Using “Appreciative Inquiry” to Unleash the Power of Your People (a.k.a.) Greater Profitability Through Business Process Excellence: Using Appreciative.

Using “Appreciative Inquiry” to Using “Appreciative Inquiry” to Unleash Unleash

the Power of Your People the Power of Your People (a.k.a.)(a.k.a.)

Greater Profitability Through Greater Profitability Through Business Process Excellence: Business Process Excellence: Using Appreciative Inquiry to Using Appreciative Inquiry to get more of what you want in get more of what you want in

your business.your business.

Welcome!Welcome!

Appreciative InquiryAppreciative Inquiry

“The study of what gives life to human systems when they are at their best.”

• A methodology for positive change• An invitation to a positive revolution• A process for whole system

transformation (e.g. Avon Mexico)

Appreciative InquiryAppreciative Inquiry

is a positive, is a positive, strength basedstrength based

alternative to problem alternative to problem solving solving

as a means of initiating as a means of initiating

and managing change in and managing change in

organizations.organizations.

Why Should You be Why Should You be Interested?Interested?

Appreciative Inquiry can give Appreciative Inquiry can give your organization a competitive your organization a competitive advantage by:advantage by:

• Fully engaging the creativity and talent of Fully engaging the creativity and talent of your existing employees – unleashing your existing employees – unleashing their potentialtheir potential


Appreciative Inquiry can give Appreciative Inquiry can give your organization a competitive your organization a competitive advantage by:advantage by:

• Fully engaging the creativity and talent of Fully engaging the creativity and talent of your existing employees – unleashing your existing employees – unleashing their potentialtheir potential

• Magnifying the speed at which you can Magnifying the speed at which you can execute positive innovationsexecute positive innovations


Appreciative Inquiry can give your Appreciative Inquiry can give your organization a competitive organization a competitive advantage by:advantage by:

• Fully engaging the creativity and talent of your Fully engaging the creativity and talent of your existing employees – unleashing their potentialexisting employees – unleashing their potential

• Magnifying the speed at which you can execute Magnifying the speed at which you can execute positive innovationspositive innovations

• Creating an organizational culture that attracts Creating an organizational culture that attracts the best and brightest talent to it, and keeps it.the best and brightest talent to it, and keeps it.

Two Approaches to Two Approaches to Initiating/Managing Initiating/Managing

ChangeChangeProblem Solving ApproachProblem Solving Approach

• Asks: “What are the problems here?”Asks: “What are the problems here?”• Focuses on: Problems, deficiencies, what’s wrong, Focuses on: Problems, deficiencies, what’s wrong,

what’s broken, what isn’t working. Seeks “fixes” to what’s broken, what isn’t working. Seeks “fixes” to problems. problems.

““Appreciative” Approach Appreciative” Approach since 1987since 1987

• Asks: “What works well here?” What is this Asks: “What works well here?” What is this organization like when it is at its best?”organization like when it is at its best?”

• Focuses on: Peak experiences, best practices, life Focuses on: Peak experiences, best practices, life giving/life enriching forces.giving/life enriching forces.

Appreciative Inquiry is Appreciative Inquiry is based on the ancient based on the ancient

wisdom thatwisdom that

Whatever you focus Whatever you focus your your

attention onattention on

G G R R O O W W SS

The Case of Pro CareThe Case of Pro Care

79% Customer 79% Customer SatisfactionSatisfaction

Desire to Desire to improve…improve…

First they held focus First they held focus groups with groups with “Dissatisfied” “Dissatisfied” CustomersCustomers


Using this approach:Using this approach:

• ……the the bottom dropped outbottom dropped out

• Customer satisfaction plungedCustomer satisfaction plunged

• Staff morale plungedStaff morale plunged


The Appreciative Inquiry AlternativeThe Appreciative Inquiry Alternative

• Interviews with satisfied customersInterviews with satisfied customers

• ““...Outstanding Customer Satisfaction ...Outstanding Customer Satisfaction Experience”Experience”

• Generative BenchmarkingGenerative Benchmarking

• 95% fully satisfied customers after 95% fully satisfied customers after 8 months8 months

British AirwaysBritish Airways

•Lost BaggageLost Baggage

Given that whatever you focus your Given that whatever you focus your attention on grows, how to reframe?attention on grows, how to reframe?

British AirwaysBritish Airways

•““Exceptional arrival Exceptional arrival experiences”experiences”

Roadway ExpressRoadway ExpressWanted to reduce costs because of the Wanted to reduce costs because of the pressure they were experiencing from non-pressure they were experiencing from non-unionized trucking companies.unionized trucking companies.

They didn’t use “cost cutting” initiatives They didn’t use “cost cutting” initiatives which focus on what’s “wrong” (costs are too which focus on what’s “wrong” (costs are too high)high)

From the Roadway Express From the Roadway Express Interview ProtocolInterview Protocol

• Question 4: A truly outstanding organization is one where each person is given the opportunity to display financial responsibility. Understanding how what I do impacts the bottom line, doing things right the first time, and being aware of the costs of doing business are all components of financial responsibility. Describe a time when you felt you exhibited a clear sense of financial responsibility.

• What was it about the situation that enabled you to do this?

• What 3 things could be done to strengthen everyone’s sense of financial responsibility?

Because “whatever you focus Because “whatever you focus your attention on grows”your attention on grows”

Appreciative Inquiry Appreciative Inquiry seeks to discover the seeks to discover the

root causes of success root causes of success rather than the root rather than the root

causes of failure.causes of failure.

The term “Appreciative The term “Appreciative Inquiry” comes from:Inquiry” comes from:

““appreciate”appreciate”• to value or admire highly to value or admire highly • to recognize with gratitudeto recognize with gratitude• to increase in value,to increase in value, like money in a like money in a

good investment good investment

““inquiry” inquiry” • • to seek to understand through the to seek to understand through the

asking of questionsasking of questions

Appreciative InquiryAppreciative Inquiry is used to is used to make some existing positive make some existing positive quality in the organization quality in the organization “appreciate”, by systematically “appreciate”, by systematically “inquiring” into where this quality “inquiring” into where this quality already exists within the already exists within the organization, organization, even if it currently even if it currently exists only in very small amounts.exists only in very small amounts. (e.g. Avon Mexico)(e.g. Avon Mexico)

Appreciative InquiryAppreciative Inquiry is used to get is used to get

“more” of “more” of something. something.

What do you want more What do you want more of of

in your in your company/organization?company/organization?• Profits/Productivity?Profits/Productivity?

• Employee loyalty? Customer loyalty?Employee loyalty? Customer loyalty?• Effective teamwork?Effective teamwork?• Increased creativity and innovation?Increased creativity and innovation?• Shared leadership?Shared leadership?• High morale and enthusiasm for the High morale and enthusiasm for the

job?job?• Fiscal responsibility & accountability?Fiscal responsibility & accountability?

Whatever positive quality you Whatever positive quality you want “more of” in your want “more of” in your organization, organization, Appreciative Appreciative InquiryInquiry can help you get it by can help you get it by discovering where the quality discovering where the quality already exists in your already exists in your organization, and then organization, and then leveraging this to create more.leveraging this to create more.

Business Results

Using

Appreciative Inquiry

Green Mountain Coffee RoastersGreen Mountain Coffee Roasters

“Enhancing Profitability ThroughEnhancing Profitability Through Business Process Excellence” 2003Business Process Excellence” 2003

““The 25 cent Challenge” – attempted for 10 yearsThe 25 cent Challenge” – attempted for 10 years

Net incomeNet income 2004 year end 2004 year end 2005 Year End2005 Year End IncreaseIncrease

(in $000) (in $000) $ 7,825 $ 7,825 $ 8,956 $ 8,956 $1,131 $1,131(source GMCR Financial Statements)(source GMCR Financial Statements) 14.45% 14.45%

Feb. 05Feb. 05 Feb, 06 Feb, 06 IncreaseIncrease

Stock PriceStock Price $26.02 $26.02 $38.02$38.02 46.1% 46.1% (source Yahoo Finance)(source Yahoo Finance)

Green Mountain Coffee RoastersGreen Mountain Coffee Roasters

According to their web site, GMCR has had double digit net sales growth for the last 27 consecutive quarters. (as of January 2010)

Business Results Using Business Results Using AIAI

GTE Telecommunications (Verizon)GTE Telecommunications (Verizon) 67,000 employees (during communications 67,000 employees (during communications industry restructuring, job cuts)industry restructuring, job cuts)

““In just one year’s time (1996 to 1997) In just one year’s time (1996 to 1997) employees’ support for GTE’s business direction employees’ support for GTE’s business direction jumped 50 percent and their perception that jumped 50 percent and their perception that information is shared openly rose nearly 140 information is shared openly rose nearly 140 percent.percent. …

More Business Results Using AIMore Business Results Using AI

GTE Telecommunications (Verizon)GTE Telecommunications (Verizon)

• credit verification process, resulting in credit verification process, resulting in $3 $3 million collectedmillion collected in 1996. in 1996.

• payment process, payment process, saving $7 to $8 millionsaving $7 to $8 million annually. annually.

• insufficient funds process, insufficient funds process, saving $4 saving $4 millionmillion in 1996” (Cheny & Jarrett, 1998, in 1996” (Cheny & Jarrett, 1998, p.46)p.46)


GTE Telecommunications GTE Telecommunications (Verizon)(Verizon)

Over 10,000 innovations were Over 10,000 innovations were attributed to the Appreciative attributed to the Appreciative Inquiry processInquiry process..


John Deere John Deere (Harvester Works (Harvester Works Division)Division)

• reduced their product development reduced their product development cycle from 5 years to 3 yearscycle from 5 years to 3 years

• produced immediate savings of $6 produced immediate savings of $6 million million

• positively transformed labour positively transformed labour management relationsmanagement relations


Roadway Express(teamster union shop)

• employee driven improvements employee driven improvements translated into $17 million in translated into $17 million in additional revenue for a year, and additional revenue for a year, and $7 million annual profit$7 million annual profit

Two More ExamplesTwo More Examples

• Nutrimental Foods of Brazil– Spectacular increases in profits (200% after 1

year, 300% after two years) and decreases in employee absenteeism

• Hunter Douglas Window Fashions– Increased productivity/decreased waste in

manufacturing to levels they had previously thought were mathematically impossible.

Women feel devalued in this Women feel devalued in this company. They complain about company. They complain about male coworkers' attitudes male coworkers' attitudes towards them, about workplace towards them, about workplace harassment, and about limits on harassment, and about limits on the jobs available to them.the jobs available to them.

Women feel devalued in this company. They complain about male coworkers' attitudes towards them, about workplace harassment, and about limits on the jobs available to them.

Who is harassing women and when are they doing it? What circumstances give rise to harassment? What kinds of harassment policies do we need? What is preventing women’s advancement in the company and how can we reduce the barriers?


When have there been times that men and women have worked together in this company and the experience was very positive for both? What circumstances made these positive experiences possible? How can we recreate these conditions so that men and women have more "best" experiences working together?



When have there been times that men and women have worked together in this company and the experience was very positive for both? What circumstances made these positive experiences possible? How can we recreate these conditions so that men and women have more "best" experiences working together?


"When people are asked to participate in "When people are asked to participate in a change effort targeted at changing a change effort targeted at changing behaviors - specifically their behaviors - behaviors - specifically their behaviors - they are ambivalent at best. When people they are ambivalent at best. When people are asked to bring their best forward for are asked to bring their best forward for the benefit of the organization they do so the benefit of the organization they do so with enthusiasm and pride." with enthusiasm and pride." Diana Diana Whitney, David Cooperrider, Maureen Whitney, David Cooperrider, Maureen Garrison and Jean Moore in "Appreciative Garrison and Jean Moore in "Appreciative Inquiry and Culture Change at GTE: Inquiry and Culture Change at GTE: Launching a Positive Revolution"Launching a Positive Revolution"

Developing an Developing an Appreciative MindsetAppreciative Mindset

Gervase Bushewww.gervasebushe.caThe Appreciative SelfClear Leadership• Tracking• Fanning

The 4D The 4D ModelModel

11stst D - D - Discovery Discovery This is generally done using one on one This is generally done using one on one

interviews lasting between 1-2 hoursinterviews lasting between 1-2 hours

Conscious decisions about “who Conscious decisions about “who interviews whom” add value to the interviews whom” add value to the process. process.

Uses pre-written questionnaires. All of Uses pre-written questionnaires. All of the questions have a positive focus.the questions have a positive focus.

11stst D - D - DiscoveryDiscovery

Introductory QuestionsIntroductory Questions

These lay the groundwork for story telling. They These lay the groundwork for story telling. They ask about:ask about:

The person’s beginnings & attraction to the The person’s beginnings & attraction to the organizationorganizationThe person’s peak experiences since joining the The person’s peak experiences since joining the organizationorganizationThe qualities the person values, both personal The qualities the person values, both personal and organizational and organizational


Topic QuestionsTopic Questions

There are usually 3 - 5 topicsThere are usually 3 - 5 topics

A positive preamble to introduce the A positive preamble to introduce the topictopic

Questions to elicit story telling about Questions to elicit story telling about peak experiences related to the topicpeak experiences related to the topic


Concluding QuestionsConcluding Questions

Direct the interviewee’s attention to the Direct the interviewee’s attention to the future, and to what the organization is being future, and to what the organization is being “called” to become. “called” to become.

They connect with the interviewee’s They connect with the interviewee’s imagination and vision of the future. imagination and vision of the future.

They ask about the “positive core” of the They ask about the “positive core” of the organization that should be preserved into organization that should be preserved into the future. the future.

Time to Try It!Time to Try It!

Use Introductory Questions - conversation

Brief DebriefBrief Debrief

How was that?

““Best in Class”Best in Class”

Please do this one as an Please do this one as an interview 90/10interview 90/10

Brief DebriefBrief Debrief

How was that?

Remaining TopicsRemaining Topics

• Team Building

• Leadership

• Culture as a Strategic Advantage

• Concluding Questions

Compiling and Handling Compiling and Handling the Datathe Data

Interviews are summarized on “Interview Summary Forms” and distributed as widely as possible among organizational members prior to the “Dream” phase.

Interview Summary FormsInterview Summary Forms

• Most quotable quote

• Most compelling story

• What is most important to the individual

• 1-3 themes for each topic

• Vision

• Maintaining the positive core

Compiling the InfoCompiling the Info

• Information from the Discovery process needs to be compiled and shared

• “Word Clouds” offer a good visual presentation

Active MembersActive MembersInitial AttractionInitial Attraction

Active MembersActive MembersHigh Point ExperienceHigh Point Experience

Active MembersActive MembersValued Most About the ChurchValued Most About the Church

Active MembersActive MembersWhat More is DesiredWhat More is Desired

22ndnd D – Dream D – Dream – group – group

activityactivity

Imagining the best possible future for the organization that is grounded in the very best of what has already been.

A vision/image of that best possible future is collectively created.

Organizations are not “pushed” by their past; they are “pulled” by the collective image they hold of their future. The wake does not drive the boat!

The “heliotropic” principle

““The Generative Metaphor The Generative Metaphor Intervention”Intervention”

Medic InnMedic Inn• transformed organizational culture transformed organizational culture

from one of hostility, suspicion, from one of hostility, suspicion, backbiting and negativity, into one backbiting and negativity, into one of openness, cooperation and of openness, cooperation and collaborationcollaboration

• transformed the hotel from a 1 star transformed the hotel from a 1 star to 4 star facility in one yearto 4 star facility in one year

Time to Try It!Imagine that every “problem” or “inadequacy” of your organization is solved, and your organization is now in its best possible state. What does that look like?

Draw some images on the blank sheet.

Provocative PropositionsProvocative Propositions

• Written in bold affirmative language in the present tense

• “provocative” – offer stretch and challenge, but are achievable

• Grounded in the best of “what is”• Reflect people’s highest aspirations –

they provoke passion

CommunicationCommunicationRed Deer Public LibraryRed Deer Public Library

We communicate openly, honestly, accurately and in a timely manner while being sensitive to the context and individuals involved. We recognize that individuals have different preferred methods of communication, and we accommodate these differences as much as possible. All staff have access to a single internal point of contact to communicate essential information. We provide appropriate channels to facilitate the free flow of information up, down and throughout the organization and to our external stakeholders.

33rdrd D - D - DesignDesign

“First we shape our structures and then our structures shape us.” Winston Churchill

Design with an Appreciative Lens

Appreciative Inquiry is an invitation to embed your most cherished values in the structures that guide individual and collective action.

Designing with an Designing with an Appreciative LensAppreciative Lens

It is an invitation to design the social architecture* of your organization or community so that your values are inevitable.

* – the relationships, practices, programs, processes, products, services, policies, communications and technology

The AI Design ProcessThe AI Design Process

1. Identify the elements of your social architecture that were most talked about in your discovery and dream activities.

2. Consider the data – what did your discovery and dream activities say about the ideal for each element?

3. Write a set of Design Principles that describe and affirm your ideals, that put your values into the elements you selected.

Values-Based Values-Based Organizational DesignOrganizational Design

• Value: Openness, Transparency

• Architecture: Executive Offices – First Floor, Glass Walls.

• Social Architecture: Meeting Participation – Open to one person from any other department, just had to rsvp in advance.

• Social Architecture: Financial Information – Open books to all employees.

Values-Based Values-Based Organizational DesignOrganizational Design

• Value: Human Well Being

• Architecture: Office Space – Secretaries’ desks by the windows; Managers’ offices on the inside walls since they spend most of their time away from their desks in meetings.

• Social Architecture: Executive Sabbatical – Each executive goes away from the company for 6 months every 5 years.

44thth D - D - DestinyDestiny

• The specific action plans and strategies for bringing the vision into existence

• How the energy and focus generated by the inquiry plays itself out over time. Ideally it helps to create an “appreciative learning culture”

44thth D - D - DestinyDestiny

1. Review, communicate and celebrate achievements to date to everyone in the organization

2. For each provocative proposition, generate a list of all possible actions that will bring it into being

3. Self organize for Inspired Action Projects4. Support Success of the Self Organized Projects5. Systematically apply AI to all aspects of the

organization

CommunicationCommunicationRed Deer Public LibraryRed Deer Public Library

We communicate openly, honestly, accurately and in a timely manner while being sensitive to the context and individuals involved. We recognize that individuals have different preferred methods of communication, and we accommodate these differences as much as possible. All staff have access to a single internal point of contact to communicate essential information. We provide appropriate channels to facilitate the free flow of information up, down and throughout the organization and to our external stakeholders.

RDPL’s Action StepsRDPL’s Action Steps• Hold a 1-hour training session for the use of

the blog – learn @ lunch• Have sections on the blog for each department• Use one or more of the monitors as an “info

board” specifically for staff• Have a computer in the staff room• Designate the blog as the central source of

info for staff – encourage its use.

The Five Core Principles The Five Core Principles DefinedDefined

• The constructionist principle

Social knowledge and community destiny are living, human constructions created through the conversations that we have with each other. "Reality is a negotiated interpretation." Shapiro & Carr, 1991

The five core principles defined: continuedThe five core principles defined: continued

• The principle of simultaneity

Inquiry and change occur simultaneously . It is not the case that "first we do the analysis and then we decide on change." The very process of inquiry/analysis creates its own changes.


• The anticipatory principle

Current behaviour is guided by images of the future. Organizations are not “pushed” by their past; (the wake does not drive the boat) they are “pulled” by the collective image they hold of their future. Self-fulfilling prophecy: ”Pygmalion effect”, “placebo” effect.


• The poetic principle

Human organizations, including communities, are an open book, constantly being revised and co-authored. Its past, present and future are an endless source of learning, inspiration and interpretation.


• The positive principle

The momentum for change requires positive thinking and social bonding-qualities like hope, inspiration and joy in creating with one another. Positive questions guide organizational development and foster long-lasting and effective changes. People, businesses, organizations and communities move in the direction of their questions. "What impact is my question having on our lives together ... is it helping to generate conversations about the good, the better, the possible ... is it strengthening our relationships?"

Change is Change is InevitableInevitable

The best way to The best way to predict the future is to predict the future is to

create it.create it.

““Appreciative Inquiry” is a Appreciative Inquiry” is a positive, visionary approach that:positive, visionary approach that:

• energizes and empowers people, and energizes and empowers people, and releases their potentialreleases their potential

• promotes “buy-in”, reduces resistancepromotes “buy-in”, reduces resistance

• strengthens relationshipsstrengthens relationships

• builds loyalty, morale and commitment builds loyalty, morale and commitment

• creates “happier”, more productive creates “happier”, more productive organizational cultures.organizational cultures.

““AI is based on a deceptively simple AI is based on a deceptively simple premise: that organizations grow in premise: that organizations grow in the direction of what they the direction of what they repeatedly ask questions about and repeatedly ask questions about and focus their attention on. AI does not focus their attention on. AI does not focus on changing people. Instead, focus on changing people. Instead, it invites people to engage in it invites people to engage in building the kinds of organizations building the kinds of organizations they want to live in. That’s hard to they want to live in. That’s hard to resist.” resist.” Gervase BusheGervase Bushe

“Organizations, says AI theory, are centers of human relatedness, first and foremost, and relationships thrive where there is an appreciative eye – when people see the best in one another, when they share their dreams and ultimate concerns in affirming ways, and when they are connected in full voice to create not just new worlds, but better worlds.”

Mini DiscoveryMini Discovery

What was your peak experience during today’s workshop?

What is the most significant idea or concept you will take away from this morning, and how will you use it in your organization?

ReferencesReferences(all highly recommended)(all highly recommended)

• Appreciative Inquiry: Change at the Speed of Imagination – J. Watkins & B. Mohr

• Encyclopaedia of Positive Questions Vol. 1 – D. Whitney, D. Cooperrider, A. Trosten-Bloom, B. Kaplan

• The Appreciative Inquiry Summit – J. Ludema,

D. Whitney, B. Mohr, T. Griffin

• The Power of Appreciative Inquiry: A Practical Guide to Positive Change – D. Whitney, A. Trosten-Bloom

Thank you!Thank you!

Jim TaylorJim Taylor403 340-8221403 340-8221www.rolyat.ca

Sometimes our greatest accomplishments result from

challenges or adversity that we overcome. Tell me about a time when you overcame a significant challenge to achieve something

noteworthy. What was the challenge? How did you overcome it? What

positive results did you produce?

• What was the challenge? How did you overcome it? What positive results did you produce? How did this make you feel? How does it make you feel now, as you recall this episode?

Using “Appreciative Inquiry” to Unleash the Power of Your People (a.k.a.) Greater Profitability Through Business Process Excellence: Using Appreciative.

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appreciative approach

existing employees

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brightest talent

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