Appreciative Inquiry & Experiential Learning . Intro to AI and EL
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Transcript of Appreciative Inquiry & Experiential Learning . Intro to AI and EL
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It is a Time for Re-thinking Human
Organization & Change Globalization, workforce emogra!hics an technolog"
has create transformational shifts for organizations# $iththis comes increasing com!le%it" with ambiguous, noel!roblems an continual challenges for change#
$e're also e%!eriencing trens towar creating aluethrough !eo!le where the intangibles, such as leaershi!,culture an relationshi!s make a ifference to anorganization's bottom line an com!etitie aantage#
(uring the ne%t )* "ears, we also face ro!s in workforcegrowth an the !roblem won't +ust be a lack of boies#kills, knowlege, e%!erience, an relationshi!s arewalking out the oor# Therefore, collaboration an
knowlege sharing are moing to the forefront of
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Is the study and exploration of what gives life to human systems when
they function at their best.
Is based on the assumption that questions and dialogue about
strengths, successes, values, hopes and dreams are themselves
transformational.
Suggests that human organizing and change, at its best, is a relational
process of inquiry grounded in affirmation and appreciation.
Appreciative Inquiry
-AI.
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Appreciative Inquiry -AI.$Continued
AI is a simple technique with a complex backgroun! It has
been use successfull" all o#er the worl to consultwith
people an learn from their experiences$ to involve whole
organi%ations in change an e#elopment an to builda
visionfor the future that e#er"one can share an help put
into practice!
Appreciati#e Inquir" is a technique that can easil" be
learne an aapte for a range of situations! It is an
approach that involvesand engagespeople! It encourageslistening and communicationskills an abo#e all it
empowersini#iuals an emonstrates respectfor each
other&s #iews!
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' Pro*le#/olving/olving Approaches
De"icit#0ased AppreciativeInquiry
Hae ain
.Ientif" the roblems
.Root Cause /nal"sis
.olution /nal"sis
./ction lanning
Reflecting on what we o best
(isseminate stories & best
!ractices
0arratie anal"sis of successfactors
(etermine our !referre worl
Conscious, ins!ire choices
0asic Assuption1/n organization is a
!roblem to be sole
0asic Assuption1/n organization is a
m"ster" to beembrace
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)#D Cycle !verview1
A""irative Topic Choice
The c"cle begins with the thoughtful ientificationof what is to be stuie2affirmatie to!ics# Theto!ics selecte become the organization's agenafor learning & innoation# These to!ics unfol
through the collectie thoughts from 3 4core56uestions1)# Tell me about a !eak e%!erience or high!oint in "our !rofessional
lifea time when "ou felt most alie, most engage an reall" !rouof "ourself an work#
7# $ithout being humble, what o "ou most alue about "ourself an
the wa" "ou o "our work8 9our team8 9our organization8:# $hat are the core factors that gie life to this organization, when it is
at its best8
3# If "ou ha a magic wan, an coul hae : wishes grante toheighten the health an italit" of this organization, what woul the"be8
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)#D Cycle !verview$ Continued2
Drea Phase/n energizing e%!loration of 4what might be#5 This!hase is a time for !eo!le to collectiel" e%!loreho!es an reams for their work, their working
relationshi!s, their organization an theircommunit #
Discovery Phase
/n e%tensie, coo!eratie search to unerstan the4best of what is5 an 4what has been#5 It is t"!icall"conucte ia )%) interiews, it ma" also incluefocus grou!s an large grou! meetings# (iscoer"
inoles !ur!osefull" affirmatie conersationsamong man" or all members of an organizationincluing e%ternal stakeholers, benchmarkorganizations an customers# This is where we finthe 4!ositie core52the most !ositie !otential#
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)#D Cycle !verview$ Continued2
Destiny Phase
/ series of ins!ire actions that su!!ort ongoing
learning & innoation or 4what will be#5 This is the final!hase that focuses s!ecificall" on !ersonal anorganizational !aths moing forwar# In man" cases,/I becomes the framework for leaershi! & ongoingorganizational eelo!ment# Therefore, in the
Destiny phase, many organizations begin the 4-D
Design Phase
The creation of a set of !roocatie !ro!ositions whichare statements escribing the ieal organization or4what shoul be#5 (esign actiities e%!an on theorganization's image of itself b" !resenting clear
!ictures of how things will be when the organization's!ositie core is boll" alie#
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Discovery
-.hat gi#es life/01The best of what is
Appreciating
Discovery
-.hat gi#es life/01The best of what is
Appreciating
Dream-.hat might be/0
1.hat is the worl calling for
Envisioning Results
Dream-.hat might be/0
1.hat is the worl calling for
Envisioning Results
Design
-.hat shoul bethe ieal/0
Co-constructing
Design
-.hat shoul bethe ieal/0
Co-constructing
Destiny-ow to empower$ learn$
an aust6impro#ise/0
Sustaining
Destiny-ow to empower$ learn$
an aust6impro#ise/0
Sustaining
Affirmative
opic !hoice
"ositive
!ore
4-D Cycle
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/I is su!!orte b" 3ight Principles
Constructionist Principle1$ors create worls; meaningis sociall" create, through language & conersations#
Principle o" /iultaneity1In6uir" creates change; the
moment we ask a 6uestion, we begin to create change#
Poetic Principle1$e can choose what we stu";organizations, like o!en books, are enless sources ofinformation & learning#
Anticipatory Principle1 Human s"stems moe in theirection of their images; what we choose to stu" makes aifference#
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Positive Principle1ositie 6uestions lea to !ositiechange#
Wholeness Principle1$holeness brings out the best in!eo!le & organization; bringing all stakeholers together ina grou! forum that stimulates creatiit" an builscollectie ca!acit"#
3nactent Principle1To reall" make change, we must4be the change we want to see#5
4ree Choice Principle1eo!le !erform better an aremore committe when the" hae the freeom to choosehow an what the" want to contribute#
#ight "rinciples of AI, !ontinued$
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otential ?ision (eelo!ment
trategic lanning
Organizational>"stem Reesign
rocess an erice @nhancement
Aualit" Im!roement Initiaties
Grou! Culture Change
Ciic>Communit" (eelo!ment
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$hat is @%!eriential Bearning
@BD8@B is a formalize !rocess for reflecting one%!erience in orer to e%tract meaningfullearning an to eelo! tacit
)knowlege# E"
sharing an learning from common e%!erience,!eo!le attain the high leels of ra!!ort,em!ath", trust an mutual unerstaningnecessar" to risk an embrace change
together#
)Tacit Fnowlege is a mi%ture of eliberations, sub+ectie insight, intuitionan +ugment that we ac6uire b" irtue of our e%!eriences ane%!ertise#
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David -olbs model of the earning !ycle
:xperiential ;earning is best escribe b" a#i DolbE
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Structured #xercise
:xperience > ebrief Appreciati#e Inquir"E
Six /reedoms that liberate power 0*round )ules1
Hreeom to be known in elationship
The Hreeom to
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Affirmative opicsAffirmative opics0normally created using the 2core3 questions10normally created using the 2core3 questions1
8reser#ing the positi#e core of what CBJ oes
best an letting go of other things that no longer
fit the e#ol#ing nature of our work!
Creating a more collaborati#e an seamless CBJ
training team where our processes an proceuresare mutual > the client has a consistent
experience across CBJ!
Structured #xercise
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1 eet a *stranger+ pic un!amiliar partner.
2 %nter/ie each other (10 min each)
3 isten & share your storiescan mae
rie! notes, i! needed
22Discovery "hase3Discovery "hase3
Appreciative Interview *uidelines'Appreciative Interview *uidelines'
Structured #xercise
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+! escribe a time when "ou worke effecti#el" > collaborati#el"
with another training partner 1from another ;K team has a wonerful seamless
partnership! .hat oes this look like/ .hat 3 things might ha#e
been one to create this seamless partnership/
Appreciative Interview
4uestions'
Structured #xercise
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Form groups o! 5-6, along ith your
original partner7
Intro'uce your partner to the group y ma
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.$hat i "ou hear that was im!ortant8
.$hat le us to creating these wonerfulthemes an ieas8
/hared +eaning o" the PositiveCore2
Structured #xercise
Discussion Around the !ampfire
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=oices of the Huture
esign? Ji#ing Horm to =alues > Ieals
estin"? Inspire Action > Impro#isation
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7ummar"
.e can ecie what to focus on in our
organi%ations! .e can focus on what is percei#e
to be broken or we can choose to inquire into the
life gi#ing$ positi#es of our work!
Kur share beliefs about what is possible will
shape our images > beha#iors!
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3,
eference ;ist?
$hitne", (iana an Trosten-Eloom, /mana 7:D# Theower of /!!reciatie In6uir"1 / ractical Guie to ositieChange#
Ricketts, =iriam an $illis, ames 7)D# @%!erience /I1 /
ractioner's Guie to Integrating /!!reciatie In6uir" with@%!eriential Bearning#
Folb, (ai /# )JK3D# @%!eriential Bearning1 @%!erience asthe ource of Bearning an (eelo!ment#
/I Commons website at htt!1>>a!!reciatiein6uir"#cwru#eu
/iractioner ournal has articles of on-going research for the
/I methoolog" The on-line +ournal is at
http://appreciativeinquiry.cwru.edu/http://appreciativeinquiry.cwru.edu/