Strengthbased Problem Solving An Appreciative Inquiry Approach Learning

Strength-based Problem Solving: An Appreciative Inquiry Approach

Learning objectives • To become acquainted with basic problem-solving steps associated with appreciative inquiry • To apply inquiry methods for discovering and engaging strengths and promoting positive change

Learning Session Overview • Appreciative Inquiry Defined • Assumptions of Appreciative Inquiry • Five-Step Strength-based Problemsolving Process • Example Application • Application Activity

Problem-bound Strategies Problem-bound approaches focus on perceived deficits in the workplace environment. Over time, they fill the organization with stories, understandings, and rich vocabularies of why things fail. Compulsive concern with what’s not working, why things go wrong, and who didn’t do his or her job demoralizes members of the organization, reduces the speed of learning, and undermines relationships and forward movement. David Cooperrider and Diana Whitney

Appreciative Inquiry Defined "Appreciative Inquiry", was developed by David Cooperrider of Case Western Reserve University in the mid 1980 s. • Appreciation means to recognize and value the contributions or attributes of things and people • Inquiry means to explore and discover, to understand, and to be open to new possibilities. Appreciative inquiry together implies valuing and affirming what is functional and positive in the present, and moving from this perspective in exploring dreams and potential for affecting positive change in the future.

Traditional Problem Solving vs. Appreciative Inquiry Problem Solving Appreciative Inquiry • Identification of problems • Analysis of causes • Analysis of possible solutions • Action planning • • Appreciate: Value the best of what Is Imagine: What might be Dialogue: What should be Create: What will be Assumes: Organization is a problem to Assumes: Organization is mystery to be be solved. explored What’s in the way of what we want? What is it we ultimately want? Deficit Thinking Possibility Thinking

Assumptions of Appreciative Inquiry Foundational assumptions of Appreciative Inquiry include: People individually and collectively have unique gifts, skills, and contributions to bring to life. Organizations are human social systems, sources of unlimited relational capacity, created and lived in language. The images we hold of the future are socially created and, once articulated, serve to guide individual and collective actions. Through human communication—inquiry and dialogue—people can shift their attention and actions away from problem analysis to lift up worthy ideals and productive possibilities for the future.

Strength-based Problem Solving Steps Discovery Destiny Reframe the Problem Design Dream

Step 1: Reframe What is our direction for positive change? Typically, organizations and teams are faced with challenges and problems that provide a catalyst for action. Our sick time is up and employees on average are missing more time; therefore productivity is down. Problem-oriented statements need to be reframed and There is a a lot of gossip restated to emphasize happening on our team, and opportunities for positive it is affecting motivation and morale. actions. How would you restate the following?

Focus on Strengths Deficit Based Language… Fix Limitation Weakness Problem Insist Past Treat Strength Based Language… Empower Possibility Strength Solution Invite Future Facilitate

Step 2: Discovery What are our strengths to support positive change? In this phase, we look for the best of what has happened in the past, and what is currently working well. Design questions to elicit stories about what employees or team members find most valuable or appreciated, and what works particularly well. When you think back to when you decided to join the company, what was the thing that most attracted you? • Tell me a story about a time when you were very enthusiastic about your work. • What do you think is most important for success at the company? • Tell me about the time you felt proudest about the company. •

Questions Associated with Mental Fitness Needs Questions about Relatedness: Think about past times when the workplace community came together. What did it look like? How did it make you feel? What makes you proud to be part of this community? Questions about Competency: What are the strengths of the workplace community? When have you seen these strengths in action? What was it like? Questions about Autonomy: What is important to you about the workplace community? What is important to other community members? What are your hopes/dreams for the community? If you woke up in the morning and it all happened, what would it look like?

Step 3: Dream What is our dream or vision for positive change ? In this phase, we dream of "what might be". Imagine if we had a magic wand we woke in the morning and our dream had been realized, What would it look like? What would be happening? What would we be doing? If you could change or transform anything in any way, what three things would you do to heighten the overall health and vitality of the organization?

Questions Linking Visions with Directions for Positive Change What single or small change could have the biggest impact right now? What bold changes could would have positive impact? What are three organizational core strengths, values or qualities would you want to see preserved and leveraged as plans are made for the future? Strengths from the Discovery phase can be linked to the elaborated vision that is developed during this phase.

Map Your Vision Map common themes that emerge from dream discussions and brainstorming Visions of Team Functioning Team problem solving meetings Affirmations Recognition of Team Accomplishments Team Building Events

Step 4: Design How will we design or structure positive change? • This phase is about giving form and structure to the values and ideas of the dream or vision. • In this phase the framework for moving forward is designed. • The development of a Logic Model provides a means for illustrating the logical processes for moving forward.

Logic Models Defined A logic model is a graphic display or map of the relationship between a program’s resources, activities, and intended results, which also identifies the program’s underlying theory and assumptions (Mc. Laughlin& Jordan, 1999; Renger & Titcomb, 2002). Logic models are key tools for program development, implementation, or evaluation. They assist in: • Clarifying theories of change • Identifying and organizing resources • Linking program goals and activities • Ensuring effective program implementation • Identifying and measuring expected results

Components of a Logic Model Key components of the logic model include: • • • Goals: the key goals or objectives that set the direction for fostering areas of development and growth Inputs: The resources, personnel, program components, and partnerships needed to move forward Activities: The essential processes, actions, and strategic directions needed to be undertaken applying or facilitated by key inputs Outputs: Products, materials, and other forms of evidence that reflect progress and implementation of activities Outcomes: These are anticipated impacts linked with goals

Step 5: Destiny How we will take action? The Destiny phase, sometimes called the delivery phase, is the period of action and implementation. When constructing an implementation plan, four areas should be considered: • Set priorities • Establish timelines • Delegate responsibilities • Monitor progress

1. Set Priorities Setting priority actions to meet established goals at the onset along with deadlines for completion is essential. • The logic model schematic completed in the design phase may be very useful for identifying priority goals and actions • Once priority actions have been clearly outlined, then a task analysis can be carried out. • This involves identifying the specific activity steps and the sequence required to fully implement a strategic action.

2. Establish Timelines • Strategic goals and corresponding actions should be linked with realistic timelines that ensure full engagement and effective performance of all team members • Establishing a timeline allows for sequentially following expectations (goals) and tasks (actions) and laid out assigned to the team • Timelines stimulate action by creating deadlines by which time work must be completed.

3. Delegate Responsibilities • Delegating tasks involves reinforcement of the strengths of the team and collective responsibility for the achievement of priority goals and actions. • Delegating responsibilities involves ensuring that individual personnel and team members clearly understand their roles, tasks and responsibilities. • Delegating tasks is communicated in the context of a shared vision for positive change.

4. Monitor Progress Monitoring progress helps personnel and team members know if implementation plans are moving forward as planned. Participatory approaches to monitoring progress include setting specific meeting times within the plan to reflect upon and answer such review questions as: What progress has been made to date? Are we on time? Is there consistency between our plan for implementation and what we have rolled out to date? • What challenges have been encountered? What solutions have been proposed or acted upon? • Does the implementation need to be adapted or revised? • What lessons have been learned so far as a result of the implementation process? • •

Appreciative Inquiry Example Application 1. Identify and restate problem-oriented statements to emphasize opportunities for positive actions. (Reframe Problems) 2. Design interview questions to elicit stories from team members/employees about what strengths the organization possesses to support positive change, and what dreams or vision they have for positive change. (Discover and Dream) 3. Carry out interviews, analyze and map themes related to organizational strengths and dreams/visions. (Discover and Dream)

Example Application 4. Carry out interviews, analyze and map key themes from the two questions. (Discover and Dream) 5. Using the key themes, clarify goals, activities, outputs and outcomes required to design a framework for change. (Design) 6. Develop and implement a plan for positive change by setting project priorities and timelines, delegating responsibilities, and employing methods for monitoring progress. (Destiny)

APPLICATION ACTIVITY Strength-based problem solving • Take a moment to reflect on the phrase “building a culture of organizational wellness”. Design a series of three to five questions that will assist in exploring the strengths of your organization, as well as potential directions for the future. Refer to the discovery and dream phases of this presentation. • Once these questions have been formulated, Invite two or three colleagues to answer these questions individually or in a small group. • Answer the questions to the right following the completion of your interviews. What themes did you note in these interviews? What organizational strengths did you discover? How might such strengths be applied to promote greater workplace wellness in the future?