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Appreciative Inquiry

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by

Cindy Castle

on 21 September 2014

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Transcript of Appreciative Inquiry

4 D's Cycle
Discovery
"What gives life?"
(The best of what is)
Appreciating
Dream
"What might be?"
(What is the world calling for)
Envisioning Results
Design
"What should be the ideal?"
Co-constructing
Destiny
"How to empower, learn, and adjust/improvise?"
Sustaining
Video from David Cooperrider
Lets take a break for a moment to think about those pictures from the beginning...
Constructionist Principle
The way we know is fateful
Reality is socially constructed through a language
Appreciative Inquiry
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.
Inquire -
1. The act of exploration and discovery
2. To ask questions; to be open to seeing new potentials and possibilities
A co-founder of Appreciative Inquiry
References:
Armstrong, L., Gross, M., MacDonald, L., and Walters, L. (2013). Appreciative Inquiry [Prezi frames]. Retrieved from http://prezi.com/lkqldwwx4hmm/appreciative-inquiry/
Cooperrider, D. L. (2002). Appreciative inquiry: A positive revolution in change [PowerPoint slides]. Retrieved from http://appreciativeinquiry.case.edu/practice/toolsModelsPPTsDetail.cfm?coid=1167
J, E., (2014). Appreciative Inquiry [Prezi frames]. Retrieved from http://prezi.com/hjufrwxi5ze9/appreciative-inquiry/
The Aarhus School of Business. (2009). Appreciative Inquiry - John Hayes [video file]. Retrieved from youtube search "appreciative inquiry".
The Drucker School. (2011). Appreciative Inquiry: A Conversation with David Cooperrider [video file]. Retrieved from youtube search "appreciative inquiry".
Townsin, J. (2013). Appreciative Inquiry [video file]. Retrieved from youtube search "appreciative inquiry".
Principle of Simultaneity
Change begins at the moment you ask the question
Poetic Principle
Organizations are an open book
Our choice of what we study determines what we discover
Anticipatory Principle
Deep change equals change in active images of the future
Our image of the future shapes the present
Positive Principle
The more positive the question, the greater and longer-lasting the change
Positive questioning leads to positive change
Problem Solving
Identify the problem
Conduct root cause analysis
Brainstorm solutions and analyze
Develop action plans
Appreciative Inquiry
Appreciate "What is" (What gives life?)
Imagine "What might be"
Determine "What should be"
Create "What will be"
Old VS New
Metaphor: Organizations are problems to be solved
Metaphor: Organizations are a solution/mystery to be embraced
5 Principles of Appreciative Inquiry
By: Cindy Castle & Peggy Harris
NCRPA Conference
Building Bridges Through Recreation
September 21, 2014

Activity Part A
Which picture reflects how you typically navigate change?
Activity Part C
What is your dream of how you would like to navigate change?
A more in-depth look into the 4D's
Discover
Goal:
POSITIVE CORE CHANGE
Who we are, individually and collectively?
What are our core competencies?
Dream
Goal:
Envision the organizations greatest potential
Positive Influence
Impact in the Community
Design
Goal:
New/Hot topics are brought up
Shaping the organization/department's positive core is alive in all aspects
Positive statements for the future organization/department are presented in the present tense
Stretch the organization/department towards its dreams
Destiny
Goal:
Summon to action what was inspired by all other D's
Seek personal and group initiatives
How will it be implemented?
Activity:
Share past experiences
Stories of when the organization/department was working at its best.
Results/Outcomes:
Develops a recollection of highlighted stories & best practices
Identifies factors that sustained the organization/department
Activity:
Share dreams for the organization/department (individually and collectively)
Imagine the best possible way the organization/department can work towards the dream
Results/Outcomes:
What would be the ideal or future organization/department?
How would it work?
Activity:
Use the information collected in "dream" and "design" positive statements on how to get there
Results/Outcomes:
Crafted "design" statements that involve the positive change core
Action:
Brainstorming Process (i.e. how will each individual contribute to the "dream in action")
Individuals voice their intentions and support
Results/Outcomes:
Commitment to action
Support for the organization/department
A New Management Approach in Park and Recreation:
Castle.Cindy@gmail.com
Pegster1434@yahoo.com
Full transcript