On this page you will find Gervase Bushe's thoughts on...
||Watch Ron Fry and I as the closing keynotes to the 2012 World Appreciative Inquiry Conference in Ghent, Belgium and our talk: "Going Beyond Positivity for Transformational Change".|
From Sage Publications Encyclopedia of Management Theory...
theory’s central management insight is that teams, organizations and
society evolve in whatever direction we collectively, passionately and
persistently ask questions about.
Appreciative Inquiry (AI) is a method for studying and changing social systems (groups, organizations, communities) that advocates collective inquiry into the best of what is in order to imagine what could be, followed by collective design of a desired future state that is compelling and thus, does not require the use of incentives, coercion or persuasion for planned change to occur. Developed and extended since the mid 1980s primarily by students and faculty of the Department of Organizational Behavior at Case Western Reserve University, AI revolutionized the field of organization development and was a precursor to the rise of positive organization studies and the strengths based movement in American management. The following entry describes the principles of AI, the most common methods, and the impact of AI.
As a result of its AI Summit, John Deere reduced a product development cycle from five years to three years.
In less than six months, Dex, a billion dollar, for-profit subsidiary of the Fortune 100 company US West, achieved a huge return on investment of $15.62 for every dollar invested. The Dex office that pioneered AI also improved product quality by 51%, cycle times by over 400%, and employee morale by 245%. During this same period, this U.S. office moved up to number one in employee satisfaction among all 46 offices. Additionally, operating costs declined and customer satisfaction increased.
At Nutrimental Foods, the factory closed its doors for four days and brought together all 750 employees, the company's leadership, and 100 customers to create a new business model. A year later, profits were up over 200 percent and absenteeism dropped 300 percent. AI is now this company's annual way of planning.
If you want to read more about Appreciative Inquiry....
G.R. Bushe (2016) How has Appreciative Inquiry lived up to its promises and what will its future look like?
G.R. Bushe & N. Paranjpey (2015) Comparing the Generativity of Problem-Solving and Appreciative Inquiry: A Field Experiment
G.R. Bushe (2015) Working with Emergent Change: Applying AI to Adaptive Challenges
G.R. Bushe (2013) Generative Process, Generative Outcome: The Transformational Potential of Appreciative Inquiry
G.R. Bushe (2012) Foundations of Appreciative Inquiry: History, Criticism and Potential
G.R. Bushe (2010) Appreciative Inquiry: Theory and Critique
G.R. Bushe (2010) A Comparative Case Study of AI in One Organization: Implications for Practice
G.R. Bushe (2007) Appreciative Inquiry is not (just) about the Positive.
G.R. Bushe (2007) Appreciative Inquiry at the Metropolitan School District: Unleasing a Culture of Creative Engagement
G.R. Bushe & A. Kassam (2005) When Is Appreciative Inquiry Transformational? A Meta-Case Analysis
G.R. Bushe (2001) Meaning-Making in Management Teams: Appreciative inquiry with pre-identity and post-identity groups.
G.R. Bushe (1998) Appreciative Inquiry with Teams.
G.R. Bushe (1998) Five Theories of Change Embedded in Appreciative Inquiry
For more resources:
|Appreciative Inquiry is
an action research process that studies something from the positive side
to create a new kind of conversation among people as they work together to
improve a group or organization. It is a long term effort that
requires sponsorship from leaders in the organization or community.
Appreciative Leadership and Appreciative Change Processes, on the other hand, are techniques that anyone in any position can use at any time to get more of whatever they want to see more of. To use appreciative change process first you have to be clear on what you want more of (not what you want to "fix"). This could be something you want to see more of in a person (e.g., courage, listening, assertiveness, support, etc.) in a group (e.g., decision making, conflict management, teamwork, etc.) or an organization (e.g., innovation, customer orientation, operational excellence, etc.). Second, you have to assume that whatever you want more of already exists, even if just in small ways. You then go searching for instances of where that shows up and work to amplify it so that you get more of it.
Appreciative change process is a potent methodology that works by building on the strengths and wisdom that already exist in a person or system. Appreciative Leadership and change processes was first described in a 1991 OD Practitioner in article by Tom Pitman and myself.
To read more about appreciative leadership and change....
Appreciative Leadership and Change
I have been giving courses on Appreciative Inquiry since 1991 and taught AI in Canada, the US, Europe, Australia and Africa in various formats:
- 60 - 90 minute talks on Appreciative Process, suitable for all audiences
- one day introductions to AI suitable for managers and executives
- half day course on using AI for team-building, suitable for managers and consultants
- two day courses on AI suitable for HR professionals and consultants interested in using AI
- two day courses for managers
My Appreciative Inquiry courses are always organized by other individuals or organizations. Contact me to find out where the next course is being held.
If you are interested in
my services, please contact me by email: firstname.lastname@example.org
or 1-604 986-1819.