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Leading Positive Change
through Appreciative
Inquiry
Ronald Fry, PhD
Department of Organizational Behavior
LeadingPositive
PositiveChange
Change
Leading
Through
appreciativeInquiry
Inquiry
Through
Appreciative
Week Four
Session A
“Rethinking How and Why
Human systems Change”
Leading Positive Change
Through Appreciative Inquiry
Principles of “AI”
• Constructionist Principle
Our questions are fateful: Change
begins with the first questions we
ask;
• Principle of Simultaneity
• Open Book “Poetic Principle”
• Anticipatory Principle
• Positive Principle
• Narrative Principle
Words Create Worlds: We move
in the direction of what we most
interact about
Whatever we study…will GROW:
We can study anything in any
human system
Fundamental change comes from changing
the Images of the Future
Positive Images Positive Actions
Stories unite across boundaries; generations
Leading Positive Change
Through Appreciative Inquiry3
Many
Disciplines
The New Model
of Strengthbased Change
• Positive Anticipatory Images — research on positive
health, placebo effect
• Positive perception — pygmalion research
• Language and words — inner/outer dialogue research
• Positive emotions — hope, inspiration, joy
• Power of stories — studies on rise and fall of cultures
• Positive relationships — high quality connections
Leading Positive Change
Through Appreciative Inquiry
Positive Image Positive Action
PLACEBO EFFECT
PYGMALION EFFECT
Leading Positive Change
Through Appreciative Inquiry5
2:1 Imbalance in favor
of Positive Images
for Health and Well-being
“No, not Trees!”
Leading Positive Change
Through Appreciative Inquiry6
Research on High Performing
Business Teams
HIGH PERFORMING
6:1 ratio of positive– (strengthbased and opportunity)
focused dialogue to negative
(deficiency focus) dialogue.
1:1 balance of inquiry (learning
focused questions) versus
advocacy (closed positions)
type conversation.
Losada & Heaphy (2005)
LOW PERFOMING
1:3 ratio: one positive statement
in the team for every three
deficiency focused
statements.
1:20 ratio: one inquiry (openlearning type questions) for
every twenty remarks based
on advocacy.
Leading Positive Change
Through Appreciative Inquiry
The “Imbalance Ratio Effect” Example 2: Co-Elevation
Ratios in 10 Organization Change Programs Linda Robson, 2015
High
Performers
Moderate
Performers
Low
Performers
4
3
3
All Data Combined
4:1
2:1
1:1
Interview Data
3:1
1:1
1:1
Group Meeting Data
2:1
1:1
1:4
Website Data
26:1
28:1
12:1
Number of
Programs
Leading Positive Change
Through Appreciative Inquiry
Our studies show that to Succeed as a
Positive Change Leader, you need 3 things:
1. A Guiding Change Platform to provide a shared roadmap
2. You need to excel in the Management of Continuity
3. You need tools and methods to create at least a
4:1 Ratio of Hope and Inspiration vs. Despair and Deficit
Leading Positive Change
Through Appreciative Inquiry
MOOC slides - Fry - Weeks 4-6.pdf (PDF, 3.01 MB)
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