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AT YOUR BESTBuilding organizational resilience with Appreciative Inquiry

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Poh, M.Z., Swenson, N.C., Picard, R.W., "A Wearable Sensor for Unobtrusive, long•term Asses~ent of Electrodermal Activity," IEEE Transactions on Biomedical Engineering, vol.57, no.S, pp.1243-1252, May 2010. dol: 10.1109/TBME.2009.2038487

Would you describe yourself as an optimist, someone who sees the positive in any situation with relative ease?

THE ANTIDOTE HAPVlNESS FOR. PEOPLE WHO CA..,'T

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BARBARA EHRENREICH

THE NEW YORK TIMES BESTSELLER

BR :GH -SIDED HOW POSITIVE THINKING

IS UNDERMINING AMERICA

The Evidence

Watkins, S., Dewar, B., & Kennedy, C. (2016). Review: Appreciative Inquiry as an intervention to change nursing practice in in-patient settings: An integrative review.

International Journal Of Nursing Studies, 60179-190. doi:10.1016/j.ijnurstu.2016.04.017

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Journal of Child and Adolescent Psyddatric Nursing ISSN I07J-6077

Appreciative Inquiry in Youthful Offender Psychiatric Nursing Research Elizabeth Bonham, PhD, RN, PMHCNS, BC

Eliz.abet!h Bonham, PhD, RN, PMHCNS, BC, is Assistant Professor, College of Nursing and Health Professions, University of Southern Indiana, Evansville, Indiana, USA.

romoting Social]ustice h ough Appreciative Community Service

Peter C. Mather, Erin Konk·le

e,uildin1g Psychologi'cal Capital With Appreciative Inquiry: lnves,t igati.1ng the Mediating Role 10,f B,asic Ps,ycho,lo,gical Need S . f . at1s act-on

Bert Verleysen 1, Frank Lambr1echts2,

and Frederik Van Ackerl

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THE POWER OF QUESTIONS“Asking questions is fundamental to organizational learning, growth, change, renewal and success. The kinds of questions that matter most are those that are learning oriented.”

- Preskill & Catsambas

The Appreciative Interview• Peak experience: Describe a time where you

feel most successful in terms of your contributions to your community?

• Values: Without being humble, what do you value most about yourself and your contributions?

• Wishes: If you had three wishes for your community, what would they be?

Appreciative Interviews: The “Heart & Soul” of AI

1. Begin inquiry in an interesting, non-threatening way

2. Ground success in real experience

3. Make the values of the speaker explicit

THREE FUNDAMENTAL FACTSExceptionality – All of us are exceptions to the rule.

Essentiality – We like to feel as if we would be missed.

Equality – Each of us wants to share our voice. - Salopek, 2006

“the telling of stories is not just to make people feel good and warm. . . The power of the stories is in their ability to remind us what success looked like and felt like – to relive the event and remember that we can be successful, and that we have the capability to bring life and energy to our work.”

– D. Cooperrider

Sean McGrath Flickr CC-A

RE-FRAMING

Individually, list the most pressing problems facing your community right now. (e.g. economic diversification, family violence, job loss, etc.)

WICKED PROBLEMSA wicked problem is a problem that is difficult or impossible to solve because of incomplete, contradictory, and changing requirements that are often difficult to recognize.

Tame problem

Wicked problem

YouTube CC-A

“Problem solving approaches are notorious for placing blame and generating defensiveness. They sap your energy and tax your mind, and don’t advance the organization’s evolution beyond a slow crawl.”

David Cooperrider

“The real voyage of discovery consists not in seeing new landscapes, but in having new eyes.”

- M. Proust

RE-FRAMINGShare your problem list with your partner(s). Select the most pressing problem facing your organization.

Re-frame this problem into a statement or topic that clearly expresses what you want more of, the preferred future state.

A.I.

1. DefinitionChoose a

positive as the focus of inquiry

2. DiscoveryInquire into

exceptionally positive

moments

3. DreamCreate shared

images of a preferred

future

4. DesignCreate a plan to build that

preferred future

5. Delivery(a.k.a. Destiny)Innovate and

improvise ways to create that

future

Topic

InquireAppreciate the best of “what is”

ImagineWhat might

be?

InnovateWhat

should be?

ImplementImplement

the innovation

Stavros, Copperrider, Kelly (2005)

Now SOAR!

INQUIRYinto

Strengths

S

IMAGINEthe

Opportunities

O

INNOVATEto meet

Aspirations

A

INSPIREto achieve

Results

R

Possibility Statements• constructed by everyone affected • the confident and assertive statements of what the

community hopes to become • statements that bridge the best of 'what is' with 'what

might be'• a clear, shared vision for the organization's destiny • written in the present tense • statements that provoke action.

Provocative Propositions• Is it provocative? Does it stretch, challenge, or interrupt?• Is it grounded? Does this illustrate the ideal as a real

possibility?• Is it desired? Do you really want it as a preferred future?• Is it stated in affirmative and bold terms? Does it inspire

you?

End homelessness in Medicine Hat: MHCHS is a respected leader in positive social change in the community, utilizing a collective impact approach

Achieve improved profile through increasing community awareness and fostering relationships: MHCHS is known, understood and appreciated as a valuable entity by the residents of Medicine Hat.

A.I.

1. DefinitionChoose a

positive as the focus of inquiry

2. DiscoveryInquire into

exceptionally positive

moments

3. DreamCreate shared

images of a preferred

future

4. DesignCreate a plan to build that

preferred future

5. Delivery(a.k.a. Destiny)Innovate and

improvise ways to create that

future

" ACTION DETAIL !Most Responsible

Persons

What have we done so far Activities that has worked?

How can we improve? Target or goal

What can we do to make Activities this happen?

Who will be involved and Responsibility how?

Conclusions“if we can create a collective sense of what needs to be achieved, create new models or theories of how to achieve that, and align those with the inherent motivation people have in relation to their organizational life, then a great deal of change leading to increased organizational performance can occur if people are allowed and encouraged to take initiative and make it happen.”

- Bushe & Kassam, 2005

Concluding thoughtsLet go of control in planned change efforts and nurture a more improvisational approach . . . Improvised planned change seems at first glance to be an oxymoron but in each case of transformational change that used an improvisational approach, leaders were able to accomplish their change goals and do so within time frames, way beyond what many who work at and study organizational change would expect as reasonable.

- Bushe & Kassam, 2005

Questions?JASON OPENOjasonopeno.com

jasonopeno@gmail.com

ReferencesAlberta Education. (2011). Designing the future (worksheet). Talking together: A discussion guide for walking

together. Retrieved from https://www.learnalberta.ca/content/aswt/talkingtogether/facilitated_appreciated_inquiry_sample.html

Bonham, E. (2011). Appreciative Inquiry in Youthful Offender Psychiatric Nursing Research. Journal Of Child & Adolescent Psychiatric Nursing, 24(2), 122-129. doi:10.1111/j.1744-6171.2011.00277.x

Bushe, G., & Kassam, A. (2005). When is appreciative inquiry transformational? A meta-case analysis. Journal of Applied Behavioral Science 41 (2). 161-181. Retrieved from http://www.gervasebushe.ca/ai-meta.pdf

David Cooperrider. (2009). T+D, 63(2), 74-75.

Poh, M., Swenson, N., & Picard, R. (n.d). A wearable sensor for unobtrusive, long-term assessment of electrodermal activity. Transactions on Biomedical Engineering, 57(5), 1243-1252.

Preskill, H. S., & Catsambas, T. T. (2006). Reframing evaluation through appreciative inquiry. Thousand Oaks, Calif: SAGE Publications.

References (cont)Mather, P. C., & Konkle, E. (2013). Promoting social justice through appreciative community

service. New Directions for Student Services, 2013(143), 77-88. doi:10.1002/ss.20062

Salopek, J. J. (2006). Appreciative inquiry at 20: Questioning David Cooperrider. T+D, 60(8), 21-22.

Verleysen, B., Lambrechts, F., & Van Acker, F. (2015). Building psychological capital with appreciative inquiry: Investigating the mediating role of basic psychological need satisfaction. The Journal Of Applied Behavioral Science, 51(1), 10-35.

Watkins, J. M., Mohr, B. J., & Kelly, R. (2011). Appreciative inquiry: Change at the speed of imagination (2nd ed.).San Francisco: Pfeiffer.

Watkins, S., Dewar, B., & Kennedy, C. (2016). Appreciative Inquiry as an intervention to change nursing practice in in-patient settings: An integrative review. International Journal of Nursing Studies, 60179-190. doi:10.1016/j.ijnurstu.2016.04.017