Appreciating The Power of What’s Best

When asking for advice about how to proceed with a specific situation, isn’t it frustrating when the response is, "Well, it depends"? Sounds like the advice is coming from an attorney, doesn’t it? It turns out Organizational Effectiveness Consultants also use that phrase too. I know I do. 

My initial engagement with my clients starts with them contrasting for me what their current workplace environment and performance levels look like and what they’d like to see in the future. Ultimately they ask, "So how do we get there?" and honestly, it really does just depend on the answers to some additional questions.

The dependencies we usually explore include workplace elements such as the organization’s:

• culture
• readiness for change 
• commitment to the new vision
• quality of current communications
• level of trust
• patience for working on behavioral change

After playing with the lens through further discussions, we’re able to bring the organization into a clearer focus. Only then can we start discussing the Organization Development (OD) options for moving the organization in the direction of the restated vision. One OD methodology available for involving as many stakeholders as possible in the design of the organizational change plan is known as Appreciative Inquiry (AI).

Appreciative Inquiry

I first learned about AI at an OD Conference I attended years ago, probably in 1990. David Cooperrider, a professor from Case Western University, delivered a compelling presentation on his research with a new methodology he and Suresh Srivastva had developed that he was calling Appreciative Inquiry. What’s exciting about this process is that it takes a totally different approach to change than we normally experience. Rather than approach change from a perspective of developing methods for change designed from understanding what’s not working, AI approaches change by understanding and being attentive to the best and the highest qualities of the organization.

AI is often defined as, "A process of collaborative inquiry, based on interviews and affirmative questioning, that collects and celebrates good news stories of a community; these stories serve to enhance cultural identity, spirit and vision."

OD consultants find the use of AI extremely helpful in situations where there is:

• support for full stakeholder participation
• understanding and commitment to change as an on-going process, not a one-time event
• strong leadership dedication and belief in the affirmative process as a viable change driver
• available systems and resources that encourage sharing "good news stories" and support creative action

AI is distinctly different from problem-solving as it focuses on a desired future or outcome built on the strengths and passions of the past and present. The AI methodology is guided by the following principles:

1. Every system works to some degree; seek out the positive and appreciate the "best of what is."
2. Knowledge generated by inquiry should be applicable; look at what is possible and relevant.
3. Systems are capable of becoming more than they are, and they can learn how to guide their own evolution – so consider provocative challenges and bold dreams of "what might be."
4. The process and outcomes of the inquiry are interrelated and inseparable, so make the process a collaborative one.

So What's Next?

The work of David Cooperrider and others dedicated to the power of AI continues to demonstrate how focusing on the positive and appreciating the best is a healthy, less stressful manner in which to approach change, motivate and engage employees and improve performance results.

What would it mean for your organization, business, customers and employees if you could:

• change the orientation from problem-focused to possibility-focused?
• create a culture that welcomes and embraces stories, shared values, and a sense of identity?
• establish a culture that encourages continuous learning and inquiry?
• renew organizational energy, hope, motivation and commitment?
• improve working relations and minimize conflicts?
• increase in self-motivation?

What would these types of outcomes do to employee engagement, turnover, productivity, sales, profits?

AI is not the methodology for every situation; remember, "It depends." However, in those situations where it is applicable, the potential for engaging stakeholders in dreaming about what the organization could be and then taking the steps to achieve that dream is extremely powerful.

If you’re interested in learning more about how AI can help your organization I’d enjoy the opportunity to discuss it with you. In addition, there are also many books available on the subject, such as Appreciative Inquiry: A Positive Revolution in Change by David Cooperrider and Diana Whitney.

The important point that you need to be aware of is that there are many OD techniques and methodologies available for planning and designing change initiatives, AI being just one of them. Take the time to explore what’s the best for your specific situation, culture, workers and the type of outcomes you are in search of.

This article was written by Deborah A. King, SPHR, CEO and Sr. Organizational Effectiveness Consultant with Evolution Management, Inc. Debbie and her team are energized about changing times and can help your organization navigate the human and operational journeys to the future. Contact us for more information: www.evolutionmgt.com or 770.587.9032.

 

Author Jackie Kelm