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  • LearningandLivingACultureofAppreciativeInquiry

    OneStoryataTime

    January910,2014

    with

    MicheleBrielmaier,BradSchloesser,andDenaColemerofSCCCheriTorresandBobLaliberteofInnovationPartnersInternational

    Your Name 2013 Innovation Partners International, all rights

    reserved. Permission granted for internal use.

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    2Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    GeneralAgenda

    Tomaximizeourtimetogether,pleaseselfmanagebreaksasneededDay1ThisdayfocusesonlearningaboutAIandunderstandingthepracticeofAI.Intheprocess,participantswillexperienceinterviewsandsmallgroupdiscussionsaimedatsurfacingwhatitmeanstoworkinaculturedefinedbytheAIPrinciplesandpractices.AIwillbeseeninthelightoftheneedfornewwaysofworkingthatenableagility,collaboration,innovationandadaptabilityallimportantinourpresentenvironment.Salientfeatures:theimportanceofstory,framing,inquiry,optimizinghumanperformanceandcreativity.WhatsetsanAIapproachtoactionapartistakingthetimetostepback,inquire,research,disruptbeforedrivingtoaction.Welcome,OpeningandOverviewIntroducingAIPairedInterviewsCreatingConditionsforanAICultureSmallGroupProcessDiscoveringOurStrengthsandPositiveCoreforanAICultureIntentionalCultureTransformation:HumanNature,CreativityandHighPerformanceLunchSmallGroupProcessImaginingOurDesiredCultureKeyAIPracticesPuttingThosePracticesintoActionClose:Sharing,Questions,Review,PrepfortomorrowselectyourstrategyonthewayoutDayTwoThisdayfocusesonusingAIasamethodtogenerateinitialactionplansforthestrategicplan.ParticipantswilllearnaboutCoreTeamresponsibilities,stakeholderengagement,andchoosethestrategytheyaremostinterestedintodevelopaninitialresearchplanand/orsetofprojectstoprototype.Outcomesfromtodaywillbecompletedelectronicactionplansforinitialactiononallstrategiesthatinspireparticipants.Welcomeback,Checkin,OverviewoftheDay,PreparingtoPlanPuttingAItoWorkontheStrategicPlanLunchRapidStressTestingCoreTeam,StakeholderIdentification,andStrategiesforEngagingStakeholdersCreatingtheTimelineandInitialActionPlanReview,Questions,AVerySpecialClosing

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    3Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    EasyReference

    Pages

    StrategicPlan 56

    AppreciativeInquiry(AI) 710

    Interview 1114

    OurStoryisFateful&TheNewScience 1617,4245

    IncreasingYourReturnonCollaboration 19

    FramingforOutcomes 2021,46

    CraftingInquiry 2326

    ApplyingAItoCollegeGoalsandStrategies 28

    CoreTeamandStakeholderEngagement 29

    ResourcesandReferences

    Definitions:ReturnonCollaboration 32EvidenceforAppreciativeInquiry 3334PositiveImagePositiveAction 3536AIPrinciplesinAction 37PositivePsychology&NewScience 3839

    FromSWOTtoSOAR 4041 MakingStuffUp,ItsWhatWeDo 4243

    LadderofInference 4445 Framing&Reframing 46 IdentifyingStakeholders 47 DesigningforEngagement 4854 TheExcellenceParadigm 5556

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    4Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    OverviewandAgenda

    WhatwewilldoEngagewiththeoryandpracticeforAppreciativeInquiry,collaborationandstrategicplanningPlay,work,buildrelationships

    WhereitwillgetyouBecomeastrongerteamEnhanceyourabilitytopracticeAppreciativeInquiryandworktogethertoinventyourfutureIncreaseyouragilityandcreativity

    WhatwillyoubeabletodoasaresultParticipateincreatingandimplementingthestrategicplanBuilddurableandresilientrelationshipsamongdiversegroupsFostercollaborationandinnovationinyourdepartmentsandatSCC

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    5Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    StrategicPlanningGoals201420

    Fiveprimarygoalsand5subgoalsemergedfromtheStrategicPlanningRetreat.Thefivesubgoalsdirectlysupportthesuccessoftheprimarygoalsandwillbeintegratedinwaysthataligntosupporttherapidachievementoftheprimarygoals.

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    6Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    StrategiesforAchievingGoals

    A. AICULTUREGOAL:SCCpracticesappreciativeanddisruptiveinquirygrowingapositivecultureofcollaborationandinnovation.

    STRATEGIES:1. AIisembeddedinourphilosophyinprincipleandpractice[policy,procedures,andstructuressuchasHRevaluation,

    hiring,etc.].2. AIispracticedandwearefosteringandenhancingrelationshipsthatinspireequalityandinclusivityforall

    stakeholders.3. AIispracticedandisinspiringaninclusiveclimateofscholarshipandservice.4. AIandDisruptiveInquiryarepracticedforcontinuousqualityimprovementandexcellenceindeliveringourmission

    [AI,DI,prototyping,agileactionandperpetualevolution].B.HOLISTICLEARNERSUPPORTSERVICESGOAL:SCCprovidesacomprehensiveeducationapproachthatdevelopsthewholelearnerbody,mindandspiritsupportinglifelongsuccess,enhancingacademicandskillscompetencywithpersonalandprofessionalleadershipandteamworkcompetency.STRATEGIES:5. Innovativesolutionsaddressthediverseneedsoflearnersandsupportgenuineinclusion.6. Ouradvisingmodelinvolvesfaculty,staffandstudentsinthedesignandimplementationofanindividualized

    successplanforlearnersthatensureacademic,technology,personalandprofessionalsuccess.7. Weoffercollaborativeandinnovativeprogramsandstrategiesthatmeetthenonacademic/technicalskillsneedsof

    learners,withspecialemphasisonpersonalandcareercounselingandprofessionaldevelopment.C.QUALITYEDUCATIONGOAL:SCCdeliversexcellenceinacademicprogrammingthatisrelevant,accessible,andresponsiveandeffectivelyprepareslearnersforlivingandlearninginaglobalmarketplace.STRATEGIES:8. Facultyexcelsintheassessmentofstudentlearninganddevelopment.9. Weprovideeducationaloptionsthatpreparelearnersforentryintotheworkforce,careeradvancement,and

    academictransferopportunities.10. Expeditecurriculumdevelopment11. SCCleadsthestateinnew,innovativeandqualityonlineandblendedlearningD.PARTNERSHIPSANDCOLLABORATIONGOAL:SCCcollaborateswithbusinessandcommunitymembers,buildingpartnershipstomeetdiverselearnerandindustryneedsthroughouttheregion.STRATEGIES(Thereweremany,thesearethetoptwo):12. CollaborativepartnershipswithK12arefosteringlearnerpreparedness,enrollmentinSCCprogramsandlifelong

    success.13. Partnershipsandcollaborationwithbusinessandindustrysupportqualityeducation,facilities,learnersuccessand

    employersatisfaction.E.MARKETINGANDBRANDINGGOAL:Consistent,coherentandwellplannedmarketingandbrandingresultsinbroadrecognitionatthelocalandstatelevel,reinforcingpartnershipsandgeneratingincreasedenrollment,completionandplacement.STRATEGIES:14. Acomprehensivemarketingandcommunicationplan,drivenbykeydistinctives,resultsinastrong,positivebrand.F.SUBGOALSTHATCROSSALLPRIMARYGOALS:15. Facultyandstaffdevelopacomprehensiveemployeepersonal/professionalplanthatsupportsindividualsuccess

    whilebuildingcollaborativecapacitytoachieveoursharedgoals.16. TechnologyisembeddedinthefabricofSCCinordertosupportthestrategicgoals.17. Educationandprofessionaldevelopmentleadstoculturalcompetenceforallemployeesandlearners.18. Facilitiesareoptimized,supportingthestrategicgoals19. Existingexpertiseandinfrastructurecreatesinnovativeopportunitiesthatgeneraterevenuewhilesupportingthe

    strategicgoals.

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    7Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    WhatisAppreciativeInquiry?

    WhatisAppreciativeInquiry(AI)?AppreciativeInquiryisatheoryandpracticeforapproachingchangefromaholisticframework.Basedonthebeliefthathumansystemsaremadeandimaginedbythosewholiveandworkwithinthem,AIleadssystemstomovetowardthegenerativeandcreativeimagesthatresideintheirmostpositivecoretheirvalues,visions,achievements,andbestpractices.AIisbothaworldviewandapracticalprocess.Intheory,AIisaperspective,asetofprinciplesandbeliefsabouthowhumansystemsfunction,adeparturefromthepastmetaphorofhumansystemsasmachines.AppreciativeInquiryhasanattendantsetofcoreprocesses,practices,andevenmodelsthathaveemerged.Inpractice,AIcanbeusedtococreatethetransformativeprocessesandpracticesappropriatetothecultureofaparticularorganization.Groundedinthetheoryofsocialconstructionism,AIrecognizesthathumansystemsareconstructionsoftheimaginationandare,therefore,capableofchangeatthespeedofimagination.Onceorganizationmembersshifttheirperspective,theycanbegintoinventtheirmostdesiredfuture.

    Watkins,J.M.&BernardJ.Mohr.AppreciativeInquiry:ChangeattheSpeedofImagination,

    JosseyBass,2001,pagesxxxixxxii

    AppreciativeInquirydeliberatelyseekstodiscoverpeoplesexceptionalitytheiruniquegifts,strengths,andqualities.Itactivelysearchesandrecognizespeoplefortheirspecialtiestheiressentialcontributionsandachievements.Anditisbasedonprinciplesofequalityofvoiceeveryoneisaskedtospeakabouttheirvisionofthetrue,thegood,andthepossible.AppreciativeInquirybuildsmomentumandsuccessbecauseitbelievesinpeople.Itreallyisaninvitationtoapositiverevolution.Itsgoalistodiscoverinallhumanbeingstheexceptionalandtheessential.Itsgoalistocreateorganizationsthatareinfullvoice!

    Cooperrider,D.L.et.al.(Eds),LessonsfromtheField:ApplyingAppreciativeInquiry,ThinBookPublishing,2001,page12.

    AIinvolves,inacentralway,theartandpracticeofaskingquestionsthatstrengthenasystemscapacitytoapprehend,anticipate,andheightenpositivepotential.Itcentrallyinvolvesthemobilizationofinquirythroughthecraftingoftheunconditionalpositivequestion,ofteninvolvinghundredsorsometimesthousandsofpeople.AIdeliberately,ineverythingitdoes,seekstoworkfromaccountsofthepositivechangecoreanditassumesthateverylivingsystemhasmanyuntappedandrichandinspiringaccountsofthepositive.Linktheenergyofthiscoredirectlytoanychangeagendaandchangesneverthoughtpossiblearesuddenlyanddemocraticallymobilized.

    Cooperrider,DavidL,et.Al,AppreciativeInquiry:RethinkingHumanOrganizationTowardaPositiveTheoryofChange,StipesPublishing,2000.

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    8Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    ImageisCompelling

    PositiveImagePositiveAction ThePlaceboEffectIfyoubelievesomething,yourwholebeingstrivestocomeinto

    alignmentwiththatbelief.

    ThePygmalionEffectIfsomeoneelsebelievessomethingaboutyou,yourwholebeingstrivestocomeintoalignmentwiththatbelief.

    PositiveAffect/EffectOurwholebeingalignsaroundthewordsandquestionsspokentous.

    RiseandFallofCulturesCommunitiesofpeoplealignaroundimagesofwhatspossible.Whentherearenopositiveimagesofthefutureorconversationsofhope,theculturedecays.

    AffirmativeCapabilityOurwholebeingalignsaroundtheimageswecarry;wearecompelledtomovetowardsthem.

    [Note:Researchcitationsareinthereferencesectionpages3536.]BasicAIConcepts Whatyouseek,youfindmoreofThemorepositiveandinspiringyourquestions,the

    morelikelyyouaretogeneratepositivepossibilitiesforaction.

    PeoplecommittowhattheyhelptocreateThemoreparticipativeyourconversations,planninganddecisionmaking,themorecommittedpeoplearetocollaboratingonsuccess.Engagingthewholegeneratesorganizationalflourishing.

    Bold,evocativestoriescompelustoactionWearecompelledtomoveinthedirectionoftheimageswehold.Storyhastheuniquecapacitytoelicitimagesandinformactionwiththefullnessofcontextandcharacter.

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    9Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    KeyAILeadershipConcepts IntentionallyCreateanEnvironmentforCollaborationWhenpeoplefeelsafe,included,

    valuedandrespectedtheyarefreetoengagefullyandcontributetheirstrengths. OutcomesFocusedWherearewegoing,whatarewestrivingtoachievingtogether,what

    dowewanttococreate?Insteadofgettingitright,focusonlearningandexcellence,whichfostergrowthandperpetualevolutioninresponsetoachangingenvironment.

    InquiryBasedAdoptanattitudeofinquiry;recalltheaweandcuriosityofchildhood.Intentionallyseekopportunitythroughappreciativeanddisruptiveinquiry.

    WholenessInviteeveryoneandengagepeopleinmeaningfulways.Strengthenrelationshipsandconnectionbydeliberatelybuildingtrust.

    [Note:Inthereferencesection,seeEngagementinformation,pages4854andtheLeadershipExcellenceModel,pages5556.]

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    10Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    AIPrinciplesConstructionistPrinciple Wejointlyconstructoursocialrealitiesthroughoursharedconversations(verbalandbody)

    andrelationships. Whenwechangethewaywetalktogether,thequestionsweask,etc.,wechangethe

    presentreality. Wordscreateworlds.PrincipleofSimultaneity Changehappensthemomentweaskthequestion,themomentweact. Inquiryisintervention.

    PoeticPrinciple Therearemanyperspectives,multiplewaysofknowingandunderstanding. Howweunderstandasituationorapersonandwhatstorywetellaboutitimpacts

    everything.AnticipatoryPrinciple Wemoveinthedirectionofourthoughtsandtheimagesthatwehold. Weseewhatweexpecttosee;whatwelookfor,wefind. Whatwefocusonexpands. Whetheryouthinkyoucanoryoucant,youreright!ThePositivePrinciple(orPrincipleofGenerativity) Thequestionsweaskandwhatweinquireintoaregenerative. Themorepotentandpositivethequestions,themorepositiveandgenerativetheoutcome.[Note:IntheReferenceSection,seewaystoputPrinciplesintoaction,page37.]

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    11Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    InterviewProtocol

    Asaninterviewer,yourroleistoguidethepersonyouinterviewthroughaseriesofquestionsthatwillgeneratetheirbestthinkingonourthemeandtopics.Astheinterviewer,activelylisten,engagewiththestoryandthestoryteller,drawoutspecificdetailsandexamples,andbegenuinelycuriousabouttheexperiencesthataresharedwithyou.Enjoytheinterviewprocess.Itisanopportunitytohonortheotherbyofferingyourbestlisteningskillsandaskingclarifyingquestions.Appreciatetheverybestofwhothepersoniswithwhomyouarespeakingandthefactthateachpersonsanswersformpartofthefabricofourfuture.Thismaybeamemorableandimpactfultimeforbothofyou.ListenandClarifyAsaninterviewer,yourgoalistoencourageavividandcompletedescriptionofeventsandideas.Encouragethepersonyouareinterviewing,yourpartner,totellaverydescriptiveanddetailedstory/vision/idea.Encourageexpansionofthestorysrichnessbyaskingclarifyingquestionssuchas:

    Tellmealittlemoreaboutthepartwhen... Whowasinvolved? Whatwasimportanttoyou? Howdidthataffectyou? Whatwasyourcontribution? Whatdoyouthinkwasreallymakingitwork? Whatdidyoucontribute? Whatwereyouthinkingorfeeling?

    Itisbestifyouactuallyreadthequestionsaloud.Itisimportanttostayontopicandresisttheurgetodialogue.Offeryourverybestlisteningskills.Keepthespotlightonyourinterviewpartner.Allowforsilenceandfortheflowtomoveasyourpartnerwantsit.Ifsomebodydoesnotwantto,orcant,answeraninterviewquestion,thatsOK.Letitgoorcomebacklatertothatquestion.Seekpersonalexperiencesanddetailsinsteadofgeneralities.Letyourpartnertellhisorherstory.Avoidgivingyouropinionabouttheexperiencesthisisaninterviewandinformationgathering,notadiscussion.Listenforgreatquotesandtakegoodnotesofthethemesandquotesthatemerge.Starorhighlightthosequotesordetailsthatstandout.

  • WorkbookforAppreciativeInquiry&StrategicPlanning

    12Cheri B. Torres, Ph.D. ctorres@innovationpartners.com

    InterviewInstructions

    Purpose:Todiscoverstoriesthatreflectyouandyourcolleaguesworkingtogetheratyourbestwithaneyetowardsyourdesiredculture.INTERVIEWINSTRUCTIONS:Chooseapartner.Lookforsomeoneyoudonotknoworwouldliketogettoknowbetter.Intervieweachother.Usin...

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