1. ‘Partnering is the Future’ Conference Building our partnering capability through Appreciative Inquiry Workshop Max Hardy Twyfords 23 rd April 2010

2. Appreciative Inquiry Approach Instead of focusing gaps and inadequacies to find blame and remediate skills or practices, Appreciative Inquiry focuses on how to create more of exceptional performance that occurs when our core strengths are aligned.

3. 79% Customer Satisfaction Desire to improve… Focus Groups with Dissatisfied Customers Shared the information The bottom drops out... The Case of BP Procare

4. The Appreciative Alternative Outstanding Customer Satisfaction Interviews with Satisfied Customers Generative Benchmarking 8 months - 95% fully satisfied

5. www.positivechange.org5 Ap-pre’ci-ate, v. 1. Valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems 2. To increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING.

6. 1.The act of exploration and discovery 2.To ask questions; to be open to seeing new potentials and possibilities Synonyms: Discovery, search, study www.positivechange.org6 In-quire’, v.

7. Appreciative Inquiry says let’s make sure we are not just reproducing the same worlds over and over again because of the simple and boring repetition of our questions. A Positive Revolution in Change: Appreciative Inquiry David L. Cooperrider and Diana Whitney, 2003

8. Appreciative Inquiry … … involves the systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms. …involves, in a central way, the art and practice of asking questions that strengthen a system’s capacity to apprehend, anticipate, and heighten positive potential.

9. Traditional vs Appreciative Inquiry Traditional Process Define the problems and study them Fix what is broken Focus on decay “What problems are you having?” AI Process Search for solutions that already exist Amplify what is working Focus on life giving forces “What is working well around here?”

10. Benefits AI rests on the premise that ‘the more you focus on what you want the more likely you are to get it’ ‘What you focus on, grows!’ The better we understand problems the more likely to give life to them – the more we focus on strengths, assets and aspirations the more likely we are to give life them!

11. 1. Inquiry creates change The Simultaneity Principle

12. Inquiry and change are not truly separate moments, but are simultaneous. Inquiry is intervention. The questions we ask set the stage for what we “find”, and what we “discover” (the data) becomes the linguistic material, the stories, out of which the future is conceived, conversed about, and constructed. A Positive Revolution in Change: Appreciative Inquiry David L. Cooperrider and Diana Whitney, 2003

13. 2. Words create worlds – The Constructionist Principle

14. 3. We can choose what we focus our attention on – The Poetic Principle

15. 4. Image inspires action – The Anticipatory Principle

16. 5. Positive questions lead to positive change – The Positive Principle

17. 6. Acting “as if” is self fulfilling – The Enactment Principle

18. 7. Free choice liberates power – The Free Choice Principle

19. 8. Wholeness brings out the best – The Wholeness Principle

20. What we have found is that the more positive the question we ask in our work the more long lasting and successful the change effort. It does not help, we have found, to begin our inquiries from the standpoint of the world as a problem to be solved. We are more effective the longer we can retain the spirit of inquiry of the everlasting beginner. A Positive Revolution in Change: Appreciative Inquiry David L. Cooperrider and Diana Whitney, 2003

21. Discovery: ‘Appreciate what is’ Destiny ‘Create what will be’ Imagine ‘Dream what might be ’ Design: ‘Determine what should be’ Positive Core Affirmative Topic Choice The AI Four Ds

22. Affirmative Topic Choice The 4-D Cycle begins with the thoughtful identification of what is to be studied – affirmative topics. Since human systems move in the direction of what they study, the choice of what to study – is both essential and strategic. The topics that are selected provide a framework for collecting stories, discovering and sharing best practices, and creating a knowledge-rich work environment. They become the organisation’s agenda for learning and innovation.

23. Criteria for good topic choices… They are stated in the positive They are desirable – they identify objectives that people want The community is genuinely curious about them and wants to learn more They move in the direction people want to go

24. Appreciative Inquiry says lets make sure we are not just reproducing the same worlds over and over again because of the simple and boring repetition of our questions. A Positive Revolution in Change: Appreciative Inquiry David L. Cooperrider and Diana Whitney, 2003

25. Appreciative Inquiry can get you much better results than seeking out and solving problems. That’s an interesting concept for me because telephone companies are among the best problem solvers in the world. We trouble shoot everything. We concentrate enormous resources on correcting problems that have relatively minor impact on our overall service and performance. When used continually, and over a long period of time, this approach can lead to a negative culture. If you combine a negative culture with all the challenges we face today, it could be easy to convince ourselves that we have too many problems to overcome—to slip into a paralyzing sense of hopelessness.” Quote from A Positive Revolution in Change: Appreciative Inquiry David L. Cooperrider and Diana Whitney, 2003

26. In conclusion, why AI? Appreciative Inquiry works because it treats people like people, and not like machines. It respects people, what they know, what they can imagine and what they create. We create our identities and our knowledge in relation to one another. We are curious. We like to tell stories and listen to stories. We pass on our values, beliefs and wisdom in stories. We like to learn and to use what we learn to be our best. And we delight in doing well in the eyes of those we care about and respect

27. Appreciate Inquiry Playtime

28. Imagine that it is two years from today. You have fallen into a magical sleep and suddenly, miraculously, everything that you have ever hoped or dreamed of for your work has come true. You can truly say that you love your work and the people you work with. You are especially excited and gratified because you and your partners are receiving Federal and State awards for your achievements Recipients are recognised for creating a “can do” culture that instills confidence, creativity and commitment. What has happened in primary health in your area? What is being achieved? What have you and your partners collaborated upon? What have you done to nurture partnering in doing great work? How have you personally contributed to this success? Who is sharing the podium and what have been their contributions?

29. 6. Three Wishes If you were given three wishes to advance the power of partnering in your area, what would they be?

30. Small Group Session Based on the stories you have shared and heard, what key factors that contribute to potent partnering would you want to inquire further into? Topic choices are fateful – remember, that what you focus upon will grow.