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Stanley Capela, MA, Senior Director Quality Improvement
and Ariana Brooks, MA, Quality Improvement Analyst HeartShare Human Services of New York,
Provide participants with an orientation on the Appreciative Inquiry approach along with relevant research and literature. Share knowledge on how to implement the process within their own organization by actively engaging the participants in the process. Provide information on how to conduct follow-up sessions once the participants have implemented the process at their respective organizations.
asp?ART_ID=209) . It does not have to be about work 2.nickheap. Each person takes a turn describing an event in which s/he achieved something s/he felt good about.STRENGTH BUILDING ICEBREAKER In small groups: 1. 3. Each group member then tell the person above 2 or 3 strengths s/he must have used to achieve it.co. Then s/he (the person sharing) states the one strength s/he likes the best. If ready. s/he can own this by going around to each person in the group saying “I am (eg) resourceful!” Source: Stength Building by Nick Heap (www. The person adds 1 or 2 of his/her own.uk/article_print.
DEBRIEFING How did that make you feel about yourself and your group? What did you learn about the strengths of your group? .
understanding and fostering innovations in social organizational arrangements and processes. identifies. Seeks out the “best of what is” to help ignite the collective imagination of “what might be”.WHAT IS APPRECIATIVE INQUIRY (AI)? An evaluation process “that inquires into. Based on the belief that human systems are made and imagined by those who live and work within them. Catsambas. and further develops the best of what is in an organization in order to create a better future” (Coghlan. Intended for discovering. 2003). Preskill. An approach to organizational analysis and learning. .
..” (Anderson et al.AI AND ORGANIZATIONAL DEVELOPMENT “Appreciative organizing is based on the assumption that the continuous creation and sharing of meaning is crucial to the full engagement of individuals and to the capacities of the organization for fluid and effective transformation. 2008) Thus. approaching program evaluation and strategic planning from an appreciative perspective can help to increase stakeholder investment and utilization.
COMPARE APPROACHES Evaluative Questions What are the big problems in this organization? Why have systems and procedures not worked? Appreciative Questions Under what circumstances is this organization most effective? What systems and procedures are most effective? Deficit Problems Low morale Lack of Commitment Affirmative Topics Moments of high enthusiasm Creating and sustaining positive energy .
WHY USE APPRECIATIVE INQUIRY? An interactive and engaging process Increase in stakeholder buy-in Decrease in resistance to evaluation and change Less anxiety provoking the more traditional approaches .
TYPICAL CRITICISMS It ignores or even denies problems! Too soft? Focus on stories. Doesn’t dig deep enough! .
How is it used? To build on assets and strengths (what’s working) plan and develop organizational Creative change A philosophy for guiding the evaluation .
learn. and adjust/improvise?” Sustaining Positive Core Dream “What might be?” (What is the world calling for) Envisioning Results Design “What should be--the ideal?” Co-constructing Source: MacCoy & Engman (2006. Appreciative Inquiry in Evaluation. Presentation given at UKES/EES Joint Conference. October). UK .“4-D” CYCLE Affirmative Topic Choice Discovery “What gives life?” (The best of what is) Appreciating Destiny “How to empower. London.
I understand it. I like it How do I do it? .
and most fun organization it could possibly be? We will walk through Phases 1 & 2 of the Appreciative Processes . most energizing.AI DEMO Goal: Develop a series of three to five topics that have the greatest potential to make COA the most effective.
PHASE 1: APPRECIATE Identify the “best of what is: Paired interviews Core questions: Best or peak experience Values Wishes Share stories in groups of 6-8 Identify themes .
when it is at its best? If you had a magic wand. and the way you do your work? What unique skills and gifts do you bring to this team and organization? Your work? Your team? Your organization and its larger contribution to society or the world? 4. and really proud of yourself and your work. 3. 5. what would they be? . Without being humble. most engaged. Tell me about a peak experience or high point in your professional life…a time when you felt most alive. and could have any three wishes granted to heighten the health and vitality of COA. what do you most value about Yourself. 2. What are the core factors that give life to COA.MINI INTERVIEW QUESTIONS 1.
we develop themes and make a master list .IDENTIFYING THEMES In small groups In your groups share your partner’s highlights. focus on great stories they heard. along with inspiring best practices and ideas. Share themes and stories with entire group Each small group shares one or two great stories with the whole group – stories that represent the essence of what the small group has been learning. As we talk. Then continue to share stories and determine factors that contributed to their high point experiences.
Now let’s go back and think some more about the future… .
. 10 years from now? Visions shared in words and/or visual images Groups share their vision and images Discussion of themes.PHASE 2: DREAM Identifying images of a desirable future Small groups envision a possible future state What will the program/organization look like 3. 5.
Select topic clusters 6. We then as a group cluster the topics those that are similar or redundant. essence and intent of the original interviews and stories. Finalize topics Select a single topic name that best carries the spirit. Criteria for Affirmative Topics From these themes we develop a series of affirmative topics that may focus on organizational issues and that may help resolve these issues. Share and Discuss potential topics They present their potential topics and explain the logic of their choices 4.CREATING A VISION 1. Identify Potential Topics We go back into our small groups to identify three to five potential topics. 3. . Cluster Potential Topics 5. 2.
business processes. policies. communication systems. structure) All stated in the affirmative and present tense . go beyond the obvious Represent the organization’s social architecture (culture. strategy. relationships. leadership.PHASE 3: DESIGN Translating the vision into actionable statements Develop provocative propositions or “possibility statements” for themes from stories and visions Stretch the imagination.
PHASE 4: DESTINY Making the provocative propositions become reality Participants select those propositions they wish to work on Monitor. evaluate and celebrate progress Keep the conversations going .
g.Creating Housing Options for Individuals in Challenging Environments Stories: First housing experience Learn new skills (e. affordable housing that is widely available by the group? Wishes: If you had three wishes for this project what Themes: What are the major themes that were identified Learn new things Find people that care .HEARTSHARE EXAMPLE: PHASE 1 Program: Project CHOICE. cooking) would it be? Accessible.
family System: OMRDD . utilizing innovative service models that result in a high degree of personal satisfaction. Statements: If you were asked to come up with a provocative statement or vision of the project what would it be? EX: My home. interns.HEARTSHARE EXAMPLE: PHASE 2 & 3 Project Choice Vision Statement To provide housing and housing supports for individuals that meet their unique needs. wants and lifestyle choices. my time What stakeholders and systems would be involved in this project? Stakeholders: program. community. friends.
The process clearly indicates: Everyone is committed to the project. It has had a positive impact on consumers and staff. and Everyone has rededicated themselves to ensure all consumers who are participating in this project will achieve their dreams and have a quality of life. there was consensus that the vision statement is real and relevant now as it was before.HEARTSHARE EXAMPLE: PHASE 4 Follow-up Overall. .
OTHER USES OF AI Mission Statement/Vision Development Strategic Planning Organizational/System Redesign Process & Service Enhancement Improvement Initiatives Source: Appreciative Inquiry – An Overview by Kendy Rossi .
OTHER USES OF AI Northern Essex Community College used AI for their strategic plan go to for a video and other info: http://www.mass. .php.necc.edu/ai/index.
com Hallie Preskill & Tessie Tzvaras Catsambas Reframing Evaluatyion Through Appreciative Inquiry.business.utah. 2008. Jackie Kelm: www.uk The Appreciative Inquiry Discussion List is hosted by the David Eccles School of Business at the University of Utah. The Appreciative Organization.nickheap. et.case.edu:8080/mailman/listinfo /ailist Appreciative Inquiry Commons http://appreciativeinquiry.Some Sources Harlene Anderson. Sage Publications. Jack Brittain is the list administrator. Nick Heap: http://www.edu/ .appreciativeliving. al. For subscription information: htttp://mailman. David Cooperrider. 2006. The Taos Institute.co.
org or 718-422-4248 Ariana.Capela@heartshare.THANK YOU! Contact info: Stan.org or 718-422-4231 .Brooks@heartshare.
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