Intro to Appreciative Inquiry for HR and Change Management.

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NEW WAYS OF WORKING
in
ENGAGE TRANSFORMATION
APPRECIATIVE INQUIRY f o r HR
FREDERIC WILLIQUET
25 NOVEMBER 2014

2. world is vuca
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3. 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, honoring.
In-quire’ (kwir), v., 1. the act of exploration and discovery. 2. To
ask questions; to be open to seeing new potentials and
possibilities. Synonyms: discovery, search, systematic
exploration, study.
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4. Appreciative Inquiry is the cooperative search
for the best in people, their organizations and
the world around them.
It involves systematic discover of what gives a
system ‘life’ so it is more effective and capable
in economic, ecological, and human terms.
Appreciative Inquiry involves the art and
practice asking questions that strengthen a
system’s capacity to heighten positive
potential.
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6. Words Create Worlds:
We move in the direction of what we most interact about
Constructionist Principle | Principle of Simultaneity | Open Book “Poetic Principle” | Anticipatory Principle | Positive Principle | Narrative Principle
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7. Our questions are fateful:
Change begins with the first questions we ask
Constructionist Principle | Principle of Simultaneity | Open Book “Poetic Principle” | Anticipatory Principle | Positive Principle | Narrative Principle
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8. Whatever we study…will GROW:
We can study anything in any human system
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Constructionist Principle | Principle of Simultaneity | Open Book “Poetic Principle” | Anticipatory Principle | Positive Principle | Narrative Principle

9. Fundamental change comes from
changing the Images of the Future
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Constructionist Principle | Principle of Simultaneity | Open Book “Poetic Principle” | Anticipatory Principle | Positive Principle | Narrative Principle

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To change the present, First change the future
Mental anticipation pulls the present into the future and reverses the direction of causality
5. Show and Tell
4. Operate
Sens
1. Value the past 2. Success factors
3. Image
Vouloir
Pouvoir Oser
Past Present Future

11. Positive Images, Positive Actions
Constructionist Principle | Principle of Simultaneity | Open Book “Poetic Principle” | Anticipatory Principle | Positive Principle | Narrative Principle
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Positive Images, Positive Actions
Constructionist Principle | Principle of Simultaneity | Open Book “Poetic Principle” | Anticipatory Principle | Positive Principle | Narrative Principle

13. Stories unite across generations
Constructionist Principle | Principle of Simultaneity | Open Book “Poetic Principle” | Anticipatory Principle | Positive Principle | Narrative Principle
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14. do you know the difference between
learning and development?
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15. To change behaviour, change the conversation
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16. PROBLEM ANALYTIC CHANGE VS. APPRECIATIVE INQUIRY
Problem solving
(deficit based change)
“Felt Need”
Identify problem
Conduct root cause analysis
Analyze Possible Solutions
Develop action plan (Treatment)
Basic assumption:
“problem-to-be solved”
Appreciative inquiry
(strength based innovation)
“Valuing the best of what is”
Appreciate
Imagine (What might be)
Dialogue and design
(What should be)
Create (What will be)
Basic assumption: “mystery”
organization is a web of strengths
linked to infinite capacity, infinite
imagination… alive
Basic beliefs
What we focus on
becomes our reality
Reality is created in the
moment, and there are
multiple realities
In every ongoing team/group/
organisation . . .
Some-thing(s) work
People have more confidence and comfort
to journey to the future (the unknown)
when they carry forward parts of the past
(the known)
The mode and language of
inquiry effects the org. being
observed
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17. “the best of what is”
Discovery
The identification of
organizational processes
that work well
Affirmative Topic
“what might be?”
Dream
The envisioning of
processes that would work
well in the future
Design
Planning and prioritizing
processes that would work
well.
Destiny
The implementation
(execution) of the
proposed design.
Management of continuity
Management of transition Management of novelty
“What should be?”
How to empower, learn, and adjust?
“What will be?”
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"Who the hell wants to hear actors talk?"
— H.M. Warner, Warner Bros, 1927.

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