1. Finding the Best of Who We Are with Appreciative Inquiry

2. Elaborate. Ask them to provide context, ask what factors lead to that success, how did it make you feel?
Turn to the two people closest to you, and describe a recent workplace success.

3. The Pulse of Places for People
Based on 132 responses

4. The Deficit Theory of Change
Identify problem
Conduct root cause analysis
Brainstorm solutions and analyze
Develop action plans/intervention
“The signal accomplishment of the industrial age was the notion of continuous improvement. It remains the secular religion of most managers… has reached the point of diminishing returns in incremental improvement programs.” – Gary Hamel Leading The Revolution
Metaphor: Organizations are problems to be solved

5. Cultural Consequences of Deficit Discourse
Fragmentation – Lack of “big” picture
Few New Images of Possibility
“The Experts Must Know”…Dependence and Hierarchy
Spirals in Deficit Vocabularies
Breakdown Relations/Closed Door Planning
“If you search for problems you will find more problems”

6. AI Involves a Shift: Organizations Are Centers of Human Relatedness, Alive With Infinite Capacity, Strength, Possibility
“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
Two images here…native “Creatrix” abundance,
Indras net:

7. Appreciative Inquiry A model for organizational change
David Cooperrider – 1980’s
Analyze the “Positive Core”
Apply the “Appreciative Eye” to the business model
Cooperrider & Whitney, “Appreciative Inquiry: A positive revolution in change.”

8. Appreciative Approach
What is working?
What do you value about your job?
Assumes there is an IDEAL
Expands the vision of a preferred future
Creativity & imagination
Positive vocabulary shift
Ask whether the audience had gone through the interviews, and maybe call on someone to discuss their experience.
Cooperrider & Whitney, “Appreciative Inquiry: A positive revolution in change.”

9. Over time, Positive Emotions:
Empirical Support
Over time, Positive Emotions:
Prevent depression (Fredrickson, Tugade, Waugh, & Larkin, 2002)
Build optimism, and resilience, and elevated relationships of benefit (Fredrickson, Tugade, Waugh, & Larkin, 2002; Haight 2003)
Trigger Upward Spirals to Increase Well-being (Fredrickson & Joiner, 2002; Tugade & Fredrickson, 2002)
Improve Clinical Outcomes (Grepmair, Mitterlehner, Loew , et al 2007)
Second, in field studies, I examine what PEs do over time – the benefits that accrue from recurrent experiences of PEs.
[BUILD]
From these real-world studies we have learned that PEs:
Prevent depression. This is from a study on people’s reactions to September 11th. Depression was a common response: Yet folks previously identified as resilient were about half as likely to become depressed. Plus, PEs made the difference here. Resilient folks were more able to experience PEs in the wake of the attacks, and these PEs buffered them against the development of depressive symptoms.
In related work, we’ve learned that PEs improve and broaden the ways that people cope with adversity, allowing them to find more positive meaning in adversity. And better coping enables people to experience more PEs in the future. This is what we call the upward spiral effect.
Finally, and again from the study on September 11th, we find that PEs build enduring personal resources, like optimism, tranquility, and resilience. For e.g.,Whereas many people began to see the world as falling apart after 9/11, resilient people became even more tranquil and optimistic than they were before.

10. The Appreciative Cycle
Discovery
“What gives life?”
(The best of what is)
APPRECIATING
Dream
“What might be?”
ENVISIONING
IMPACT
Destiny
“How to empower, learn
and adjust/improvise?”
SUSTAINING
Design
“What should be?”
(The ideal)
CO-CONSTRUCTING

11. Workgroup Meetings: A typical day
Appreciative Greeting/Knowing each other activity
Action Item Check In
Brainstorming on themes/Designing action items
What Themes Emerged from the interviews?
What Themes Emerged from the Interviews?
Autonomy/Flexibility
Recovery Model/Other EBPs
Being Recognized/Rewarded
Shared/Aligned Values
Career/Professional Development
Staff Well-Being and Care
Caring about Clients
Team Camaraderie/Cohesion/Collaboration
Clear Communication
Workload/Productivity
Having Necessary Resources

12. What can happen? Passing the stone – Recognition
“Successes” section in newsletter
Documentation shadowing and mentoring
Create Realistic Job Preview

13. Signing up Please sign up for the workgroup
Two workgroups (1-6 months, 7-12 months)
Picked based on representativeness of different positions and groups, backups