Focus of Assessment

1. The most serious mistakes are not being made as a result of wrong answers. The truly dangerous thing is asking the wrong question. Peter Drucker

2. Significantly Better Results Asking Different Questions AI Process Maintain or Tweak? What are we doing well? (within some +/- “gap”) Typical Assessment Process Fix or Abandon? What’s broken or ineffective? Focus of Assessment

3. What is Appreciative Inquiry (AI)? • Appreciative Inquiry is the study and exploration of what gives life to human systems when they function at their best. • This approach to personal change and organization change is based on the assumption that questions and dialogue about strengths, successes, values, hopes, and dreams are themselves transformational. (from The Power of Appreciative Inquiry by Diana Whitney and Amanda Trosten-Bloom)

4. The Essence of Appreciative Inquiry (AI) PositiveCore

5. AI’s Origins • Research from the Weatherhead School of Management at Case Western Reserve University • David Cooperrider is Professor and Chairman of the Case Center for Business as an Agent of World Benefit • Study at the Cleveland Clinic

6. A Positive View of Organizations Organizations are, first and foremost, centers of human relatedness and relationships come alive where there is an appreciative eye, when people see the best in one another and the whole, 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. By making it possible for every voice to be heard, a life giving process is enacted” (from The Appreciative Organization by Harlene Anderson, David Cooperrider, et. al.)

7. Appreciative Inquiry - Simply Put… If we continue to search for problems, we will continue to find problems If we look for what is best and learn from it, we can magnify and multiply our success

8. Imaginethe difference… Starting with two very different questions: • What works well in this organization? vs. • What problems do we need to fix to make this organization better?

9. Discovery “Appreciate what is” Affirmative Topic Choice PositiveCore Dream “Imagine what might be” Destiny “Create what will be” Design “Determine what should be” 4-D Cycle of Appreciative Inquiry One example of a Formal AI Process From The Power of Appreciative Inquiry

10. Problem Solving vs. Appreciative Inquiry • Identify problems • Conduct Root Cause Analysis • Brainstorm Solutions & Analyze • Develop Action Plans • Metaphor: Organizations are problems to be solved • Appreciate “What is” (What gives life?) • Imagine “What might be” • Determine “What Should Be” • Create “What Will Be” • Metaphor: Organizations are a solution/mystery to be embraced

11. The Art of the Positive Question

12. Focus Again on the Positive Core PositiveCore

13. WARNING Language of Assessment: Deficit Error Report MISSED COMMITMENTS Gap Analysis “Satisfaction” Surveys Variance Report CUSTOMER COMPLAINTS Failure Rate Post-Mortem Evaluation Fire Fighting PERFORMANCE REVIEW TROUBLE REPORT Emergency “Missed Opportunity” Critical Thinking Root Cause Analysis Deadline From the Appreciative Inquiry Handbook

14. The Art of the Positive Question To be compelling, assessment topics should be: • Positive – Overwhelmingly affirmative • Desirable – You want more of it • Motivational – Will take you where you want to go

15. Taking Aim at the Extraordinary Examples: • Describe a peak experience or high point with your library. • Identify a time in your experience when you felt most effective and engaged. • What are three wishes you have to enhance the health and vitality of your organization?

16. Exercise – Appreciative Questions • Reflect on the sample questions in the handout • Form some new questions that you might use to assess your own organization • Share with a neighbor

17. When can you use these questions? • At the beginning of internal or external assessment efforts • To “jump-start” weekly meetings • In thought-provoking messages to staff • In one-on-one conversations with staff or community members • At the conclusion of any activity to assess the experience

18. Encyclopedia of Positive Questions The questions in this book are intended to move the focus to positive possibilities A Great Resource:

19. Encyclopedia of Positive Questions Sample positive questions are provided for: • Seamless service • Customer loyalty • Exceptional partnership • Compelling communication • Integrity in action • Quality moments • Participatory decision-making • Joy in a job well-done • Ownership

20. Application of Appreciative Inquiry

21. Underlying Benefits Appreciative Inquiry unleashes power by: • Building relationships • Creating opportunities for people to be heard • Generating opportunities for people to dream • Allowing people to choose how they will contribute • Giving people the support to act • Encouraging and enabling people to be positive and affirming

22. Discovery “Appreciate what is” Affirmative Topic Choice PositiveCore Dream “Imagine what might be” Destiny “Create what will be” Design “Determine what should be” 4-D Cycle of Appreciative Inquiry From The Power of Appreciative Inquiry

23. Exercise – an Appreciative Interview It starts with an Appreciative Interview: • Choose a partner • Interview him/her based on the second handout • Take notes • Reverse roles

24. Discovery “Appreciate what is” Affirmative Topic Choice Rapport & Empathy PositiveCore Dream “Imagine what might be” Destiny “Create what will be” Mutual Understanding Design “Determine what should be” Trust 4-D Cycle of Appreciative Inquiry

25. Resources for Getting Started

26. Discussion • How can this approach be applied proactively to assessment in/for your library? • How would your stakeholders respond to questions that helped reflect on the “best of what is”? • How might this energy get beyond “assessment fatigue”?

27. Questions for Personal Reflection • How does the “appreciative approach” differ from typical techniques used for assessment? • Can you see how this approach (used regularly) would increase energy, creativity & momentum? • How would your stakeholders respond to a “strengths-based” assessment process? • Can you think of examples of how AI might be applied to internal and external assessment of your organization?

28. Closing Thoughts • “No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.” • “There are only two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle.” Albert Einstein