bucknell ltf5 appreciative inquiry

8/8/2019 Bucknell LTF5 Appreciative Inquiry

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Appreciative Inquiry: AAppreciative Inquiry: APositive Means to TransformPositive Means to Transform

an Organizational Culturean Organizational CultureGene SpencerGene Spencer Bucknell UniversityBucknell University

Maureen SullivanMaureen Sullivan Maureen SullivanMaureen SullivanAssociatesAssociates

Living The Future 5Living The Future 5April 16, 2004April 16, 2004


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How often do we

think about howwell ourorganizations

are working?

How often is theorganizationalculture anobstacle tochange?


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1.1. 19931993 Refocusing Computer ServicesRefocusing Computer Services

2.2. 19971997 Merging IT and Library functionsMerging IT and Library functionsinto Information Services & Resourcesinto Information Services & Resources

3.3. 20022002 Reorganizing the frontReorganizing the front--linelineTechnology Support GroupTechnology Support Group

A Tale of Three ReorganizationA Tale of Three Reorganization

Efforts @BucknellEfforts @Bucknell


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http://www.isr.bucknell.edu/About_ISR/Staff_presentations_and_http://www.isr.bucknell.edu/About_ISR/Staff_presentations_and_publications/Road_Less_Traveled_Paper.pdfpublications/Road_Less_Traveled_Paper.pdf


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1993A very top-

downreorganization

process

The old culturewas in the way

and changewas imposed.


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1997A grass-roots

process calledOpportunistic

Evolution

When the staffrealized thatchange was

necessary and

becamemotivated to act,things happened.


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Top Down

hard to getcommitment

Grass-Roots

slow to getaction

There has to

be a betterway!


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AIAI -- A Positive Description of anA Positive Description of an

Organizational CultureOrganizational CultureOrganizations are, first and foremost,Organizations are, first and foremost,centers of human relatedness andcenters of human relatedness andrelationships come alive where thererelationships come alive where there

is an appreciative eye, when peopleis an appreciative eye, when peoplesee the best in one another and thesee the best in one another and thewhole, when they share their dreamswhole, when they share their dreamsand ultimate concerns in affirmingand ultimate concerns in affirmingways, and when they are connected inways, and when they are connected infull voice to create not just new worlds,full voice to create not just new worlds,but better worlds. By making itbut better worlds. By making itpossible for every voice to be heard, apossible for every voice to be heard, alife giving process is enacted.life giving process is enacted.

(from The AppreciativeOrganization by Harlene

Anderson, David

Cooperrider, et. al.)


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What is Appreciative Inquiry (AI)?What is Appreciative Inquiry (AI)?

Appreciative Inquiry is the study andAppreciative Inquiry is the study andexploration of what gives life toexploration of what gives life tohuman systems when they functionhuman systems when they functionat their best.at their best.

This approach to personal changeThis approach to personal changeand organization change is based onand organization change is based onthe assumption that questions andthe assumption that questions anddialogue about strengths, successes,dialogue about strengths, successes,

values, hopes, and dreams arevalues, hopes, and dreams arethemselves transformational.themselves transformational.

(from(from The Power of Appreciative Inquiry byThe Power of Appreciative Inquiry byDiana Whitney and Amanda TrostenDiana Whitney and Amanda Trosten--BloomBloom))


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Appreciate and InquireAppreciate and Inquire

ApAp--precipreci--ateate, v., 1. valuing; the act of recognizing the, v., 1. valuing; the act of recognizing thebest in people or the world around us; affirming past andbest in people or the world around us; affirming past and

present strengths, successes, and potentials; to perceivepresent strengths, successes, and potentials; to perceivethose things that give life (health, vitality, excellence) tothose things that give life (health, vitality, excellence) toliving systems 2. to increase in value, e.g. the economyliving systems 2. to increase in value, e.g. the economyhas appreciated in value. Synonyms: VALUING,has appreciated in value. Synonyms: VALUING,PRIZING, ESTEEMING, and HONORING.PRIZING, ESTEEMING, and HONORING.

InIn--quirequire (kwir), v., 1. the act of exploration and discovery.(kwir), v., 1. the act of exploration and discovery.2. To ask questions; to be open to seeing new potentials2. To ask questions; to be open to seeing new potentials

and possibilities. Synonyms: DISCOVERY, SEARCH, andand possibilities. Synonyms: DISCOVERY, SEARCH, andSYSTEMATIC EXPLORATION, STUDY.SYSTEMATIC EXPLORATION, STUDY.

(from(fromA Positive Revolution in Change: AppreciativeA Positive Revolution in Change: AppreciativeInquiry by David L. Cooperrider and Diana Whitney)Inquiry by David L. Cooperrider and Diana Whitney)


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Do you recognizeDo you recognizeany of theseany of thesepeople in yourpeople in yourorganization?organization?

Which is anWhich is anappreciative view?appreciative view?


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Appreciative InquiryAppreciative Inquiry -- Simply putSimply put

If we look for what isbest and learn from it,we can magnify and

multiply our successes

If we continue to search for problems,we will continue to find problems


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The 8 Assumptions of AIThe 8 Assumptions of AI

1.1. In every society, organization,In every society, organization,or group, something works.or group, something works.

2.2. What we focus on becomesWhat we focus on becomesour reality.our reality.

3.3. Reality is created in theReality is created in themoment, and there aremoment, and there aremultiple realities.multiple realities.


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4.4. The act of asking questions of anThe act of asking questions of anorganization or group influences theorganization or group influences thegroup in some way.group in some way.

5.5. People have more confidence andPeople have more confidence andcomfort to journey to the future (thecomfort to journey to the future (theunknown) when they carry forward partsunknown) when they carry forward partsof the past (the known).of the past (the known).


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6.6. If we carry parts of the past forward, theyIf we carry parts of the past forward, theyshould be what is best about the past.should be what is best about the past.

7.7. It is important to value differences.It is important to value differences.

8.8. The language we use creates our reality.The language we use creates our reality.

(from(from The Thin Book of Appreciative InquiryThe Thin Book of Appreciative Inquiry

By Sue Annis Hammond)By Sue Annis Hammond)


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A Cultural ShiftA Cultural Shift

The work of leaders changesThe work of leaders changes

Old work: leaders are responsible forOld work: leaders are responsible forfinding and solving problemsfinding and solving problems

New work: leaders enable others to findNew work: leaders enable others to findthe possibilities, energize the vision andthe possibilities, energize the vision andcreate a new futurecreate a new future


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Facilitating an Appreciative View!Facilitating an Appreciative View!

Ask the rightAsk the rightquestionquestion

What do you see hereWhat do you see here

that would be useful tothat would be useful toyou?you?


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44--D Cycle of Appreciative InquiryD Cycle of Appreciative Inquiry

Positive Core

DesignDetermine

what should be

Affirmative

Topic Choice

DreamImagine

what might be

DiscoveryAppreciate

what is

DestinyCreate what

will be

From The Power ofAppreciative Inquiry


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Applying Appreciative Inquiry toApplying Appreciative Inquiry to

Improving Organizations?Improving Organizations?The choice of what we study is critical.The choice of what we study is critical.The questions we ask will define what weThe questions we ask will define what we

will learn.will learn.The words we use create our reality.The words we use create our reality.

We can appreciate the best of what isWe can appreciate the best of what is

already happening and multiply it.already happening and multiply it.Imagine focusing this kind of attention onImagine focusing this kind of attention onyour organization.your organization.


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20022002 The Situation @BucknellThe Situation @Bucknell

FrontFront--line Technology Support in crisis modeline Technology Support in crisis mode1993 design no longer worked well1993 design no longer worked wellTechnology had become mission criticalTechnology had become mission criticalStudent employeesStudent employees first line of defensefirst line of defense

10% of problems resolved at first point of10% of problems resolved at first point ofcontactcontact$30,000+ for contractors for summer installs$30,000+ for contractors for summer installsMajor backlog of problemsMajor backlog of problems

Unhappy (but supportive) customersUnhappy (but supportive) customersCompletely reactive modeCompletely reactive modeWe need more staff!We need more staff! 5? 7? 9?5? 7? 9?Low staff moraleLow staff morale


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20022002 The ApproachThe Approach

Staff wanted change and our leadershipStaff wanted change and our leadershipsupported it using the techniques of AIsupported it using the techniques of AI

Energy for change came from the bottom upEnergy for change came from the bottom up

Guidance came from the top downGuidance came from the top down

The staff asked me whats important to you?The staff asked me whats important to you?I outlined my 4 key requirements (and got out ofI outlined my 4 key requirements (and got out ofthe way)the way)

What happened in the middle was powerfulWhat happened in the middle was powerful

The staff developed their dream within theThe staff developed their dream within theparametersparameters

AND, the results far exceed my dreams!AND, the results far exceed my dreams!


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4 Simple Requirements from the4 Simple Requirements from theAssociate VP of ISRAssociate VP of ISR

1.1. Better service for the campus communityBetter service for the campus community

2.2. Happier staff with more rewarding jobsHappier staff with more rewarding jobs

3.3. Stop using the term User SelfStop using the term User Self--SufficiencySufficiency

4.4. Say NO much less frequently and thenSay NO much less frequently and thenonly thoughtfully soonly thoughtfully so

And we recognize the campus freeze onAnd we recognize the campus freeze onnew positions!new positions!


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The 4The 4--D Cycle of AID Cycle of AI

Positive Core

DesignDetermine

what should be

Affirmative

Topic Choice

DreamImagine

what might be

DiscoveryAppreciate

what is

DestinyCreate what

will be

From The Power of

Appreciative Inquiry


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Positive Core

DesignDetermine

what should be

Affirmative

Topic Choice

DreamImagine

what might be

DiscoveryAppreciate

what is

DestinyCreate what

will be

From The Power of



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2002 Outcomes2002 OutcomesA new model developed by the staffA new model developed by the staffCalls to the Tech Desk are differentiated (students vs.Calls to the Tech Desk are differentiated (students vs.faculty/staff)faculty/staff)

Student employees (and a small staff) at the Tech DeskStudent employees (and a small staff) at the Tech Desk

focused on supporting studentsfocused on supporting studentsA new Call CenterA new Call Center takes all calls from faculty/stafftakes all calls from faculty/staff

80%80% of problems resolved at first point of contactof problems resolved at first point of contact

Procedures/handProcedures/hand--offs simplified in many casesoffs simplified in many cases

$30,000+ for contractors no longer needed$30,000+ for contractors no longer needed

Minimal backlog of casesMinimal backlog of cases delays measured in hoursdelays measured in hours

ProactiveProactive modemode fix problems before they are noticedfix problems before they are noticed


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2002 Outcomes (continued)2002 Outcomes (continued)Delighted customersDelighted customers

The campus now believes that we are much moreThe campus now believes that we are much moreCustomerCustomer--FocusedFocused

High staff moraleHigh staff morale

People are matchedPeople are matched to their strengthsto their strengths and interestsand interests

We eliminated one staff positionWe eliminated one staff position

Several other people were redeployed to the right workSeveral other people were redeployed to the right work

We rarely need to say noWe rarely need to say no

This effort received a Bucknell Maxwell Award forThis effort received a Bucknell Maxwell Award forCustomer Service, Extraordinary Effort and EmbracingCustomer Service, Extraordinary Effort and EmbracingNew Directions!New Directions!


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An Example AI Process:An Example AI Process:

This illustrates theThis illustrates the

Discovery stageDiscovery stageof a Formalof a Formal

Appreciative Inquiry CycleAppreciative Inquiry Cycle

Appreciate What Is!Appreciate What Is!


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Provocative PropositionProvocative Proposition

Imagine that you return to work and find aImagine that you return to work and find atransformed organization. Everything workstransformed organization. Everything workswell. It is a highwell. It is a high--performing, customerperforming, customer--

focused library. It blends its service missionfocused library. It blends its service missionand its leadership role in perfect resonanceand its leadership role in perfect resonancewith the needs and aspirations of thewith the needs and aspirations of the

community. Its value and contribution arecommunity. Its value and contribution arewell known, openly appreciated andwell known, openly appreciated andfrequently celebrated.frequently celebrated.


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Positive Core

DesignDetermine

what should be

Affirmative

Topic Choice

DreamImagine

what might be

DiscoveryAppreciate

what is

DestinyCreate what

will be

From The Power of



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A Positive Description of anA Positive Description of an

Organizational CultureOrganizational Culture

Organizations are, first and foremost,Organizations are, first and foremost,centers of human relatedness andcenters of human relatedness andrelationships come alive where thererelationships come alive where thereis an appreciative eye, when peopleis an appreciative eye, when peoplesee the best in one another and thesee the best in one another and thewhole, when they share their dreamswhole, when they share their dreamsand ultimate concerns in affirmingand ultimate concerns in affirmingways, and when they are connected inways, and when they are connected infull voice to create not just new worlds,full voice to create not just new worlds,

but better worlds. By making itbut better worlds. By making itpossible for every voice to be heard, apossible for every voice to be heard, alife giving process is enacted.life giving process is enacted.

(from The AppreciativeOrganization by Harlene

Anderson, David

Cooperrider, et. al.)


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Some Closing ThoughtsSome Closing Thoughts

The questions you ask help to create the realityThe questions you ask help to create the realityof your organization.of your organization.

Trying to magnify the positive builds energyTrying to magnify the positive builds energy

and enthusiasm into organizations.and enthusiasm into organizations.Appreciative Inquiry can be applied to virtuallyAppreciative Inquiry can be applied to virtuallyany aspect of an organization.any aspect of an organization.

Organizations need to regularly ask questionsOrganizations need to regularly ask questionsabout the structure and quality of their work, andabout the structure and quality of their work, andsearch to find the best ideas among them andsearch to find the best ideas among them andtheir customers.their customers.


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BibliographyBibliography Appreciative InquiryAppreciative Inquiry

The Thin Book of Appreciative Inquiry, Sue AnnisThe Thin Book of Appreciative Inquiry, Sue AnnisHammond (Thin Book Publishing Co.)Hammond (Thin Book Publishing Co.)

The Power of Appreciative Inquiry, Diana Whitney &The Power of Appreciative Inquiry, Diana Whitney &Amanda TrostenAmanda Trosten--Bloom (BerrettBloom (Berrett--Koehler Publishers)Koehler Publishers)

Encyclopedia of Positive Questions, Vol. 1, DianaEncyclopedia of Positive Questions, Vol. 1, DianaWhitney, David Cooperrider, et. al. (LakeshoreWhitney, David Cooperrider, et. al. (LakeshoreCommunications)Communications)

The Appreciative Organization, Harlene Anderson, DavidThe Appreciative Organization, Harlene Anderson, DavidCooperrider, et. Al. (Taos Institute Publications)Cooperrider, et. Al. (Taos Institute Publications)

Appreciative Leaders, edited by Marjorie Schiller, et. Al.Appreciative Leaders, edited by Marjorie Schiller, et. Al.(Taos Institute Publications)(Taos Institute Publications)

The Far Side (various publications), Gary LarsonThe Far Side (various publications), Gary Larson


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http://www.isr.bucknell.edu/About_ISR/Staff_presentations_and_http://www.isr.bucknell.edu/About_ISR/Staff_presentations_and_publications/Road_Less_Traveled_Paper.pdfpublications/Road_Less_Traveled_Paper.pdf


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Other AI ResourcesOther AI Resources

The Appreciative Inquiry CommonsThe Appreciative Inquiry Commons((www.appreciativeinquiry.org/www.appreciativeinquiry.org/ ))

The Taos Institute (The Taos Institute (www.taosinstitute.net/www.taosinstitute.net/ ))

A Guide to Appreciative Inquiry, Bernard J. MohrA Guide to Appreciative Inquiry, Bernard J. Mohr(Pegasus Communications)(Pegasus Communications)

Second International Appreciative Inquiry ConferenceSecond International Appreciative Inquiry Conference((http://www.aiconsulting.org/conference2004/http://www.aiconsulting.org/conference2004/ Miami,Miami,

Florida September 19Florida September 19--22, 2004)22, 2004)


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The End!The End!

Gene SpencerGene Spencer [email protected]@bucknell.edu

Maureen SullivanMaureen Sullivan -- [email protected]@aol.com

bucknell ltf5 appreciative inquiry

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