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Future Leadership Programme

Future Leadership Programme. Appreciative Inquiry. Beyond problem solving to appreciative inquiry. Problem solving “Felt need” Identification of problem Analysis of causes Analysis of possible solutions Action planning (treatment) Basic assumption: Organisation is a problem to be solved.

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Future Leadership Programme

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  1. Future Leadership Programme Appreciative Inquiry

  2. Beyond problem solving to appreciative inquiry Problem solving “Felt need” Identification of problem Analysis of causes Analysis of possible solutions Action planning (treatment) Basic assumption: Organisation is a problem to be solved Appreciative inquiry Appreciating “Valuing the best of ‘what is’” Envisioning “What might be” Dialoguing “What should be” Innovating “What will be” Basic assumption: Organisation is a possibility to be realised A Positive Revolution in Change: Appreciative Inquiry by DavidL. Cooperrider and Diane Whitney, 1997

  3. Comparing AI & Problem solving

  4. Why Appreciative Inquiry? “Problem analytic methodologies are based on deficit discourse. Over time, they fill the organisation with stories, understandings and rich vocabularies of why things fail. Compulsive concern with what’s not working, why things go wrong, and who didn’t do his or her job demoralises members of the organisation, reduces the speed of learning and undermines relationships and forward movement” Whitney, D. (1999) Appreciative Inquiry

  5. Appreciative inquiry: 4-D cycle Discovery… at our best? Delivery … growing into … becoming? Dream … what might be? Affirmative Topic Design … how can we … together?

  6. AI Assumptions • In every organisation or group something works • What we focus on becomes our reality • Reality is created in the moment and there are multiple realities • The act of asking questions of an organisation or group influences the group in some way • People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known) • If we carry parts of the past forward ,they should be what is best about the past • The language we use creates our reality

  7. Discovery phase: 1-1 Interview Recall a time at work when you felt that you were able to effectively solve a difficult problem and make a very good decision • In pairs - tell him/her your story in 3 minutes? • Ask open questions of one another to discover why these were such successful experiences

  8. Dream Phase: groups of four Each take 6 minutes to talk about what life would be like working in your authority if all the problems and challenges could be solved in the way you experienced in your stories? What would it feel like? What difference would it make to the effectiveness of the organisation?

  9. Choose an Affirmative Topic for your Inquiry How can we make the very best decisions and so deliver excellent outcomes?

  10. Design Phase: Groups of six Spend 15 minutes brainstorming and agreeing what structures and processes will need to be put in place/changed for decision making processes in your authority to become most effective. What behaviours and mindsets will be needed?

  11. Delivery Phase: Groups of 8 Identify a theme from what you have heard and that you feel passionately about. Talk about this in the larger group • What would you need to see, feel and believe to make a change in this area? • What is the one thing you feel energised and will do after this experience?

  12. Appreciative Inquiry Quotes “Be the change you want to see in the world” Mahatma Gandhi

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