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It quickly spread to the world and has won over companies like Coca-Cola,
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British Airways,
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It offers an approach,
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positive and participatory,
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to support change,
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breaking free from the traditional approach often focused on problem solving.
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In this video we will see the origins of the appreciative inquiry,
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and finally the five Ds,
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the five stages of its deployment.
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Where does the appreciative inquiry come from?
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a number of American psychologists Maslow,
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Eriksson reversed the usual questioning.
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Instead of seeking to understand why their patients felt
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bad by focusing on their problems and suffering,
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they looked for the patient's strengths,
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their successes,
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their resources and skills.
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And they discovered
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that relying primarily on talents and resources,
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their patience got better
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and resolved their problems more easily.
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The research has broadened into the field of business.
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an organization that faces a loss of market share or
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a merger or a technological change will have a better chance
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of overcoming if it relies on the positive energy of
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employees who are aware of their successes and their strengths.
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but this assumption goes against many methods
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of change that primarily advocate the diagnosis
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of dysfunctions and seek to create a sense of urgency based on fear.
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Insisting on weak points and risks will perhaps reduce resistance to change,
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but at what cost?
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How energetically will employees manage the changes,
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worrying and feeling restless?
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Will they embrace the change
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only because we have no choice,
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we have to change,
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otherwise we'll die.
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the moment the pressure of fear and constraint decline,
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the whole process of transformation will come to a halt.
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What are the principles of the appreciative inquiry?
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The appreciative inquiry does not ignore the
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problems and challenges that the organization faces.
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It implements an approach based on the life
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energy of the business and centered on solutions.
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It looks for a state of success rather than strategies to solve a problem.
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As Claude Eli says,
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if you look only in the direction of obstacles and problems,
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that's exactly what you will find.
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Our point of focus continually guides the reality we create.
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Are we looking at the problems or at the successes?
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Are we looking at how to fix the difficulties,
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or are we looking to a desired future state?
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We take our present focus with us into our future.
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Do we decide to take difficulties and fears
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or successes and resources into our future?
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In every human system,
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including businesses,
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there are things that work.
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Are we aware of these things?
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Do we choose to lean on them?
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Are we ready to look for the causes of success and not the causes of failure
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in order to design and build an appropriate future?
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this approach is in keeping with the
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so-called positive American and Canadian cultures,
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while this appreciative approach meets more resistance in countries where the
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dominantly critical culture focuses more on the glass that is half empty
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but that is changing.
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What are the stages of the appreciative inquiry process?
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The appreciative process is done in 5 steps.
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The 5 Ds definition,
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and destiny or delivery.
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the appreciative inquiry process is highly participatory in each of its 5 steps.
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2-person interviews,
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small discussion groups,
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collective communication.
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definition of the subject.
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The questions guide the direction in which to go.
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Organizations are indeed moving in the direction
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of the questions they have asked themselves.
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Defining the subject is not just a matter for management.
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It is strongly recommended to involve the people affected by the changes.
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Here are some examples of positively oriented requests
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promoting inter-service cooperation
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or optimizing product development.
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discover the resources of the organization
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on what can the organization and the people rely on to lead the change.
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What are the resources,
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even in times of a crisis,
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every organization retains strengths and resources that
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will help it to bounce back.
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There is a force of resilience at the heart of organizations and of people.
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Do you need to implement a merger?
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What are the strengths and talents on which you can rely?
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This discovery stage will be based on pair interviews
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where each one will take turns,
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being the interviewer and then the interviewee.
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Everyone asks their colleague to describe
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their competencies,
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their successes,
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their motivations,
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as well as the resources that they recognize in their service
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and in the organization.
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The intimacy of questioning in pairs neutralizes
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anxiety and opens up the conversation.
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The members of the pair will feel their
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positive energy unfolding as they discuss the resources.
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On this positive springboard,
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they will then be ready to talk about the vision and the future of the organization
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in connection with the initial request.
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In pair interviews,
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questions are also addressed on desires,
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wishes and hopes.
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Here are some examples of questions proposed by Arnold Tonala,
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change management consultant.
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What are the three wishes that you would make for the development of the company?
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You leave on Friday,
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you come back on Monday,
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and miraculously the company has changed over the weekend
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in the direction you wanted.
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How does it work?
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What are you doing?
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What has changed concretely?
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All responses can then be shared collectively and prioritized.
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The dream took shape for all to see.
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The vision being clear,
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we must now define the road map.
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Who will do what,
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according to which priority?
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What will be the managing model?
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What role will management have?
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what resources will be allocated?
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delivery or destiny?
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Once the deployment plan has been decided,
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it will obviously be necessary to steer the implementation and adjust the roadmap
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to the reality on the ground.
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You can go through these five steps,
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the 5D in one or several days,
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depending on the extent of the change and the size of the group affected.
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These changes may alternate moments of sharing and co-construction
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in pairs in small groups or in the collective.
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The appreciative inquiry approach can cover a very
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wide scope of domains the team project,
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management development,
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and of course change management.
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change management is part of the appreciative inquiry's DNA
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creating innovation,
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driving transformation,
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contributing to continuous improvement.
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appreciate its positive and participatory form.
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They easily take ownership of the change to which
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they have contributed in such a positive dynamic.
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