Every organization has something that works right, things that give it life when it is vital, effective, and successful.

•  A.I begins by identifying this positive core and connecting organizational visions, plans, and structures to it in ways that heighten energy and inspire action for change.

What is different from the traditional approach?

Traditional attempts at change management share a common theme: they all tend to view organizations as problems to be solved.
The problem-solving paradigm usually implies several steps, including identifying the problem, looking for causes, applying potential solutions, and assessing results.

For example, consultants attempt to identify the “root causes” of project management failures, team conflict, customer dissatisfaction, or workplace harassment, time to market to long, and the implement changes to “fix” the problem areas.

This problem-solving” mentality has dominated business for years and has met with some success. However, we are beginning to understand the limitations of this approach.

A continued focus on problems in an organization creates unintended consequences , including:

• A search for specific solutions to specific problems, reducing creativity and innovation
• A culture of defensiveness and finger-pointing; someone must be blamed for the problem
• Low morale; work becomes one problem to be solved after another
• Those who are “solving” the problems tend to be one or more levels away from the problem itself and from those who will have to implement the solution
• Resistance to change; minimal commitment to “solutions” that are forced
• An emphasis on yesterday’s failures; no new positive images or visions of the future are created.

What is a “positive” approach” to managing organizational change?

We do not advocate ignoring problems. Rather, we suggested an approach that focuses on positive solutions. Search for the “root causes of success” rather than causes of failure.

We believe that the initial questions asked during an attempt at organizional change significantly impact the direction and results of that effort.

Questions that focus on problems and deficiencies tend to generate resistance, blame, pessimism, and doubt. Alternatively, questions that emphasize strength and successively enthusiasm, inspiration, hope, commitment, and motivation. In turn, these result in possibilities, options, and opportunities that produce action.

For example rather than searching for the causes of turnover by asking why employees leave, ask why employees would want to be hired or continue to work with motivation. Rather than focusing on the 10% of customers who say they are dissatisfied with the service received, determine why the other 90% are satisfied. Instead of conflict management training full of “do’s and don’ts”, explore when and why workers are communicating together in the right way.

Our approach to positive organizational development is based on proven methodology, well grounded in theory, research and practical application, called Appreciative Inquiry (A.I)

Whit AI , we learn by examining the very best of what an organization has been and continues to be , and what it can be in the future.

Exactly what is Appreciative Inquiry?

To “appreciate” is to find value or worth; to “inquire” is to ask questions or search. Appreciative Inquiry is the search for what is valued and worthwhile. In an organization, we seek to understand strength an success. Rather than focus on what is broken, we emphasize what works.

In an Appreciative Inquiry approach, we identify circumstances where work is performed successfully, at it best; where good decisions are being made; where quality is excellent; where customers are being satisfied; where internal processes flow smoothly; morale is high; and motivation and commitment are strong.

By inquiring about and studying these circumstances, we use the strengths of the people and their organization as a springboard for future success. A.I helps people identify what they want more of , create a shared vision of the future, and turn that vision into reality.

Why is Appreciative Inquiry successful as an approach to managing organizational change?

People typically respond with energy and enthusiasm to the positive approach in A.I.
It gives coworkers ( and other stakeholders) an opportunity to share positive experience and create a vision of the future for themselves and their organization.

Appreciative Inquiry is successful because:

• AI builds relationships, a sense of community, and mutual responsibility
• AI allows people to be seen and heard, increasing participation and meaningfulness
• AI encourages people to share dreams and visions for the future
• AI allows people to contribute in different, yet meaningful ways
• AI generates support for action towards a common vision
• AI encourages and enables people to be positive

How has Appreciative Inquiry been used successfully in organizations?

Some examples :

GTE Telecom ( now VERIZON)
Large scale AI change focusing on customer service, teamwork and communication ; created Union-Management partnership, awarded the ASTD Cultural Change Award for 1997 for USA.

Roadway Express
An AI pilot project focused on building employee involvement, reducing waste, and increasing speed and efficiency of workflow; resulted in creation of 8 self-organized ”project teams” ; one team generated savings of 10 000 $ per month by reducing driver delay, and more than 7 000 $ per year in other cost reductions.

Nutrimental
Large-scale AI summit with over 700 attendees ; focus was on increased competitiveness in the marketplace by identifying best practices and strengths, average return per worker increased 22% and a 27% increase in sales volume.

Lafarge North America
After restructuring operations, the largest supplier of construction materials in the US and Canada used AI to help create a high performing leadership-team; evaluations showed the participants understanding of the leadership team’s purpose increased by 56%, trust between team members rose by 47%, and member’s commitment to how the team would work together to lead the next division increased by 29%

Saint-Gobain Isover Western Europe
An A.I summit with the european marketing members of the different countries has provided very impressive results. Better experience sharing, better understanding of the strategy, new innovative projects to launch, new process to secure being in time with the market demand.

How would we implement an Appreciative Inquiry approach within your organization?

There is no “one size fits all” template for using Appreciative Inquiry in organizations, and the format used would vary with goal of the intervention.

In the “Creative workshops” you will attend , we will use a 4 steps approach:

It is a participative approach. It offers to all the team or company associates to give their personal opinion on key subjects.
It allows to everybody to better understand the change process and the real benefits of the operation.

The Appreciative inquiry , will provide a kind of positive revolution in the organization with an UNIQUE BENEFIT : changing in respecting the values of every company’s person .

Company Performance and associates well being are 2 parts of the same living system.