Skip to main content

Appreciative Inquiry (AI): David Cooperrider

Following the strengths-based leadership philosophy of Peter Drucker, Appreciative Inquiry says “the essential task of leadership is to create an alignment of strengths in ways that make a systems’ weaknesses irrelevant.” It says that managing and leading change is ALL about strengths: elevating strengths, magnifying strengths, and creating new combinations and chemistries of strengths in ways that propel innovation.
Appreciative Inquiry—or “AI” for short-- has two radical but exciting premises. First, is says forget everything you learned in change management 101—organizations are not problems-to be-solved—and that all the deficit based change methods, from gap analysis to organizational diagnosis, are in fact creating an exhausting treadmill and barrier to real innovation. Appreciative inquiry turns the problem-solving habits of the field on their head, and shows that change is more powerful, energizing, and effective when we inquire into the true, the good, the better and the possible—everything that gives life to a system when is most alive and at its exceptional best. Do you really think one more survey into low morale is going to generate the energy and new vision of a company filled with people alive with passion and high commitment? AI theory says no: all the studies in the world of low morale will not tell us one thing about “high commitment work systems.” If we want to know how to create a high commitment work system we would be better off doing 100 interviews—a real study—of “high point moments” in people’s career in the organization, times when they were most committed and alive in their work and when they were going way beyond their job descriptions. So AI is about the discovery of life generating strengths and instead of SWOT it is built on an analytic model called SOAR, that is, the systematic study of signature strengths, opportunities, aspirations, and results.

Source:http://www.davidcooperrider.com

People often reveal their character in their approach to discussions. Four basic types can be identified, according to how people react to suggestions:

The Fault-finder: "The idea is good but...
The dictator: "No".
The school teacher: "No, the idea isn't good because..
The AI thinker: "Yes, and we could also..

Comments

Popular posts from this blog

What is The Hay Group Total Reward Framework

The Hay Group Total Reward Framework A new way of understanding reward Reward strategies must be anchored in business reality to be effective. Which means linking it to your business strategy – and the needs of your employees as well as your organisation. Our Total Reward Framework helps you optimise reward, no matter how challenging the conditions. The issue Remuneration tends to be one of the worst-managed parts of an organisation’s cost structure. But with 10-70 per cent of total costs wrapped up in it, reward cannot be ignored, particularly in a downturn. To be effective, reward programmes must reflect the needs of the business, now and in the future. Only if they are tied closely to company strategy, business performance and the needs of employees can reward programmes deliver the ROI that is needed in tough times[MK1] . The Hay Group Total Reward Framework takes strategy as a starting point – and it focuses on total reward: every financial measure together with no

Aon Hewitt Total Rewards Framework

Aon Hewitt Total Rewards Framework The Aon Hewitt model and approach believes in considering Total Rewards as a business tool and very much linked to overall business objectives! Reward as understood is a very complex mechanism and some efforts of correcting the base pay and titling in a hurry by many MNCs in India have done a bigger crime by trying to correct it by market adjustments without looking at the talent map, complexity and expectations out of role and mapping it against the benchmark. Titles in India are a big misnomer and hardly any survey on compensation ever probes and captures and calibrates the tangible outcome based bench marking! If we dive deep, we will find that the key factors of Education, Experience and Quality of Education, Quality and relevance of experience and education are not calculated granular! A diploma holder technical manager gets the salary benchmarked for the top T-school manager with top quality experience in a challenging and break-through

Well-known interviewing technique “laddering,” the Means-End Chain!

Courtesy HBR article...  The 30 Elements of Consumer Value: A Hierarchy (hbr.org) Understanding Consumer Decision-Making with Means-End Research - Rockbridge (rockresearch.com) Many of the studies involved the well-known interviewing technique “laddering,” which probes consumers’ initial stated preferences to identify what’s driving them In our research we don’t accept on its face a consumer’s statement that a certain product attribute is important; instead we explore what underlies that statement. For example, when someone says her bank is “convenient,” its value derives from some combination of the functional elements  saves time,   avoids hassle,   simplifies,  and  reduces effort.   We have identified 30 “elements of value”—fundamental attributes in their most essential and discrete forms.  These elements fall into four categories: functional, emotional, life changing, and social impact. Our model traces its conceptual roots to the psychologist Abraham Maslow’s “hierarchy of needs,