Appreciative Inquiry: A Project Management Strategy: Pmi Meeting November 18, 2004 St. Louis Park, Mn

Appreciative Inquiry: A Project Management Strategy PMI Meeting November 18, 2004 St. Louis Park, MN Presented by: Josie Lindsay, President & CEO Bell & Lindsay, Inc. 2316 Richmond Rd Beachwood, Oh 44122 Phone: (216) 765-0949 Fax: (216) 765-1950 Email: [email protected]

Objectives • What is Appreciative Inquiry (“AI”)? • What are the advantages of AI?

• Using AI to increase your effectiveness in: – Business partnering/client relationships – Communications – Team Work

The Business Reasons for Project Management • Solve business problems and seize opportunities • Understand client needs, expectations, and measures of success • Establish collaborative relationships/partnerships • Build ownership and commitment to project/tasks • Facilitate achievement of desired results/outcomes

• Mobilize people and resources to get the job done

Why Choose a Particular Approach? • • • • • • • •

Knowledge and skills Values and beliefs Experience and self-awareness Leadership styles Management expectations Organizational climate Client/stakeholder needs & expectations Etc.

What is Usually Done? Appreciative Grateful 28%

Critical/ Fault Finding 72%

What is “Appreciative Inquiry”? • Alternative to traditional methods of problem solving • Focuses on the positive and what you know • 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

Example of AI in Action • Bank was installing new operating system on the desktop computers • Two IS groups got into a war

• HR tried traditional problem-solving approach • Situation got worse • Outside consultants used AI approach

• Stopped ‘finger-pointing’ of IS departments • Got project back on schedule

Another Example of AI in Action • Installing new wireless network interface • Again design and testing got into a war • Manager had meetings to solve problem

• Meetings were complete failures • Outside consultant used AI method to get team members to define issues

• Team created a more trusting environment • Project was finished a month early

Problem-Solving Compared to AI Problem-Solving: “Felt Need” Identification of a problem

Appreciative Inquiry: Appreciating and valuing the best of “What Is”

Analysis of causes

Envisioning “What might be”

Analysis of possible solutions

Dialoguing “What should be”

Action Planning

Innovating “What will be”

Basic Assumption: An organization or a person needs to be fixed.

Basic Assumption: An organization or person has limitless potential/possibilities.

Adapted from Hammond’s Thin Book of Appreciative Inquiry, based on the work of David Cooper rider

Phases of Appreciative Model Phase I Learning & Discovering "The best of what is"

Phase IV

(Appreciating)

Delivering Outcomes “What will be.” (Sustaining Results)

Phase II Envisioning Results

Business Topic

“”What might be?” (Future Possibilities)

Phase III Defining and Committing “What should be.” (Dialogue)

© Bell & Lindsay, Inc. 2004

Adapted from the work of David Cooperrider

AI Application Process Begin with rapport building questions (e.g., Self, work, organization)

Then focus on topics under inquiry (e.g., Communications, decisionmaking, teamwork)

Create Appreciative Questions to Conduct Inquiry Interview explore the topic and future possible questions Share, Dialogue, and Uncover themes

Create provocative commitment statements and action plans

AI Practice Question •

Think about a time when you felt most excited about or committed to being a member of PMI

•

What were the top two contributing factors? 1. 2.

Interviewing Tips • Encourage story telling and reflection – Think of a time when … – Describe your best experience… • Use extending statements – Tell me more. – I’m really interested in hearing about that in detail. • Show empathy – That must have been an exciting experience for you. – You look really pleased. – That would make me feel proud. (Can be used for interviewing individuals or groups)

Interviewing Tips (continued) • Use probing questions – Can you go into more detail on that? – Who did what when? – What did you do? – What were you feeling? – How did that make you feel? • Record responses • In groups, be sure you hear from everyone

Example of Appreciative Questions Client:

• When the client has experienced project management at its best, what were the contributing factors? – Possible Probes: How was information shared? How were decisions made? How were roles and responsibilities defined? What about individual accountability? What about team accountability?

Example of Appreciative Questions Client: • Describe a time when IS/IT performed in a way that made you feel very satisfied. What made that so? – Possible Probes (if needed): Could you say more about client/IS relationships? What did the leader do? How were the roles defined? How did communications occur? What was teamwork like? Describe the quality of the product/process.

Example of Appreciative Questions Teamwork: • When you have experienced teamwork at its best, what were the contributing factors? – Possible Probes: How was information shared? How were decisions made? How were roles and responsibilities defined? What about individual accountability? What about team accountability?

Write an AI Question • Choose a client or teamwork focus • Write probes you would use

AI Application Process Begin with rapport building questions (e.g., Self, work, organization)

Then focus on topics under inquiry (e.g., Communications, decisionmaking, teamwork)

Create Appreciative Questions to Conduct Inquiry Interview explore the topic and future possible questions Share, Dialogue, and Uncover themes

Create provocative commitment statements and action plans

Examples of Provocative Statements Teamwork • We meet our commitments to the teams • We take time to know each other • We have fun and look for the humor in every situation • We accept personal and team accountability Communications • We listen first • We request and give constructive feedback • We value each other’s opinion, even when we agree or disagree

Examples of Provocative Statements Supportive Climate • We achieve together. • We ask for help and give help when asked. • We give credit to others in a timely manner.

Adapted from Lessons From The Field

Questions?