Appreciative Inquiry
Introduction
Appreciative Inquiry is anasset-basedmethod of organizational development that engages all levels of an organization and its stakeholders in its renewal, change and improved performance. It works on the assumption that there is something positive on which more can be built. It is an energizing andpositivemethod that is not problem-focused and does not look back on what goes wrong or went wrong. Focusing on successes, exceptional performance and on strengths to build up towards a desired future has amotivationaleffect. This approach values existing capacities and talents and is participatory in nature. It's a dialogue ofinquiry and action. The approach is based on the assumption that every organization has something that works well, and therefore can be amplified or strengthened.What do we want more? What is good here?
Dive into the world of Appreciative Inquiry
a) First, have a look at this short conversation withDavid Cooperrider, who introduced the Appreciative Inquiry approach: http://youtu.be/3JDfr6KGV-k
b) Then, browse through theAppreciative Inquiry website, focusing especially on thedifferent phasesin the Appreciative Inquiry process.
Underlying principles
Now, get familiar with theprinciplesunderlying the Appreciative Inquiry approach. They're explained on the websites below:
§ http://en.wikipedia.org/wiki/Appreciative_inquiry
§ http://www.centerforappreciativeinquiry.net/more-on-ai/principles-of-appreciative-inquiry/
Other resources
§ Appreciative Inquiry Commons, 2008:http://appreciativeinquiry.case.edu
§ Article on Appreciative Inquiry from the Asian Development Bank:http://www.adb.org/Documents/Information/Knowledge-Solutions/Appreciative-Inquiry.pdf
§ Appreciative Inquiry and community development:http://www.iisd.org/ai/
§ Appreciative Inquiry instructional sheet developed by ITC-ILO and OHCHR:http://slitoolkit.ohchr.org/data/downloads/Appreciative_Inquiry.pdf
§ Cooperrider D., Whitney D. & Stavros J. (2007) Appreciative Inquiry Handbook. San Francisco: Berret-Koehler.
§ Steinlin, M. (2013) Transforming human systems. Cape Town: IngeniousPeoplesKnowledge Consultants CC
Deep Democracy
Introduction
Deep Democracy is a practical facilitation approach for working with either groups or individuals. It's especially interesting for working with highdiversitygroups. "Democracy" refers to the fact that the approach acknowledges every voice that participates and the belief that the wisest and best quality decisions are the result ofvaluing majority as well as minority voices. "Deep" refers to thevalues, beliefs and emotionsof the participants that come to the surface and feed into the process. They reveal the true potential of the group. If conflicts are present and inevitable, Deep Democracy works towards their early settlement. The approach considersconflictas a generative and transformational process. In this module you will get to know the different steps on the road towards Deep Democracy. You will also reflect on its possible application in society and in your professional environment.
Deepening the democracy concept
The document below describes theDeep Democracy processand illustrates it through a case study.
Other resources
· Deep Democracy official website: www.deep-democracy.net
· Introduction to Deep Democracy by Myrna Lewis, co-founder of the Lewis method of Deep Democracy: http://youtu.be/9L1cDUzk-Ps
Social Network Analysis
Introduction
Knowledge resides to a large extent in social networks, so it is important to understand what these networks are and how they function. Social networks are nodes of individuals, groups, organizations or related systems connected to one another in different ways, such as working relations, functions, project collaboration, or sharing of expertise. Social Network Analysis maps theseconnectionsand visualizes formal and informal relations andknowledge flowsbetween people, groups and organizations. This leads us to identify how we can best interact to share knowledge.
Social Network Analysis as a tool for knowledge sharing
The "Share, Learn, Innovate" toolkit developed for the Office of the High Commissioner for Human Rights (OHCHR) in partnership with the International Training Centre of the ILO (ITC ILO) includes an introduction to Social Network Analysis as atool for knowledge sharing. You can retrieve ithere or download the fiche below. Browse through it thoroughly, keeping in mind what Social Network Analysis could mean for your professional environment.
Other resources
· http://www.kstoolkit.org/Social+Network+Analysis
· Coursera course on Social Network Analysis:https://www.coursera.org/course/sna
· Introduction to Social Network Analysis:http://youtu.be/6FRrK5SAqYg
Cynefin
Introduction
Cynefin /ˈkʌnɨvɪn/ is a Welsh word, commonly translated into English as 'habitat' or 'place'. Dave Snowden chose the term to describe a perspective on theevolutionary nature of complex systems, including their inherent uncertainty through "The Cynefin framework". The term reminds us that all human interactions are strongly influenced and frequently determined by our experiences, through the influence of both personal and collective experience. The framework provides atypology of contextsthat orients us towards possible explanations or solutions. It's based on multi-disciplinary research in the fields of complex adaptive systems theory, cognitive science, anthropology, and narrative patterns, as well as evolutionary psychology. It proposes new approaches to communication, decision-making, policy-making, and knowledge management in complex social environments. The result is apractical framework for applying complexity theoryon organizational management.
A framework for complexity
· Watch the following video, in whichDaveSnowden, the founder of the approach,introduces the Cynefin Frameworkwith a brief explanation of its origin and evolution and a detailed discussion of its architecture and function: http://youtu.be/N7oz366X0-8
· Needmore information? Read the following post explaining the Cynefin framework: http://www.everydaykanban.com/2013/09/29/understanding-the-cynefin-framework/
Other resources
· http://en.wikipedia.org/wiki/Cynefin
· The classic HBR article by Dave Snowden, introducing Cynefin:http://hbr.org/2007/11/a-leaders-framework-for-decision-making/
· Cognitive Edge blog:http://cognitive-edge.com/blog/type/cynefin/
Change Lab
Introduction
Change Lab has a rich theoretical basis, related to developments in group dynamics, complexity theory, design thinking and visual language. In combining this set of social technologies, it offersstrategic and creative responsesto complex social challenges. It offers a space for collaborative and systemic innovationacross sectors and disciplines, where solutions can be tried out, evaluated and improved before implementing them. Through the Change Lab approach, amulti-stakeholder platformdevelops a holistic understanding of the problem and uses its diverse composition to create innovative solutions. Change Lab combinesaction and learning, it is a dialogic process that constantly relates new initiatives back to the picture of thewhole system.
Change lab as a tool for complex social challenges
So, want to find out in what way aChange Labis similar or different to the traditional lab concept? Watch the following video by Social Innovation Generation (SiG) and Reos Partners introducing Change Labs as away to work on complex social challenges.
http://vimeo.com/31034297
Other resources
· An introduction to Theory U and Change Lab by the Meadowlark Institute:http://www.meadowlark.co/u_process.html
· http://edutechwiki.unige.ch/en/Change_laboratory
· On Change Labs and the Canadian Government:http://www.ppforum.ca/publications/change-labs
· Westley, F., Goebey, S., Robinson, K. (2012) Change Lab/Design Lab for Social Innovation Waterloo Institute of Social Innovation and Resilience
· www.collectivewisdominitiative.org
· Reos course on the Change Lab - a fresh approach to social innovation: http://youtu.be/KEx9-pWVYfI
Scenario Planning
Introduction
To learn about the future and to see what kind of patterns and trends will affect your strategy it is always useful to rely on Scenario Planning. A scenario is basically astory that describes apotential future. It can be a powerful method to learn about the possible driving forcesthat will affect our world so that we can incorporate them in our future learning strategies. The development of a scenario entails acollaborative process, the creation of a common language and specific tools that can bring people from different backgrounds together. Jisc Infonet puts it as following:
"Scenarios provide alternative views of the future. They identify some significant events, main actors and their motivations, and they convey how the world functions. Building and using scenarios can help us explore what the future might look like and the likely changes of living in it." Scenario Planning overcomes the pitfalls of both fragmented thinking and group-think.
Transformative scenario planning
In the followingwebinaronTransformative Scenario Planning, Reos' consultant Adam Kahane shares the origins, evolution, process and possible outcomes of the Scenario Planning approach. Take your time to watch, listen and learn!
Other resources
· What is scenario planning?http://www.jiscinfonet.ac.uk/infokits/scenario-planning/
· Scenario planning resources -http://www.well.com/~mb/scenario_planning/
· How to build scenarios -http://www.wired.com/wired/scenarios/build.html
· Scenariothinking.org -http://scenariothinking.org/wiki/index.php/Main_Page
· Learning Scenarios -http://learningscenarios.org/