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Your Business at its Best: Transform your approach with
Appreciative Inquiry
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The problem with problem-solving David Cooperrider observed that the problem-solving approach “may be effective in some contexts for particular kinds of problems, but it is by no means the best or only way to address many of the critical issues facing today’s organizations. . . . The problem-solving method is painfully slow, asks people to look backward at yesterday’s failures and rarely results in a new vision. 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.”
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Discovery: The Appreciative Interview
• If you could wave a magic wand, what one
thing would you transform about your organization? After the transformation, what would it look like?
• When did you feel most successful in terms of your contributions to your organization?
• Without being humble, what do you value most about yourself?
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The Heart & Soul of AI – They begin the inquiry in a non-threatening, and
interesting way. – They help participants listen to the other person’s story of
success – They help participants get to know one another better – They serve as the foundation for determining future
success – They ground participants “success” in a real experience – They require that success be a personal experience – They make the values of the storyteller explicit – They require participants to reflect on the causes and
contributing factors for that success – They generate recommendations that can be used later to
develop future actions.
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Jim Collins, Built to Last
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Dream Imagine it is two years from now and you have been successful in achieving this positive, preferred state. BusinessWeek or FastCompany wishes to write an article on this exceptional initiative and the corporate culture that brought it into being. What are people saying? What is happening internally in your organization? What made it possible?
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Design: Provocative Propositions • constructed by allowing everyone affected to make a
contribution, • the confident and assertive statements of what the
organization hopes to achieve (Trajkovski, et al, 2013). • statements that bridge the best of 'what is' with your
own speculation or intuition of 'what might be,' • a clear, shared vision for the organization's destiny
(Cooperrider, Whitney, and Stavros, p. 168), • written in the present tense because it is grounded in
what is already working, and • statements that provoke action.
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Provocative Propositions • Positive desire: Do you want this? • Present tense: Is it grounded in ideal examples
that illustrate real possibility? • Inspiring: Is it stated in affirmative, bold, and
assertive terms? • Is it provocative? Does it stretch? Interrupt?
Challenge?
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Examples • Residents trust us with their lives – a
responsibility we hold sacred. We earn trust through unwavering commitment to superior care tempered with compassion and respect.
• Our organization acts on its value of high-level trust in the belief that people are committed to personal accountability. Our employees know that they are valued.
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College Day – AI Summit
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MHC at its Best: Creating Exceptional Experiences
STUDENTS Our students engage in a transformative experience that develops their knowledge, values and skills. Our diverse students are enabled to adapt in an increasingly complex future. Students enhance their confidence and competence to successfully achieve their goals by participating in relevant programs, activities, and supports. EMPLOYEES Our employees are respected and valued for the unique strengths and contributions they make to the learning environment. MHC nurtures mutual appreciation of each other’s efforts, skills, and expertise. Employees are culturally competent, embrace a rapidly evolving future, and are supported to continue their own pathways of learning. COMMUNITIES Our communities collaborate and participate with MHC in mutually beneficial relationships. The strengths, opportunities, and aspirations of our communities shape our place in an interconnected world. Our many partners gain from an exchange of knowledge and expertise, and our commitment to share leadership.
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Creating Exceptional Experiences for STUDENTS Goal 1: When MHC is at its best, students engage in rich learning experiences. Objectives: To accomplish this, MHC: ● Builds relevant programs, curricula, resources, and services ● Expands the range of educational opportunities to serve the region ● Creates deep learning opportunities using high engagement teaching strategies ● Prepares individuals to succeed in a global context Goal 2: When MHC is at its best, students receive personalized support to ensure their success. Objectives: To accomplish this, MHC: ● Ensures robust supports to foster holistic student development for an increasingly diverse student population ● Maximizes access for students ● Implements a strategic enrollment management plan ● Celebrates student leadership and achievements
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Creating Exceptional Experiences for EMPLOYEES Goal 3: When MHC is at its best, employees work in a positive culture that values, supports and recognizes their contributions. Objectives: To accomplish this, MHC: ● Creates avenues for interaction, networking and mutual understanding ● Strengthens and encourages employee learning ● Acknowledges and celebrates employee contributions and successes ● Fosters a culture of health and wellness ● Enables a creative environment that inspires new ideas and risk taking Goal 4: When MHC is at its best, employees focus on excellence. Objectives: To accomplish this, MHC: ● Supports a dynamic teaching and learning environment ● Embraces learning models that respond to the evolving expectations of learners ● Promotes research and scholarly activities ● Builds incentives for collaboration across the college and communities
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Creating Exceptional Experiences for our COMMUNITIES Goal 5: When MHC is at its best, we collaborate with educational institutions, industry and other community partners. Objectives: To accomplish this, MHC: ● Develops strong and sustainable partnerships for mutual benefit ● Reflects the unique identities of our region ● Is an integral part of our communities Goal 6: When MHC is at its best, we actively participate in the economic and social life of our region. Objectives: To accomplish this, MHC: ● Redefines the notion of “campus” to align and engage with identified community needs ● Is invested in the development of our communities ● Engages in two-way sharing of expertise and knowledge
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Delivery with SOAR
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Evidence-Based “Appreciative Inquiry brings to light the importance of ideas and of creating a social science that aids in the formation of new ideas. The forms of engagement that have evolved in AI practice may not, in the end, turn out to be best way to engage collective ideation, but these cases demonstrate that doing so appears to be central to transformational change (Bushe & Kassam, 2005).”
