The power of leadership is amazing. Marc's comment in his March 17 radio is enough to fuel me for a long time. Here's what struck a chord for me:
"Even more recently, the field of psychology know as "positive psychology" has been crafted into a very effective approach to change, one that is as natural as water running down hill. The common approach to change "management" is decidedly like pushing water up hill. This newly crafted approach is called "Appreciative Inquiry". My experience tells me that any person who has succeeded in helping a group through change practiced these principles whether they had a name for it or not."
I've been considered an appreciative inquiry "fanatic" and have utilized it sometimes amazing results for the past several years.
I have just returned from a workshop in Appreciative Inquiry facilitated by two masters in this field: Professor David Cooperrider, PhD, from Case Western University, considered to be the initial developer of this methodology, and Frank Barrett, PhD, Associate Professor of Management with the Naval Postgraduate School.
Studying with these gifted men and 35 others from around the country and the world for three and a half days was uplifting to say the least. I came away with renewed hope and energy that we can make the world a better place.
Appreciative Inquiry process takes people beyond the focus of the "problem" to facilitating a transformation through dialogue, imagination, creativity, and empowerment. Problem solving approaches to organizational change have largely resulted in adaptive learning. The problem is analyzed, the causes are analyzed, solutions are proposed and action is planned. This can be an entirely appropriate response to an emergent situation in need of immediate action: i.e. engine failure on an airplane in flight or an adverse drug reaction in a patient. We don't need to do away with problem solving.. it saves lives and time.
However, if we only focus on problem solving processes, we are at risk for a culture that focuses only on breakdowns, mistakes, failures and heightening defensiveness as well as a perspective of organizations and people as problems to be solved. Repeatedly I hear a call for a more positive focus. The negativity that results in a problem focus wears people down.
I believe that transformation requires innovative thinking and expansion of imagined limitations. Appreiciative Inquiry's typically "4-D" cycle can propel groups and organizations to new horizons. The stages in this cycle are "Discovery, Dream, Design, and Destiny". Here's a brief description of each stage:
Discovery: Seeking to understand and explore the factors that bring life, creativity and imagination to an organization or system. Illuminating the best of what is. Embedded in this stage is the understanding that what you focus on, you find more of. Consider the different responses from the following questions:
Why can't this team get along?
What are the problems here?
Why do we still have these problems?
or...
What possibilities exist that we haven't thought of yet?
What solutions would have us both win?
When have you felt most hopeful about this situation?
Dream: Imaging what could be. This step builds upon the discovery of the best of what is to begin imagining and creating even greater possibilities. Every accomplishment begins in the imagination.
Design: Deciding upon the ideal and developing strategy to build the innovations imagined in the Dream stage.
Destiny: Planning for building a culture of empowered participants, embedding learning systems and a plan for generative learning as the culture grows in the direction articulated possibilities.
In my experience, appreciative inquiry process unleashes hope, energy, enthusiasm, creativity, and brings out the best in people and organizations. I'll follow up with more posts that follow the use of this process in our pilot sites.
In the meantime, if you are interested in finding out more about AI, check out the Case Western Reserve University, Weatherhead School of Management website. You'll find a wealth of information and resources: inquiry.http://appreciativeinquiry.cwru.edu
In her response to Marc, Stacey commented about the power of the words we use. The way we talk with each other and what we talk about is how we create our world.
I believe that one of the reasons we are successful as a project team is that we are lead with encouragement and encouraged to view mistakes as opportunities for learning. I experience support, respect, and encouragement from Marc and Mary. When I moved up here to begin this project, I was enthusiastic about AI and Marc was not familiar with it. Despite the fact that the approach took him out of his comfort zone initially, he was willing to take the time from his already overloaded schedule to familiarize himself. He listened to my rationale and engaged in dialogue with me. Mary has utilized the concepts in her work with us as a team and embeds it in her work in the project. This positive approach to leadership only inspires my growth and dedication in this work. I am grateful.
