creating aluethrough !eo!le where the intangibles, such as leaershi!,culture an relationshi!s make a ifference to anorganization's bottom line an com!etitie aantage#

(uring the ne%t )* "ears, we also face ro!s in workforcegrowth an the !roblem won't +ust be a lack of boies#kills, knowlege, e%!erience, an relationshi!s arewalking out the oor# Therefore, collaboration an

knowlege sharing are moing to the forefront of


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Is the study and exploration of what gives life to human systems when

they function at their best.

Is based on the assumption that questions and dialogue about

strengths, successes, values, hopes and dreams are themselves

transformational.

Suggests that human organizing and change, at its best, is a relational

process of inquiry grounded in affirmation and appreciation.

Appreciative Inquiry

-AI.


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Appreciative Inquiry -AI.$Continued

AI is a simple technique with a complex backgroun! It has

been use successfull" all o#er the worl to consultwith

people an learn from their experiences$ to involve whole

organi%ations in change an e#elopment an to builda

visionfor the future that e#er"one can share an help put

into practice!

Appreciati#e Inquir" is a technique that can easil" be

learne an aapte for a range of situations! It is an

approach that involvesand engagespeople! It encourageslistening and communicationskills an abo#e all it

empowersini#iuals an emonstrates respectfor each

other&s #iews!


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' Pro*le#/olving/olving Approaches

De"icit#0ased AppreciativeInquiry

Hae ain

.Ientif" the roblems

.Root Cause /nal"sis

.olution /nal"sis

./ction lanning

Reflecting on what we o best

(isseminate stories & best

!ractices

0arratie anal"sis of successfactors

(etermine our !referre worl

Conscious, ins!ire choices

0asic Assuption1/n organization is a

!roblem to be sole

0asic Assuption1/n organization is a

m"ster" to beembrace


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)#D Cycle !verview1

A""irative Topic Choice

The c"cle begins with the thoughtful ientificationof what is to be stuie2affirmatie to!ics# Theto!ics selecte become the organization's agenafor learning & innoation# These to!ics unfol

through the collectie thoughts from 3 4core56uestions1)# Tell me about a !eak e%!erience or high!oint in "our !rofessional

lifea time when "ou felt most alie, most engage an reall" !rouof "ourself an work#

7# $ithout being humble, what o "ou most alue about "ourself an

the wa" "ou o "our work8 9our team8 9our organization8:# $hat are the core factors that gie life to this organization, when it is

at its best8

3# If "ou ha a magic wan, an coul hae : wishes grante toheighten the health an italit" of this organization, what woul the"be8


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)#D Cycle !verview$ Continued2

Drea Phase/n energizing e%!loration of 4what might be#5 This!hase is a time for !eo!le to collectiel" e%!loreho!es an reams for their work, their working

relationshi!s, their organization an theircommunit #

Discovery Phase

/n e%tensie, coo!eratie search to unerstan the4best of what is5 an 4what has been#5 It is t"!icall"conucte ia )%) interiews, it ma" also incluefocus grou!s an large grou! meetings# (iscoer"

inoles !ur!osefull" affirmatie conersationsamong man" or all members of an organizationincluing e%ternal stakeholers, benchmarkorganizations an customers# This is where we finthe 4!ositie core52the most !ositie !otential#


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)#D Cycle !verview$ Continued2

Destiny Phase

/ series of ins!ire actions that su!!ort ongoing

learning & innoation or 4what will be#5 This is the final!hase that focuses s!ecificall" on !ersonal anorganizational !aths moing forwar# In man" cases,/I becomes the framework for leaershi! & ongoingorganizational eelo!ment# Therefore, in the

Destiny phase, many organizations begin the 4-D

Design Phase

The creation of a set of !roocatie !ro!ositions whichare statements escribing the ieal organization or4what shoul be#5 (esign actiities e%!an on theorganization's image of itself b" !resenting clear

!ictures of how things will be when the organization's!ositie core is boll" alie#


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Discovery

-.hat gi#es life/01The best of what is

Appreciating

Discovery

-.hat gi#es life/01The best of what is

Appreciating

Dream-.hat might be/0

1.hat is the worl calling for

Envisioning Results

Dream-.hat might be/0

1.hat is the worl calling for

Envisioning Results

Design

-.hat shoul bethe ieal/0

Co-constructing

Design

-.hat shoul bethe ieal/0

Co-constructing

Destiny-ow to empower$ learn$

an aust6impro#ise/0

Sustaining

Destiny-ow to empower$ learn$

an aust6impro#ise/0

Sustaining

Affirmative

opic !hoice

"ositive

!ore

4-D Cycle


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/I is su!!orte b" 3ight Principles

Constructionist Principle1$ors create worls; meaningis sociall" create, through language & conersations#

Principle o" /iultaneity1In6uir" creates change; the

moment we ask a 6uestion, we begin to create change#

Poetic Principle1$e can choose what we stu";organizations, like o!en books, are enless sources ofinformation & learning#

Anticipatory Principle1 Human s"stems moe in theirection of their images; what we choose to stu" makes aifference#


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Positive Principle1ositie 6uestions lea to !ositiechange#

Wholeness Principle1$holeness brings out the best in!eo!le & organization; bringing all stakeholers together ina grou! forum that stimulates creatiit" an builscollectie ca!acit"#

3nactent Principle1To reall" make change, we must4be the change we want to see#5

4ree Choice Principle1eo!le !erform better an aremore committe when the" hae the freeom to choosehow an what the" want to contribute#

#ight "rinciples of AI, !ontinued$


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otential ?ision (eelo!ment

trategic lanning

Organizational>"stem Reesign

rocess an erice @nhancement

Aualit" Im!roement Initiaties

Grou! Culture Change

Ciic>Communit" (eelo!ment


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$hat is @%!eriential Bearning

@BD8@B is a formalize !rocess for reflecting one%!erience in orer to e%tract meaningfullearning an to eelo! tacit

)knowlege# E"

sharing an learning from common e%!erience,!eo!le attain the high leels of ra!!ort,em!ath", trust an mutual unerstaningnecessar" to risk an embrace change

together#

)Tacit Fnowlege is a mi%ture of eliberations, sub+ectie insight, intuitionan +ugment that we ac6uire b" irtue of our e%!eriences ane%!ertise#


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David -olbs model of the earning !ycle

:xperiential ;earning is best escribe b" a#i DolbE


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Structured #xercise

:xperience > ebrief Appreciati#e Inquir"E

Six /reedoms that liberate power 0*round )ules1

Hreeom to be known in elationship

The Hreeom to


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Affirmative opicsAffirmative opics0normally created using the 2core3 questions10normally created using the 2core3 questions1

8reser#ing the positi#e core of what CBJ oes

best an letting go of other things that no longer

fit the e#ol#ing nature of our work!

Creating a more collaborati#e an seamless CBJ

training team where our processes an proceuresare mutual > the client has a consistent

experience across CBJ!

Structured #xercise


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1 eet a *stranger+ pic un!amiliar partner.

2 %nter/ie each other (10 min each)

3 isten & share your storiescan mae

rie! notes, i! needed

22Discovery "hase3Discovery "hase3

Appreciative Interview *uidelines'Appreciative Interview *uidelines'

Structured #xercise


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+! escribe a time when "ou worke effecti#el" > collaborati#el"

with another training partner 1from another ;K team has a wonerful seamless

partnership! .hat oes this look like/ .hat 3 things might ha#e

been one to create this seamless partnership/

Appreciative Interview

4uestions'

Structured #xercise


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Form groups o! 5-6, along ith your

original partner7

Intro'uce your partner to the group y ma


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.$hat i "ou hear that was im!ortant8

.$hat le us to creating these wonerfulthemes an ieas8

/hared +eaning o" the PositiveCore2

Structured #xercise

Discussion Around the !ampfire


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=oices of the Huture

esign? Ji#ing Horm to =alues > Ieals

estin"? Inspire Action > Impro#isation


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7ummar"

.e can ecie what to focus on in our

organi%ations! .e can focus on what is percei#e

to be broken or we can choose to inquire into the

life gi#ing$ positi#es of our work!

Kur share beliefs about what is possible will

shape our images > beha#iors!


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eference ;ist?

$hitne", (iana an Trosten-Eloom, /mana 7:D# Theower of /!!reciatie In6uir"1 / ractical Guie to ositieChange#

Ricketts, =iriam an $illis, ames 7)D# @%!erience /I1 /

ractioner's Guie to Integrating /!!reciatie In6uir" with@%!eriential Bearning#

Folb, (ai /# )JK3D# @%!eriential Bearning1 @%!erience asthe ource of Bearning an (eelo!ment#

/I Commons website at htt!1>>a!!reciatiein6uir"#cwru#eu

/iractioner ournal has articles of on-going research for the

/I methoolog" The on-line +ournal is at
http://appreciativeinquiry.cwru.edu/http://appreciativeinquiry.cwru.edu/

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Appreciative Inquiry & Experiential Learning . Intro to AI and EL