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The Power of Appreciative Inquiry. Bliss W. Browne President Imagine Chicago www.imaginechicago.org. Understanding Appreciative Inquiry.

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The Power of Appreciative Inquiry

Bliss W. Browne

President

Imagine Chicago

www.imaginechicago.org


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Understanding Appreciative Inquiry

  • A major assumption of AI is that in every community something works. Change can be managed through the identification of what works, and focus on how to build on it.

  • Focusing on what works as opposed to what problems the community is having differentiates AI from traditional problem solving approaches.


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Denise M. Pizzulli:

Denise M. Pizzulli:

Introduction to Appreciative Inquiry

  • Inquiry into the “art of the possible” should begin with appreciation.

  • The first task is to describe and explain those exceptional moments which give energy and activate members’ competencies and energies.


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Introduction to Appreciative Inquiry

  • Inquiry into what’s possible should be applicable.

  • Study should lead to the creation of knowledge that can be used, applied, and validated in action


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Introduction to Appreciative Inquiry

  • Inquiry into what is possible should be provocative.

    An organization/community is capable of becoming more than it is at any given moment, and learning how to determine its own future.


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Introduction to Appreciative Inquiry

  • Inquiry into what’s possible should be collaborative.

  • There is an inseparable relationship between the process of inquiry and its content.


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Appreciative Inquiry

  • Appreciative inquiry helps us to understand the “best of what is” in an organization or social system; and leads to imagining and creating a collectively envisioned, grounded, future.


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Inquiry

  • Inquiry is our most important tool in creating positive change.

  • The seeds of change are implicit in the questions we ask.

  • The more positive the question, the longer-lasting the change


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  • "Felt Need" Appreciating

  • Identification of Problem The Best of "What is"

  • Analysis of Causes Imagining

  • What might be"

  • Analysis of Possible Solutions Shared Dialogue

  • "What we most want"

  • Action Planning Innovating

  • "What will be"

  • BASIC ASSUMPTION: BASIC ASSUMPTION:

  • LIFE IS A PROBLEM LIFE IS A MYSTERY

  • TO BE SOLVED TO BE EMBRACED

  • Note: From D. L. Cooperrider and Associates (1996).

  • A constructive approach to organization development and change.


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    Appreciative Inquiry Process

    • Focus on key Affirmative Topics – topic choice is a fateful act.

    • Identify and Value the “Best of What Is” using positive data collection techniques.

    • Articulate Provocative Propositions.

    • Collectively imagine what can be, building on this trustworthy foundation

    • Innovate by creating the shared Vision.


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    Six Aspects of Change and Development of which to be Aware

    • Knowledge of the community is critical to determining its destiny.

    • The seeds of change are implicit in the first questions we ask.


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    Six Aspects of Change and Development of which to be Aware

    • A critical resource we have for creating positive change in our communities is our imagination and the capacity to free the imagination and the mind of groups.


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    Six Aspects of Change and Development of which to be Aware

    • Our imagination and mind are constrained by bad habits, limited styles of thinking, underlying assumptions and traditional rules of organizing.


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    Six Aspects of Change and Development of which to be Aware

    • Our styles of thinking rarely match the increasingly complex worlds in which we work… We need to discover more creative and fruitful ways of knowing.


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    Six Aspects of Change and Development of which to be Aware

    • All systems (organizations and communities), as living constructions, are largely affirmative and respond to positive thought and positive knowledge.


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    Harnessing Imagination

    • Appreciative Inquiry gathers positive stories and images

    • Our minds are stretched by hearing what is possible

    • Positive images lead to positive action


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    Positive Image Positive Action

    • Medical research on the placebo effect.

    • Medical research on the link between negative and positive effect on healing

    • Education: Pygmalion Effect

    • Sports Psychology on the power of imagery of differential self-monitoring.

    • Emotional Intelligence


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    Positive Image-Positive Action

    • Change happens at the level of discourse.

    • The best clue to a system’s health is to listen to how its members talk about the future.


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    Positive Image-Positive Action

    • Our habitual styles of thought, assumptions, and rules of analysis often have ironic consequences of exacerbating the very problems we have so carefully diagnosed.

    • Energy flows where attention goes.


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    How can we engage new constituencies and build community participation?

    • Recognize what community values

    • Connect people and opportunities

    • Leverage existing community networks, especially organizations which cross boundaries (like faith communities, businesses, schools, hospitals)


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    Imagine Chicago participation?

    • Track record of building hope and civic investment on six continents

    • Develops uncommon connections that expand what’s possible

      • across generations

      • across cultures

      • across sectors

      • across divisions of geography and economics


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    IMAGINE CHICAGO participation?

    • Designs projects that build capacity

      • of the individual participant

      • of their organization

      • of the community

        Makes resources available on-line:

        www.imaginechicago.org


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    Imagine Chicago’s (NGO ) role participation?

    • Strategic design partner

    • Community development model resource

    • Trainer

    • Facilitator


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    Host organization role participation?

    • Determine focus and scope of community building pilot

    • Select design team

    • Design and implement project

    • Hold community summit

    • Document project and share findings


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    Next steps: participation?Designing what can be

    Why: Key reasons to do the work and use this approach?

    Who: Targeted collaborators? Staff resources? Leadership team?

    What: Core focus/products and outcome goals?

    When: Project/course timetable?

    How: Which target community?


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    Creating what will be participation?

    • This course will give you tools and practice in AI

    • You will provide leadership to help develop this community of practice in Chicago

    • Everyone will design and implement an AI protocol during the course, working alone or in teams with others

    • Implementation must be completed and written up as a case study by Dec.15


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