an Overview of Appreciative Consultation
by Liz Mellish
This is a collection of key points relating
to Appreciative Inquiry for use in a short briefing
Questioning Our Assumptions
4-D Model Of Appreciative Consultation
Sample Activity: Model In Use
Need to integrate, bring together, interpret clients' needs; and design
processes which reflect:
Intellectual Competence ( Knowing clients' business and providing
suitable frameworks to deal with the issues)
Logical Competence (Offering project
management and organisational competence to systematically pursue
change agenda at hand)
Processual Competence (Facilitating
client group towards decisions about practical approaches and moving
Organisations In Transition: Action at the interface
Organisation as a problem to be solved
Organisation as a mystery
How we choose to define power and possibility is infinitely reframable
Organisational effort often follows the 'line of inquiry'
'Organisation' is a social system defined by the way participants think,
feel and perform together
Imagination, Inquiry, Dynamics of Hope,
Motivation, Energy and Language Define What's Possible
Consultation - 4 Principles
- Yourself And Other People
Apply - Your Knowledge Of What
- Your Imagination: What's Ideal
Collaborate - Share, Affirm And
Model: Discover, Dream, Design, Deliver
1. Meaningful Integration, Inclusive Way Of
Tying Things Together and Moving On...
2. Produces Compelling Views Of Future
3. Generates 'Goodwill', Energy
4. Unearths Stories Based On Deep Values And Things That People Care About
5. Provides Solid Basis For Strategy
6. Re-Energises Strategic Planning Process
7. Facilitation Is Critical: Links Between Phases
8. Very Easy To 'Grow Your Own'
9. Commitment Builds Through The Process
10. Flexible Applications:
Team Development (Cross Functional/Self Managing Etc)
Appreciative Model in Use
Step 1 Organisational balancing
TRIAD OF NOVELTY, CONTINUITY AND TRANSITION
Step 2 Emergent forms of organisation
FORMS OF ORGANISATIONAL CHOICE.
Step 3 Appreciative consultation
Appreciative consultation is a philosophy.
As a matter of course, the consultant's line of inquiry becomes positive
(what has worked in the past? what is working now? what would and could
work in the future? How can we make best use of the talent and resources
available? What are our success stories? When have we been most proud?
With respect to facilitative expertise, the consultant consciously guides
the group to explore what's best? what's possible, how we can make it
Groups derive a sense of good will and energy from the approach which
empowers them to do the best with what they've got. Executives begin to
appreciate the contribution their people can make, managers can get on
with what they do best, co-ordinating the efforts of others and staff
get a stake in the future.
Appreciative consultation presents as a process which has the capacity
to build collaborative and affirmative competencies within and between
organisations. It is exactly these collaborative and affirmative competencies
that will facilitate the personal and organisational transitions currently
required to sustain people and organisations in the next millennium.
Finally, appreciative consultation
provides the HR consultant with an opportunity to demonstrate their key
competencies: business knowledge, HR state of the art, change and process
competence, and credibility (Ulrich, 1996).
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