Appreciative Inquiry and Project Management

Transcription

1 Appreciative Inquiry and Project Management

2 Overview Prelude What are some of the critical success factors for project success? Agenda What is AI? Experiencing AI AI and Project Management

3 Definitions Appreciate 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 To increase in value, e.g. the economy has appreciated in value. Reference: Appreciative Inquiry Handbook / David Cooperrider 2008

4 Definitions Inquire The act of exploration and discovery. To ask questions; to be open to seeing new potentials and possibilities. Reference: Appreciative Inquiry Handbook / David Cooperrider 2008

5 Appreciative Inquiry AI is a philosophy and a process for engaging people at any or all levels to produce effective, positive change The task of leadership is to create an alignment of strengths, making our weaknesses irrelevant. - Peter Drucker Reference: Appreciative Inquiry Handbook / David Cooperrider 2008

6 Appreciative Inquiry AI has been used as a change method with other processes such as strategic planning, coaching, organizational redesign, team building, and social development

7 Appreciative Inquiry AI begins by identifying what is positive and connecting to it in ways that heighten energy, vision, and action for change

8 Deficit Based Change and Appreciative Inquiry Problem Solving Felt Need Identification of Problem Appreciative Inquiry Appreciating and Valuing the Best of What Is Analysis of Causes Envisioning What Might Be Analysis and Possible Solutions Action Planning Basic Assumption: An Organization is a Problem to be Solved Dialoguing What Should Be Basic Assumption: An Organization is a Mystery to be Embraced Reference: Appreciative Inquiry Handbook / David Cooperrider 2008

9 Deficit Theory of Change Metaphor: Organizations are Problems to be Solved Identify problem Conduct root cause analysis Brainstorm solutions and analyze Develop action plans/intervention Organizations are machines that need fixing.

10 Deficit Theory of Change Overuse of the Deficit metaphor can cause: Fragmented responses No new positive images of future Limited vision Weakened relationships & defensiveness negative culture

11 AI Strength Based Change Valuing the best of what is Discover Imagine what might be Dream Dialogue what should be Design Create what will be Destiny Organizations are centers of human relatedness, alive with emergent and unlimited capacity

12 AI Basic Assumptions What we focus on becomes our reality Reality is created in the moment In every group, something works People have more confidence in moving toward the future when they bring things that work from the past The language of inquiry affects the organization

13 AI Positive Core Achievements Strategic opportunities Product strengths Technical assets Innovations Elevated thoughts Best business practices Positive emotions Financial assets Cooperative moments Organization wisdom Core competencies Visions of possibility Vital traditions, values Positive macrotrends Social capital Embedded knowledge Business ecosystem +s eg. suppliers, partners, competitors, customer Reference: Appreciative Inquiry Handbook / David Cooperrider 2008

14 Five Principles of AI Constructionist Principle We build realities based on our previous experience Our world is created through language and conversations Words create worlds Simultaneity Principle Inquiry and change are simultaneous The moment we ask a question, we begin to create change Poetic Principle We can choose what we study What we choose to study creates the world

15 Five Principles of AI Anticipatory Principle Images inspire action Human systems move in the direction of their images of the future Positive Principle Positive questions lead to positive change

16 A Closer Look at the Constructionist

17 Underlying Philosophical Assumptions Qualitative Approach Influences and Guides Positivist Interpretive Critical Underlying Epistemology Myers and Avison, (2002)

18 Positivist Positivists generally assume that reality is objectively given and can be described by measurable properties, which are independent of the observer (practitioner) and his or her instruments. Positivists studies generally attempt to test theory, in an attempt to increase the predictive understanding of phenomena. Myers and Avison, (2002)

19 Positivist Outlook Outlook is positivist if: There is evidence of formal propositions, Quantifiable measures of variables, Hypothesis testing, Myers and Avison, (2002)

20 Interpretive An interpretive person assumes that access to reality (given or socially constructed) is only through social constructions such as language, consciousness and shared meanings. Interpretive undertakings generally attempt to understand phenomena through the meanings that people assign to them. Myers and Avison, (2002)

21 Interpretive Outlook Interpretive methods are aimed at producing an understanding of : The context of the system, and The process whereby the system influences and is influenced by the context. Myers and Avison, (2002)

22 Critical A critical person assumes that social reality is historically constituted and that it is produced and reproduced by people. A critical individual recognizes peoples ability to change their social and economic circumstances are constrained by various forms of social, cultural, and political domination. Myers and Avison, (2002)

23 Critical Outlook The critical practitioner is seen as being a social critic, whereby the restrictive and alienating conditions of the status quo are brought to light. A critical outlook focuses on the oppositions, conflicts and contradictions in contemporary society, and seeks to be emancipatory; that is, it should help to eliminate the causes of alienation and domination. Myers and Avison, (2002)

24 Conceptual Framework for Human Knowledge Interests Knowledge interest Objects of interest Orientation Knowledge products Technical Natural world Social structures Prediction/Contro l Scientific knowledge Technology Practical Social relations Tradition Mutual understanding Social consciousness Humanity Emancipatory Technology Social relations Social criticism Norms for justice Freedom From Habermas (1968) in Myers and Avison, (2002)

25 Conceptual Foundations of Critical Social Theory Methodology Knowledge interest Universe of inquiry Inquiry methods Rationality Validity claim Technical Objective world Empirical Instrumental Effectiveness Practical Shared Subjective Descriptive Interpretive Communicative Truth Clarity Emancipatory Innersubjective Critical Interpretive Dialectic Justice From Habermas (1968) in Myers and Avison, (2002)

26 Constructionist Principle We build realities based on our previous experience Our world is created through language and conversations Words create worlds

27 Positive Image Positive Action Placebo Effect Positive belief ignite healing responses Pygmalion Effect Cognitive capacities are cured and shaped through images projected by another s expectations

28 4-D Cycle Discovery Destiny Affirmative Topic Choice Dream Design

29 4-D Cycle Discovery A search to understand the best of what is and what has been Dream Discovery An exploration of what might be It is 10 years from today Destiny Affirmative Topic Choice Dream Design Propositions to move towards the desired future Design Strategic planning strategic vision and strategies Destiny Actions that support commitments forward to create the future

30 Choosing the Topic of Inquiry What about problems? Need to reframe problems into affirmative topics

31 Choosing the Topic of Inquiry Structuring Appreciative Interviews Lead in introduction Backward looking questions High point experiences Inward Questions What did you learn then that might apply today? Forward Questions Imagine that it is 10 years from now Transition Questions Looking back from the future, what first steps did you take?

32 Experiencing AI This exercise will explore the Discovery Phase of Appreciative Inquiry We will conduct interviews of each other in pairs (or possibly triads)

33 Team Exercise - Paired Interviews High performing teams require trust among team members Exercise: Pair up with another workshop participant Take turns interviewing each other (each interview = 10 minutes for each person) Take notes Ask: Interview Question 1 Interview Question 2, and Interview Question 3

34 Team Exercise - Paired Interviews Group Activity Share the stories, with the interviewer representing the individual Using the input from the paired groups, assemble a sheet with comments that represent a summary of the stories

35 Interviewing Encourage story telling and reflection Think of a time when Describe your best experience Help create a rich experience through extending Tell me more I m really interested in hearing about that in detail Empathize with the speaker That must have been an exciting experience That would make me feel positive Play the role of an interviewer this is not a dialog Take notes so that you could tell the person s story accurately

36 Paired Interview Question 1 We have all been on project teams, some experiences may have been lessons we would choose not to repeat, but some were probably great Think about a great team experience you have had. What made it great? Tell me a story about that experience who was involved in the team, what did you do, what made it such a positive experience? [Interviewer take notes on this story highlights]

37 Interview Question 2 Without being too modest, please describe one of your personal characteristics that you believe made you a great contributor to that team effort. How did you help that team (and other teams ) succeed?

38 Interview Question 3 Consider that you will be joining a new team, on a new project in the near future. What critical factors do you feel need to be in place to provide the best opportunity for another great team experience? [Interviewer switch roles, and have your partner interview you. Be prepared to discuss what you have heard (take notes) ]

39 Exercise Conclusion Be prepared to tell the story of your partner to the group What did you experience in this process?

40 Appreciative Inquiry and Project Management Project Management Resolve business problems and seize opportunities Understand client needs, expectations, and measures of success Establish collaborative relationships/partnerships Establish ownership and commitment to project/tasks Facilitate achievement of desired results/outcomes Mobilize people and resources to get the job done Appreciative Inquiry Alternative to traditional methods of problem solving Focuses on the positive and our strengths Uses interviewing and storytelling to identify possibilities Generates a collective image of a better future Explores the best of what is and has been achieved

41 Appreciative Inquiry Project Application Areas Project and Project Team Management Project vision and mission Charter Team development Leadership development Personal performance Communications Stakeholders Stakeholder management Vendor engagement Focus groups Customer relations Process Work redesign Organizational culture change Requirements development Problem Solving Improving quality Product development Strategy development Joint ventures and collaboration

42 Case Study Newark Beth Israel Medical Center Newark, New Jersey

43 Newark Beth Israel Medical Center 673 bed hospital 60% of patients admitted from the emergency department 80,000 emergency visits per year

44 High Risk Patient transfers from one caregiver to another are high risk situations.

45 Project Redesign of the patient care process. Improve handoffs between the emergency department and the telemetry unit.

46 AI was selected because: it shifts focus from problems to possibilities it is highly inclusive it would generate positive energy and commitment, while being flexible and scientifically grounded.

47 1. Definition Decide on charter, interview questions and plan for involving stakeholders. 5. Destiny/Delivery Implement pilot projects/initiatives. Improvise. Inquire into success. Build internal capacity. Sustain and diffuse. 2. Discover Conduct the inquiry and identify those elements that enable exceptional Emergency Dept.- Telemetry handoffs 4. Design Describe new Emergency Dept. - Telemetry process (new roles, steps, measures, goals, practices. Identify pilot projects. 3. Dream Envision ideal future of the Emergency Dept. - Telemetry process, i.e. external impact and internal functioning.

48 Definition Phase 1 st thought Improve relationships improve safety and quality 2 nd thought Improve process improve relationships

49 Accrued benefits Accomplished desired changes in a short period of time Increased staff s interest in further changes to improve patient care

50 For skeptical leaders Thriving on crisis does not take you to the next level. AI uses the data gathering, analysis, goal setting, and reengineering steps of other improvement approaches just with the key twist of starting by learning from positive deviations, rather than the negative deviations, in the system.

51 The AI questions enabled us to learn about the root causes of our success.

52 Leaders now realize that they need to build on what people are good at. Now they make a concerted effort to let people use their strengths.

53 Advice for executives: This approach will not run itself at the start. It needs strong leadership from the top because until staff members have experienced it, they are skeptical just like senior managers. You have to believe solutions lie within your people. AI is relatively easy to learn and succeed with, but it is not investment free.

54 Another Example LFA LFA-AI Swedish International Development Cooperation Agency

55 Working Model

56 Working Model 1 Users/target group Resources

57 LFA AI Method Involve stakeholders Stakeholders must work together Process-oriented working method Based on concrete experiences (in narrative form) Flexible and capable of being changed

58 Mental anticipation now pulls the future into the present and reverses the direction of causality. - Erich Jantsch

59 The Art of the Positive Question What s the problem here? What possibilities exist that we have not discussed yet? Why do you mess up so often? What s the smallest change that could make an impact? Why do we still have those problems? What solutions would have us all win? Why does everything go wrong all the time? What successes do we have from our past that can be used in the future?

60 The Nature of Questions Questions have a powerful impact on shaping situations

61 The Nature of Questions Types of Questions Diagnostic what is wrong? What is broken? What are the problems we face? Neutral non-directive (but no question is ever really neutral) can you describe what is happening? The Unconditional Positive Question

62 The Unconditional Positive Question Positive Preface Plant the seed of what we are beginning to study, explains what we want to search for Reference: David Coooperrider presentation 2009 Art of the Positive Question

63 The Unconditional Positive Question Example Preface The mark of a revolutionary partnership is doing things radically different together. Not only different, but quicker, with a common focus, leveraging each other s diverse strength. Also, establishing new ways of doing business that are based on trust, mutual respect, and a shared vision. Reference: David Coooperrider presentation 2009 Art of the Positive Question

64 The Unconditional Positive Question Example Question Think of a time when you were a part of a revolutionary partnership, a time in your life at work, or in your personal or community life, when you not only met the other person(s) half way, but met and exceeded needs on both sides. Describe the situation in detail. What made it radically different? Who was involved? How did you interact differently? What were the outcomes and benefits you experienced? Reference: David Coooperrider presentation 2009 Art of the Positive Question

65 AI Foundational Questions Q1: Peak experience or high point? Q2: Things valued most about yourself? the nature of your work? your organization? Q3: What are the core factors that give life? Q4: What are three wishes to heighten vitality and health? Reference: Appreciative Inquiry Handbook / David Cooperrider 2008

66 Applying Appreciative Inquiry Time Limited or Subject Focused Events Team building, conflict resolution Use an AI approach develop questions (interview guide) to explore the topic Reference: Appreciative Inquiry / Watkins and Mohr

67 Applying Appreciative Inquiry System Change Strategic planning, major process redesign, change management Identify key affirmative topics to explore through the 4D cycle Incorporate these concepts into the project Reference: Appreciative Inquiry / Watkins and Mohr

68 Summary Appreciative Inquiry is the exploration of human systems when they function at their best AI is a strength based approach AI s method of inquiry can be applied to many different transformational agendas Strategic planning Community development Team development Personal development

69 Workshop Facilitators Mr. Glenn Hamamura, PMP, is the principal of Systems Excellence LLC, a Hawaii based consulting firm and a PMI Registered Educational Provider. He received the Master of Science and Bachelor of Science degrees from Stanford University, and has been involved in project management in the IT industry for many years. Glenn is also a Stanford Certified Project Manager, a Certified Professional Facilitator (CPF), and an ASQ (American Society for Quality) Certified Quality Manager. He has served as an examiner for the Malcolm Baldrige National Quality Award from 2006 through 2008, and as a senior examiner from Contact information: hamamura@computer.org or (808) Dr. Larry Rowlnad, PMP, is an Assistant Professor and Chair of the Financial Economics and Information Systems Department at Hawaii Pacific University (HPU). Larry s work in Honolulu includes being the Aquaculture Coordinator at the Pacific Business Center Program at the University of Hawaii Manoa, and founder and president of Applied Analysis Inc. In 1998, Larry co-founded the PMI Honolulu Chapter and is currently the College Relations Director. Larry is also adviser to the HPU Project Management Club. Contact information: lrowland@hpu.edu or (808)

70 Appreciative Inquiry References Appreciative Inquiry Handbook / David Cooperrider, Diana Whitney, and Jacqueline Stavros / 2008 The Power of Appreciative Inquiry / Diana Whitney, Amanda Trosten-Bloom / 2003 Encyclopedia of Positive Questions Volume 1 / Diana Whitney and others / 2005 Appreciative Inquiry - Change at the Speed of Imagination / Jane Watkins and Bernard Mohr / 2001 AI commons - Designing Safety into High-risk/High-stress Environments: Positive innovation for patient handoffs / Bernard Mohr, Michael Feinson, and Nancy Shendell-Falik / 2008 Logical Framework Approach with an appreciative approach / Sida / 2006