transformative learning & appreciative inquiry v2.1
DESCRIPTION
Best Paper, Presented at Academy of Management, August 6, 2007TRANSCRIPT
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY:
A More Perfect Union for Deep Organizational Change
Loretta L. Donovan, Teachers College, Columbia University Susan R. Meyer, Teachers College, Columbia University
Stephen P. Fitzgerald, Touro University International
Academy of Management, Organizational Development & Change Division
Philadelphia, August 6, 2007
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
Changed Perspectives
Attempts at altering organizational strategy, operations and culture imply that shifts in performance will occur due to changed or enlightened perspectives.
Davis & Ziegler, 2000; Kasl & Elias, 2000; Shaw & Taylor, 2000; Yorks & Marsick, 2000
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
Theoretical Synergy
To make the leap from insights and behavior change at individual level to comparable results at the group level calls for incorporation of theories that uphold similar principles of the nature of the person, of learning, of the organization, and of change.
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
Perspective Shifts Involve Learning
Perspective transformation is: “. . . the process of becoming critically
aware of how and why our assumptions have come to constrain the way we perceive, understand and feel about our world”
(Mezirow, 1999)
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
Constructivism & Constructionism
Transformative Learning fosters
Constructivism
Appreciative Inquiry encourages
Constructionism
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
Theory related to individual learning in the midst of change can provide a conceptual platform to propose a similar process at the group level.
Building a New Bridging Construct
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
Meaning Making: Descriptive & Applied
Transformative Learning offers Descriptive Theory
Appreciative Inquiry providesApplied Construct
and Generative Worldview
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
Change Is Perspective Transformation in Action Mezirow:
Individual shifts personal meaning perspectives and measures transformation through altered behavior
Cooperrider:Group engaged to find new shared meaning in lived experience to shift meaning perspectives and alter socio-technical systems
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
To result in new behaviors at the organizational level, change must be embedded in the cognition, memory, and perspective of individuals and the whole.
Change Derived from Collective Learning
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
Tapping the Self-Reflective Process
Collective ideation was found critical to transformational outcomes across 20 AI cases (Bushe & Kassam, 2005).
Mezirow (2000) calls for a strategy to actualize transformative learning,
AI and TL can inform and support one another.
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
Reflection Upon Experience
TL - Individual Experiences impromptu disorienting dilemma Engages in self-examination ad hoc
AI - Collective Scaffold of generative questions raise confidenceStories reveal group’s core strengths
Appreciative Transformative Learning Scaffold of generative questions encourages
individuals and groups to:Inquire together about meaningful experiencesInspire disorienting dilemmasReflect on the assumptions of previously hidden
storiesElevate individual and collective strengths and
capacities
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
TL – Individual Critically assess role assumptionsRecognize that one’s problem is shared
AI - Collective Envision what might be/what the world is calling for Agree on and write possibility statements
Appreciative Transformative Learning As previous role assumptions and performance
requirements are challenged, individuals and groups:
Recognize that they share tremendous strengths and capacities
Co-create positive images of an exceptional futureDialogue, reflect and reframe expectations
collaboratively
Reflection Upon Expectations
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
TL - Individual Explores options for new ways of acting
AI - Collective Defines the social system to involve all stakeholder
groups in planningAligns values, structures, and processes with vision
of the ideal Appreciative Transformative Learning
As a new mindset emerges, individuals and groups:
Explore options for embedding the mindset in socio-technical systems
Reflect to the intention that opportunities for change imply
Reflection Upon Opportunities
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
TL - Individual Build competence and self-confidence in new roles
AI - Collective Co-construct a sustainable preferred future
embracing innovation at many levels Appreciative Transformative Learning
As individuals and groups experiment and live with new roles, relationships and performance requirements, they:
Continuously invest in systematic competence and confidence
Participate in emerging opportunities for inquiryReflection about how they learn in and from actionsEmbed learning to develop individuals and reinforce
the system
Reflection Upon Action
TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change
Conclusion
AI may generate transformative change more consistently by ensuring opportunities for reflection in action.
Appreciative Transformative Learning incorporates those practices and fosters both individual and organizational transformation