Appreciative Inquiry: A Appreciative Inquiry: A Positive Means to Transform Positive Means to Transform

an Organizational Culturean Organizational Culture

Gene Spencer – Bucknell UniversityGene Spencer – Bucknell UniversityMaureen Sullivan – Maureen Sullivan Maureen Sullivan – Maureen Sullivan

AssociatesAssociates

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

How often do we think about how well our organizations are working?

How often is the organizational culture an obstacle to change?

1.1. 1993 – “Refocusing” Computer Services1993 – “Refocusing” Computer Services

2.2. 1997 – Merging IT and Library functions 1997 – Merging IT and Library functions into Information Services & Resourcesinto Information Services & Resources

3.3. 20022002 – Reorganizing the front-line – Reorganizing the front-line Technology Support GroupTechnology Support Group

A Tale of Three Reorganization A Tale of Three Reorganization Efforts @BucknellEfforts @Bucknell

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

1993A very “top-

down” reorganization

process…

The old culture was in the way

and change was imposed.

1997A “grass-roots”

process… called“Opportunistic

Evolution”When the staff realized that change was

necessary and became

motivated to act, things happened.

Top Down – hard to get

commitment

Grass-Roots – slow to get

action

There has to be a better

way!

A New Way…A New Way…

Appreciative InquiryAppreciative Inquiry

AI - A Positive Description of an AI - A Positive Description of an “Organizational Culture”“Organizational Culture”

““Organizations are, first and foremost, Organizations are, first and foremost, centers of human relatedness and centers of human relatedness and relationships come alive where there is relationships come alive where there is an appreciative eye, when people see an appreciative eye, when people see the best in one another and the whole, the best in one another and the whole, when they share their dreams and when they share their dreams and ultimate concerns in affirming ways, ultimate concerns in affirming ways, and when they are connected in full and when they are connected in full voice to create not just new worlds, voice to create not just new worlds, but better worlds. By making it but better worlds. By making it possible for every voice to be heard, a possible for every voice to be heard, a life giving process is enacted.”life giving process is enacted.”

(from The Appreciative Organization by Harlene

Anderson, David Cooperrider, et. al.)

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

Appreciative Inquiry is the study and Appreciative Inquiry is the study and exploration of what gives life to exploration of what gives life to human systems when they function human systems when they function at their best.at their best.This approach to personal change This approach to personal change and organization change is based on and organization change is based on the assumption that questions and the assumption that questions and dialogue about strengths, successes, dialogue about strengths, successes, values, hopes, and dreams are values, hopes, and dreams are themselves transformational.themselves transformational.

(from (from The Power of Appreciative Inquiry by The Power of Appreciative Inquiry by Diana Whitney and Amanda Trosten-BloomDiana Whitney and Amanda Trosten-Bloom))

Appreciate and InquireAppreciate and Inquire

Ap-pre’ci-ateAp-pre’ci-ate, v., 1. valuing; the act of recognizing the , v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to those things that give life (health, vitality, excellence) to living systems 2. to increase in value, e.g. the economy living systems 2. to increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING, has appreciated in value. Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING.PRIZING, ESTEEMING, and HONORING.

In-quire’In-quire’ (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 potentials 2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, and and possibilities. Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY.SYSTEMATIC EXPLORATION, STUDY.

(from (from A Positive Revolution in Change: Appreciative A Positive Revolution in Change: Appreciative Inquiry by David L. Cooperrider and Diana Whitney)Inquiry by David L. Cooperrider and Diana Whitney)

Do you recognize Do you recognize any of these any of these

people in your people in your organization?organization?

Which is an Which is an appreciative view?appreciative view?

Appreciative Inquiry - Simply put…Appreciative Inquiry - Simply put…

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

multiply our successes

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

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 becomes What we focus on becomes our reality.our reality.

3.3. Reality is created in the Reality is created in the moment, and there are moment, and there are multiple realities.multiple realities.

The 8 Assumptions of AIThe 8 Assumptions of AI

4.4. The act of asking questions of an The act of asking questions of an organization or group influences the organization or group influences the group in some way.group in some way.

5.5. People have more confidence and People have more confidence and comfort to journey to the future (the comfort to journey to the future (the unknown) when they carry forward parts unknown) when they carry forward parts of the past (the known).of the past (the known).

The 8 Assumptions of AIThe 8 Assumptions of AI

6.6. If we carry parts of the past forward, they If we carry parts of the past forward, they should 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 InquiryBy Sue Annis Hammond) By Sue Annis Hammond)

A Cultural ShiftA Cultural Shift

The work of leaders changes…The work of leaders changes…

Old work: leaders are responsible for Old work: leaders are responsible for finding and solving problemsfinding and solving problems

New work: leaders enable others to find New work: leaders enable others to find the possibilities, energize the vision and the possibilities, energize the vision and create a new futurecreate a new future

Facilitating an Appreciative View!Facilitating an Appreciative View!

Ask the right Ask the right question…question…

““What do you see here What do you see here that would be useful to that would be useful to

you?”you?”

4-D Cycle of Appreciative Inquiry4-D Cycle of Appreciative Inquiry

Positive Core

Design“Determine

what should be”

AffirmativeTopic Choice

Dream“Imagine

what might be”

Discovery“Appreciate

what is”

Destiny“Create what

will be”

From The Power of Appreciative Inquiry

Applying Appreciative Inquiry to Applying 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 we The 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 is We can appreciate the best of what is already happening and multiply it.already happening and multiply it.

Imagine focusing this kind of attention on Imagine focusing this kind of attention on your organization.your organization.

2002 – The Situation @Bucknell2002 – The Situation @BucknellFront-line Technology Support in crisis modeFront-line Technology Support in crisis mode1993 design no longer worked well1993 design no longer worked wellTechnology had become “mission critical”Technology had become “mission critical”Student employees – first line of defenseStudent employees – first line of defense10% of problems resolved at “first point of contact”10% of problems resolved at “first point of contact”$30,000+ for contractors for summer installs$30,000+ for contractors for summer installsMajor backlog of problemsMajor backlog of problemsUnhappy (but supportive) customersUnhappy (but supportive) customersCompletely reactive modeCompletely reactive mode““We need more staff!” – 5? 7? 9? We need more staff!” – 5? 7? 9? Low staff moraleLow staff morale

2002 – The Approach2002 – The ApproachStaff wanted change and our leadership Staff wanted change and our leadership supported it using the techniques of AIsupported it using the techniques of AIEnergy for change came from the bottom upEnergy for change came from the bottom upGuidance came from the top downGuidance came from the top downThe staff asked me “what’s important to you?”The staff asked me “what’s important to you?”I outlined my 4 key requirements (and got out of I outlined my 4 key requirements (and got out of the way)the way)What happened in the middle was powerfulWhat happened in the middle was powerfulThe staff developed their dream within the The staff developed their dream within the parameters parameters AND, the results far exceed my dreams!AND, the results far exceed my dreams!

4 “Simple” Requirements from the 4 “Simple” Requirements from the Associate VP of ISRAssociate VP of ISR

1.1. Better service for the campus communityBetter service for the campus community2.2. Happier staff with more rewarding jobsHappier staff with more rewarding jobs3.3. Stop using the term “User Self-Stop using the term “User Self-

Sufficiency”Sufficiency”4.4. Say “NO” much less frequently and then Say “NO” much less frequently and then

only “thoughtfully so”only “thoughtfully so”

And we recognize the campus freeze on And we recognize the campus freeze on new positions!new positions!

The 4-D Cycle of AIThe 4-D Cycle of AI

Positive Core

Design“Determine

what should be”

AffirmativeTopic Choice

Dream“Imagine

what might be”

Discovery“Appreciate

what is”

Destiny“Create what

will be”

From The Power of Appreciative Inquiry

The 4-D Cycle of AIThe 4-D Cycle of AI

Positive Core

Design“Determine

what should be”

AffirmativeTopic Choice

Dream“Imagine

what might be”

Discovery“Appreciate

what is”

Destiny“Create what

will be”

From The Power of Appreciative Inquiry

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 Desk Student employees (and a small staff) at the Tech Desk focused on supporting studentsfocused on supporting studentsA new Call Center – takes all calls from faculty/staffA new Call Center – takes all calls from faculty/staff80%80% of problems resolved at “first point of contact” of problems resolved at “first point of contact”Procedures/hand-offs simplified in many casesProcedures/hand-offs simplified in many cases$30,000+ for contractors no longer needed$30,000+ for contractors no longer neededMinimal backlog of cases – delays measured in hoursMinimal backlog of cases – delays measured in hoursProactiveProactive mode – fix problems before they are noticed mode – fix problems before they are noticed

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

The campus now believes that we are much more The campus now believes that we are much more “Customer-Focused”“Customer-Focused”

High staff moraleHigh staff morale

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

We eliminated one staff position We eliminated one staff position

Several other people were redeployed to the “right work”Several other people were redeployed to the “right work”

We rarely need to say “no”We rarely need to say “no”

This effort received a Bucknell “Maxwell Award” for This effort received a Bucknell “Maxwell Award” for Customer Service, Extraordinary Effort and Embracing Customer Service, Extraordinary Effort and Embracing New Directions!New Directions!

An Example AI Process:An Example AI Process:

This illustrates the This illustrates the

““Discovery” stage Discovery” stage

of a Formalof a Formal

Appreciative Inquiry Cycle…Appreciative Inquiry Cycle…

Appreciate What Is!Appreciate What Is!

Provocative PropositionProvocative Proposition

Imagine that you return to work and find a Imagine that you return to work and find a transformed organization. Everything works transformed organization. Everything works well. It is a high-performing, customer-well. It is a high-performing, customer-focused library. It blends its service mission focused library. It blends its service mission and its leadership role in perfect resonance and its leadership role in perfect resonance with the needs and aspirations of the with the needs and aspirations of the community. Its value and contribution are community. Its value and contribution are well known, openly appreciated and well known, openly appreciated and frequently celebrated. frequently celebrated.

Questions to ConsiderQuestions to Consider

What do you see in this picture?What do you see in this picture?

What are the key elements of your What are the key elements of your vision?vision?

How does this feel to you?How does this feel to you?

What will help you achieve your What will help you achieve your vision?vision?

The 4-D Cycle of AIThe 4-D Cycle of AI

Positive Core

Design“Determine

what should be”

AffirmativeTopic Choice

Dream“Imagine

what might be”

Discovery“Appreciate

what is”

Destiny“Create what

will be”

From The Power of Appreciative Inquiry

A Positive Description of an A Positive Description of an “Organizational Culture”“Organizational Culture”

““Organizations are, first and foremost, Organizations are, first and foremost, centers of human relatedness and centers of human relatedness and relationships come alive where there is relationships come alive where there is an appreciative eye, when people see an appreciative eye, when people see the best in one another and the whole, the best in one another and the whole, when they share their dreams and when they share their dreams and ultimate concerns in affirming ways, ultimate concerns in affirming ways, and when they are connected in full and when they are connected in full voice to create not just new worlds, voice to create not just new worlds, but better worlds. By making it but better worlds. By making it possible for every voice to be heard, a possible for every voice to be heard, a life giving process is enacted.”life giving process is enacted.”

(from The Appreciative Organization by Harlene

Anderson, David Cooperrider, et. al.)

Some Closing ThoughtsSome Closing Thoughts

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

Trying to “magnify the positive” builds energy Trying to “magnify the positive” builds energy and enthusiasm into organizations.and enthusiasm into organizations.

Appreciative Inquiry can be applied to virtually Appreciative Inquiry can be applied to virtually any aspect of an organization.any aspect of an organization.

Organizations need to regularly ask questions Organizations need to regularly ask questions about the structure and quality of their work, and about the structure and quality of their work, and search to find the best ideas among them and search to find the best ideas among them and their customers.their customers.

Bibliography – Appreciative InquiryBibliography – Appreciative Inquiry

The Thin Book of Appreciative Inquiry, Sue Annis The Thin Book of Appreciative Inquiry, Sue Annis Hammond (Thin Book Publishing Co.)Hammond (Thin Book Publishing Co.)The Power of Appreciative Inquiry, Diana Whitney & The Power of Appreciative Inquiry, Diana Whitney & Amanda Trosten-Bloom (Berrett-Koehler Publishers)Amanda Trosten-Bloom (Berrett-Koehler Publishers)Encyclopedia of Positive Questions, Vol. 1, Diana Encyclopedia of Positive Questions, Vol. 1, Diana Whitney, David Cooperrider, et. al. (Lakeshore Whitney, David Cooperrider, et. al. (Lakeshore Communications)Communications)The Appreciative Organization, Harlene Anderson, David The Appreciative Organization, Harlene Anderson, David Cooperrider, 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

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

Other AI ResourcesOther AI Resources

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

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

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

The End!The End!

Gene Spencer – Gene Spencer – gspencer@bucknell.edugspencer@bucknell.edu

Maureen Sullivan - Maureen Sullivan - msull317@aol.commsull317@aol.com