Using Appreciative Inquiry for Organizational Transformation

Transcription

1 Using Appreciative Inquiry for Organizational Transformation Francis L. Battisti, PhD Executive Vice_President & Chief Academic Officer SUNY Broome Jason P. Zbock Norwich Campus Executive Director Morrisville State College

2 Objectives Compare and Contrast Organizational Models Understand Appreciative Inquiry as an Assessment Tool Use Appreciative Inquiry for Positive Change Opportunities

3 Principles of Transformation Evolutionary Energy Driven Differences are Magnified Values are Questioned Readiness

4 New Challenges Require New Thinking First The world we have made as a result of the level of thinking we have done thus far, creates problems we cannot solve at the same level of thinking at which we created them. ~Albert Einstein

5 Appreciative Inquiry Appreciate - To recognize the quality, significance or magnitude of. -To be fully aware of or sensitive to. -To raise in value or price. Inquiry -The process of gathering information for the purpose of learning and changing. -A close examination in a quest for truth.

6 The Idea of Positive Change Definition: Any form of organizational change, redesign, or planning that begins with comprehensive analysis of an organization's positive core and then links this knowledge to the heart of any strategic change agenda.

7 The Idea of Positive Change Because human systems move toward what they persistently ask questions about, positive change involves the deliberate discovery of everything that gives a system life when it is most effective in economic and human terms.

8 The Idea of Positive Change Link the positive core directly to any strategic agenda, and changes never thought possible are more rapidly mobilized while simultaneously building enthusiasm, corporate confidence, and human energy.

9 Two Contrasting Models for Organizational Change Deficit-Based Change Constructionist-Based Change Identify the Problem What is the need? Discovery Discover the best of what is Analyze Causes What s wrong here? Dream Imagine what might be. Analyze Possible Solutions How can we fix it? Design Dialogue what should be. Action Planning Problem solved! Destiny Create what will be.

10 Using AI in the Healthcare Sector Trajkovski, Schmied, Vickers and Jackson (2013) indicated appreciative inquiry (AI) may be used to facilitate workforce engagement, and promote organizational learning and positive organizational change in the health care context.

11 Richer, M. C., Ritchie, J., & Marchionni, C. (2010). Appreciative inquiry in health care. British Journal of Health Care Management, 16(4), Using AI in the Healthcare Sector Richer, M. C., Ritchie, J., & Marchionni, C. (2010) reported AI has been used to evaluate and change organizational or clinical processes, explore professional development initiatives, define public healthcare services, create team visions and improve health care work environments.

12 Cultivating a Positive Core at Tendercare in 2002 Tendercare is a regional long-term care provider that operates a chain of skilled nursing homes, assisted living residences and various other long-term care services in the state of Michigan.

13 Tendercare Using the SOAR Framework Tendercare s Vice President of Market Development, We have seen a dramatic shift from a defensive posture of fear to a new level of excitement about our ability to truly make the company into what we want it to be while considering each and every stakeholder. By taking a positive and proactive approach we are able to invest in our good centers instead of spending enormous amounts of time, energy and resources in the couple of centers that seem to drain energy and resources.

14 8 Principles of AI 1. Constructionist: We live in worlds our questions create. Knowledge and organizational destiny are interwoven. We see the world we describe.

15 8 Principles of AI 2. Simultaneity: Change begins at the moment you ask the first question. We see the world we describe.

16 8 Principles of AI 3. Open Book: We can read almost anything into any organization.

17 8 Principles of AI 4. Anticipatory: Deep change occurs first in our images of the future.

18 8 Principles of AI 5. Positive: The more positive the question, the greater and longer-lasting the change.

19 8 Principles of AI 6. Wholeness: Bringing all stakeholders together in large group forums stimulates creativity and builds collective capacity.

20 8 Principles of AI 7. Enactment: Positive change occurs when the process used to create the change is a living model of the ideal future.

21 8 Principles of AI 8. Free Choice: People perform better and are more committed when they have freedom to choose how and what they contribute.

22 ? The Power of The Positive Question? Shows you are listening. Teaches you to slow down. Enriches your perspective. Helps you learn not to jump to conclusions. Makes sure you are on the same sheet of music. Helps you find common ground.

23 Some Assumptions About Communicating Using Appreciative Inquiry What we focus on, and the language that we use, becomes our reality. Reality is created in the moment. There are multiple realities. It is important to value differences. The act of asking questions influences the group in some way. People are more confident and comfortable entering the future when they carry forward parts of the past. What we should carry forward should be what is the best about the past.

24 The Future All organizations have a culture, some have discipline, but few have a culture of discipline. When you have disciplined people, you don t need hierarchy. When you have disciplined thought, you don t need bureaucracy. When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great performance. ~ Jim Collins, Good to Great

25 References Cooperrider, D., Kelley, D. L., & Stravros, J. (2003). Strategic Inquiry -> Appreciative Intent: Inspiration to SOAR, A New Framework for Strategic Planning. AI Practitioner, November Volume. Retrieved from Richer, M. C., Ritchie, J., & Marchionni, C. (2010). Appreciative inquiry in health care. British Journal of Health Care Management, 16(4), Trajkovski, S., Schmied, V., Vickers, M., & Jackson, D. (2013). Using appreciative inquiry to transform health care. Contemporary Nurse: A Journal For The Australian Nursing Profession, 45(1), p. doi: /conu