Appreciative Inquiry
Developed in the early 1980’s, Appreciative Inquiry (AI), is an organizational development tool that invites people to engage in building the kinds of organizations and communities that they want to work and live in. Through the engagement of the whole system, exceptionally positive moments are examined to uncover the conditions that created those moments in order to amplify them. Innovation and creativity are unlocked as the entire system participates in envisioning what might be, co-creating what should be and innovating what will be.
What About Problems
When using AI we don’t ignore problems – we recognise them as a desire for something else, then work to identify and enhance the “something else”.
The power of language
AI recognizes the power of words and when engaged in work that draws on the AI methodology there is an intentional mindfulness of language. AI inquiries into exceptionally positive moments and leads people to share stories when an organisation has been its best. One technique for doing this it to change the way we ask questions.
If we were exploring customer service with the goal of improving it, we might ask: What are we doing wrong that is causing customer dissatisfaction? What do we need to do to decrease customer dissatisfaction?
Recognizing the power of language we would now ask:
When have our customers been really happy and satisfied with our service? What were we doing then that we can learn from and build on? What images and ideas come from these success stories that lead us to new ways to increase customer satisfaction?
Strategic Planning Process
Using AI, the SRIU has developed a strategic planning process for the CIG that utilizes an Appreciative Inquiry framework to guide the development of the strategic plan.
Stage 1: Identify Inquiry Topic
The Core Team and other key stakeholders will be engaged in interviews designed to explore moments when the organization has been its best. Through an analysis of the stories that emerge from those interviews themes will be identified. These themes describe what is happening in the organisation during its exceptional moments. These themes will be developed into topics that will be explored through a strategic inquiry.
Stage 2: Conduct Strategic Inquiry
Summit’s will be held that bring together civil servants from all levels of the organization and from across the organization as well as internal and external stakeholders to explore the topics. In exploring the topics, stories of times when the organization has been its best will be shared. These moments, as captured through interviews, will be analyzed and the conditions that created them will be identified.
Through an understanding of what conditions facilitate the organization being its best strategic goals will be identified. These goals are directly tied to past moments when the organisational has been exceptional. This ensures that the strategic goals chosen are achievable and result in positive change.
Stage 3: Develop Strategic Plan
Once the strategic goals have been identified Innovation Teams will develop high-level civil service action plans. Innovation Teams will be made up of Core Team members as well as technical experts who are familiar with the legislative, regulatory, policy and financial frameworks of the organisation. By exploring strengths and opportunities and conducting an environmental scan Innovation Teams will develop an action plan for each strategic goal that is realistic, achievable and through implementation will serve as a driver for positive change.
Stage 4: Implementation and Tracking of Results
Once the Strategic Plan is released by the Deputy Governor resources and support will ensure the successful implementation of the strategic plan. Through tracking and reporting on the outcomes of the action plans the organization will be held accountable for the implementation of the plan and will celebrate in the success achieved as the civil service is reimagined.
