Generating Breakthrough Solutions for Your Biggest Challenges
Unleashing the Collective Genius Within Your Teams
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This program model and process facilitates the enabling, transform, and inspiration of an organization or department to unlock the genius within. To have a platform and framework within a workshop, that enables the reimagining their new future or the solving of a significant challenges, together.
To capitalize on the change, the Appreciative Inquiry model, addresses the fears, resistance and negative productivity impacts from change, by the mindset, belief system and paradigm of an organization, department or team.
Why the Appreciative Inquiry Method Works to Generate Fresh, Big, Important Solutions to Big Challenges
Developed at Case Western University by David Cooperrider in 1997 the Appreciative Inquiry (AI) Model is for organizational improvement change initiatives
The foundational principle of the model is change within an human system, such as a business organization, rested on four principles, starting with appreciation and questioning, to envision and design the new.
Contrary to the traditional problem-solving approaches a problem(s) exists, it less than ideal to have a small group of people, create a list of changes that must happen to solve the program.
The Appreciate Inquiry model looks at organizational issues and concerns in a significantly different way.
Rather than focusing on problems to fix, management looks for what is working well in their organization. Then, the teams are invited into the process to envision what it might be like if the well-functioning means and methods working could be expanded throughout the organization to build upon the best. This then puts the focus on identifying what is required in terms of both tasks and resources to bring about the desired improved future.
Comparison between traditional deficit, root cause problem-solving change method and the modern Appreciative Inquiry Change Model
The starting principle for any appreciative inquiry change program starts by creating safety for communication and ideation from direct, specific, honest appreciation between team members.
VP and Middle Management
Cross silo Team members based on mission
External stakeholders such as external or internal customers
Wiley’s 5 Behaviors of Cohesive Teams Assessment and Content Delivery
Appreciative Inquiry Model 4D cycle applied to the unique needs and mission of the organization, department or team
Program Outcomes: (better copy here)
Increased employee engagement from being heard and valued during A.I. Workshop
Generation of important innovations, process improvements or change iniatitives for the organization
Design of prototypes of proposed improvements
Specific action plans with dates and team member accountability.
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