Appreciative Inquiry - One Hour Interactive Overview

8/8/2019 Appreciative Inquiry - One Hour Interactive Overview

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` This presentation is intended to help a group understand, as well as

have a short but powerful experience of, Appreciative Inquiry. It is

not an end, just the early stages of an awakening. The slides heavily

leverage the knowledge, energy and resources of the Appreciative

Inquiry community. You can connect to through the Appreciative

Inquiry Commons at: http://appreciativeinquiry.case.edu/. There is a

lot of great material here.

` Thank you to David Cooperrider who gave life to this idea, and to

Sue Hammond and others I have interacted with over the years.

This is a very powerful, yet simple technology. I have personally

used it often in M&A integration, multiple organization changeefforts, organization design, strategic planning, process redesign

and team building. Enjoy.



Goals:

Learn a little

Dialogue a little

Create a little

Agenda:Introductions 2 - 5 Minutes

Presentation 10 - 15 Minutes

Exercise 10 - 20 Minutes

Application 5 -15 Minutes

Wrap & Close 3 ± 5 Minutes

Interper sonal:

InteractiveInformal

Listen

Respect

Assume the best



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Maybe Darwin Was Wrong

Life is about invention, notsurvival

We¶re here to create, not defend

Everything is in a constant

process of discovery & creating

Life organizes and seeks

systems so that more may

flourish

Life is a great playgr ound we

make up as we go

Maybe««



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The study of w hat gives lifeto human systems w hen t hey are at t heir best.

The art and practice of

asking questions t hat strengt hen a system¶scapacity to apprehend,anticipate and heig hten

positive potential«..

A way to focus on w hat wewant & w hat we want moreof, as opposed to focusing w hat we don¶t want

a short story



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Ap-pre¶ci-ate, v.

1. The act of recognizing the

best in people or

the world around

us; affirming past

and presentstrengths,

successes, and

potentials; to

perceive those

things that give life

(health, vitality,excellence) to

living systems.

2. To increase in value, e.g. the economy has

appreciated in value.

3. Synonyms: VALUING, PRIZING, ESTEEMING,

HONORING.



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I n-quire¶, v.

1. The act of exploration

and discovery.

2. To ask questions; to be

open to seeing new

possibilities

3. Synonyms: DISCOVER,

EXPLORE, SEARCH,STUDY



1. I n every human situation somet hing works

2. W hat we focus on becomes our reality

3. Reality is created in t he moment and t here aremultiple realities

4. The language we use shapes our reality

5. The act of asking questions influences t heoutcome in some way

6. People have more confidence going into t hefuture (unknown) w hen t hey carry forward parts

of t he present (known)

7. I f we carry parts of t he past into t he future, t hey should be w hat are best about t he past

8. I t is important to value differences

Assumption of AI Assumption of AI



to a hammer

everythingis a nail!

"I t is tempting, if t he only tool you have is a

hammer, to treat everyt hing as if it were a

nail. Abraham Maslow



Powerful QuestionsPowerful Questions

People, organizations and communities move in thedirection of what we most frequently and

systematically ask questions about.

W hat would t he universelook like if I were riding on

t he end of a lig ht beam at

t he speed of lig ht

Albert Einstein



Exercise



Describe a time in your life you felt alive, engaged,

were performing at a high level. How did you feel?

What were you doing? Who else was involved? How

did your ³best´ emerge?

Share the story: 5 + 5

What were the common elements?



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Questions:

1. What is the future we wish tobring about?

2. What are we willing to engage

our hearts and minds to

create?

3. What new assumptions must

we embrace?

4. How do we come together in

different ways?

5. How will we know if we are

successful?

What if we could accelerate the

delivery of [ ], and

save/prolong more life? What

would that mean?Provocative Proposition



ProblemProblem Solving to Appreciative I nquiry Solving to Appreciative I nquiry



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Identify Problem

Conduct Root Cause

Analysis Brainstorm Solutions &

Analyze

Develop Action Plans

Metaphor: Organizations areproblems to be solved

Appreciate ´What isµ(What gives life?)

Imagine ´What Might Beµ Determine ´What Should

Beµ

Create ´What Will Beµ

Metaphor: Organizations aretreasure chests filled with potential

Deficit Thinking Possibility Thinking



³The best way to

predict the future is tocreate it.´

«.and«.

³The task of leadership is to createan alignment of strengths«making a system¶s weaknessesirrelevant´.

--Peter Drucker



17Created by Susan Copple





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Appreciate I nquiry Appreciate I nquiry 44--D Model D Model



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Focuses on what is already working well and

contributing to the success

Values people¶s personal experiences and

contributions

Raises the sense of what is possible

Creates openness to change



Asking Asking Different Different QuestionsQuestions

What is the biggest What possibilities exist

problem here? that we have not thought

about yet?

Why do you mess up What¶s the smallest

so often? change that could make

the biggest impact?

Why do we still have What solutions would

those problems? have us all win?

Why does everything What makes my questionsgo wrong all the time? inspiring, energizing, and

mobilizing?

to



³No problem can be solved from the same level of

consciousness that created it. We must learn to see

the world anew.´

³There are only two ways to live your life. One is as

though nothing is a miracle. The other is as though

everything is a miracle.´

± Albert Einstein



U sing AppreciateU sing Appreciate I nquiry I nquiry

M&A

Team Building

Organizational Change and Integration

Strategic Planning

Conflict Resolution

Performance Management Communications

Alliances and Joint Ventures

Community and Customer Relations

Diversity Initiative

HR Practices Leadership & Management Development

Work Process Redesign

Documents

Appreciative Inquiry - One Hour Interactive Overview