toolbox world wide web

 

Name of the tool

Remember me and you

Links to the keystones
Awareness, knowledge

Aim of tool/ Brief overall description
Realizing the value of dialogue
Awareness of the difference between discussion and dialogue
Competent in how to step into the process of dialogue
To understand the contribution of the philosophy of dialogue, how to realize change

Appreciative Inquiry is about the co evolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms. AI involves, in a central way, the art and practice of asking questions that strengthen a system’s capacity to apprehend, anticipate, and heighten positive potential. It centrally involves the mobilization of inquiry through the crafting of the “unconditional positive question” often-involving hundreds or sometimes thousands of people. In AI the arduous task of intervention gives way to the speed of imagination and innovation; instead of negation, criticism, and spiralling diagnosis, there is discovery, dream, and design. AI seeks, fundamentally, to build a constructive union between a whole people and the massive entirety of what people talk about as past and present capacities: achievements, assets, unexplored potentials, innovations, strengths, elevated thoughts, opportunities, benchmarks, high point moments, lived values, traditions, strategic competencies, stories, expressions of wisdom, insights into the deeper corporate spirit or soul-- and visions of valued and possible futures. Taking all of these together as a gestalt, AI deliberately, in everything it does, seeks to work from accounts of this “positive change core”—and it assumes that every living system has many untapped and rich and inspiring accounts of the positive. Link the energy of this core directly to any change agenda and changes never thought possible are suddenly and democratically mobilized. David L. Cooperrider and Diana Whitney.
'People want change but they don't want to be changed!' (KC&P Business development)

Main methods
Dialogue in small groups with the ‘Appreciative inquiry’ model

 

 

Description of the process and the possible stepping stones


Step 1:
The meaning of the model:
Introduction of the theoretical base and the intentions

  • An exciting new paradigm for human development and social innovation.
  • By asking positive questions, we can generate new images of the future
  • ...images evoked by the best of the past and present.
  • These powerful images ... of ourselves, our organizations, and the world ... can inspire action and innovation.
  • Philanthropy, as the concrete expression of our "love of humanity," can provide an ideal vehicle. James Gregory Lord

 

Step 2:
The use of the model: Introduction of the model of appreciative inquiry and of the roles and the rules concerning the use of the model:


Step 3:
Working with the model: Introduction of a multicultural dilemma in the group

Step 4:
Working with the model
In small groups: Going in dialogue step by step.

Step 5:
Evaluating the model: What did you experience during the proces?
What is the value of the model?

 

Instruments

Theory of the appreciative inquiry model
Article of the ABCD crown

 

Equipment

Description of the process and the possible stepping stones

References
References (The theory of the appreciative inquiry):

David L. Cooperrider and Diana Whitney. A Positive Revolution in Change: Appreciative Inquiry

James Gregory Lord, Cleveland, Ohio USA, http://www.appreciative-inquiry.org/

Scharmer C. Otto, 2007, Theory U: Leading from the Future as it Emerges

http://www.presencing.com/ubrowser/

http://www.presencing.com/presencing-theoryu/theoryu.shtml


 

Author
Henk Boer
Gerbert Sipman
Bernadet Tijnagel

 

Institution

HAN University, Hogeschool van Arnhem en Nijmegen, Pabo Arnhem