In the August 2021 of AI Practitioner we have three enlightening articles for Voices from the Field, each one providing a unique window into Appreciative Inquiry. Faith Addicott presents the Constructionist principle as part of her ongoing series titled ‘Our Principles in Action: Appreciative Inquiry for Justice & Belonging’. We are then introduced to Vera A. Hofmann and her work, which considers the shifting narrative across business and society as it continues to move us toward a new paradigm. The third article, by Jan Driesen, examines four key factors that impact the successful application of AI throughout the organisational change process. It is my pleasure to present all three authors to our AI Practitioner readership.

Download the full article.

Shifting Paradigms with Appreciative Inquiry

Vera Hofmann, founder of Dare to Imagine (2020) and driven by the question “Why do we humans do what we do?” She helps individuals and organizations as facilitator and business coach to become aware of the paradigm shifts we go through. Her online program, ‘Shifting Paradigms with Appreciative Inquiry’, starts in October 2021.

Recently a friend and colleague posted an interview where we talked about fear, patriarchy, money and how they might singly or in a connected way shape how we perceive reality and react to it. Listening to our conversation once more reminded me that we are indeed living in interesting times. Times that give us the chance to not only witness but actually shape and negotiate a lot of fundamentals anew.

What do I mean by that? I believe that we stand at the cusp of a new paradigm. A time where the way we do business, how we live and work together in communities and our society, as well as, how we a) see and recognize and b) take the needs and boundaries of our home planet into account is changing rapidly and fundamentally. That conclusion in itself is nothing new. You probably have heard the term paradigm shift before. Maybe you are even tired of buzz words like these. I challenge and invite you, however, to bear with me and these words for a little longer. Usually when words like that re-appear over and over and create ripple-effects it is worth looking a little closer: what do we actually mean when using the term paradigm shift? What does the concept and its parts have to do with you and me? How are the developments that are described with that term connected with the things that you and I do, like Appreciative Inquiry (AI), personal development, facilitation of group processes and change in organizations?

When we look up paradigm shift, we find different definitions. A Wikipedia search gives us an interesting one from Thomas Kuhn. In The Structure of Scientific Revolutions he writes: “Paradigm shifts arise when the dominant paradigm under which normal science operates is rendered incompatible with new phenomena, facilitating the adoption of a new theory or paradigm.” And even though he explicitly puts this definition in the context of science, it highlights the parallels to what we see happening around us in different spheres. Whether we look at our global money system with the rise of alternative currencies and blockchain technology, the dissolving of traditional hierarchies and the connected challenges around how we live and work together (just dropping in the keywords of diversity, equity and inclusion, also discussed by Faith Addicott in her series on AI and Justice in this column) both in organizations and larger societies, we’ll find plenty of major shifts happening in parallel.

Having conducted research for about a decade, I would summarize the following major developments under the umbrella term “paradigm shift”:

• Moving from centralized to decentralized power
• Appreciating diversity in and around us
• Shifting from a fear- to a purpose-, trust- or even love-based economy
• Shifts in value creation and its recognition in times of artificial intelligence
• Planetary thinking in decisions that we make as consumers, policy makers and in business

That’s a mouth full. There are many articles and books written about each of the bullet points above, so I won’t go into detail. Furthermore, this is not a journal on future research. So, you might wonder what it has to do with you, me and AI. A lot, I would say. I argue that any of these developments can be best accompanied and supported by creating awareness and increasing the capacity for change in the respective system(s). And we as AI practitioners have an enormously powerful tool at hand that will help our fellow human beings both understand what’s going on to co-create the developments and, most importantly, accept responsibility and accountability for the role that each of us plays in these developments.

Again, I couldn’t possibly capture all of these developments and how we can relate AI to them in detail within this article. What I can do, however, is pick one central realization that is, in my opinion, at the heart of the paradigm shift. If we manage to get our head and heart around it, we might have an entry point for all other developments. What central development am I referring to? The one about shifting from a fear- to a love-based economy.

What I mean is not that I see (or want) us all to be hugging and kissing each other in the near or far future. I also think that there will still be competition and other troubles between us humans and our businesses. What I mean by a love- (or trust-) based economy is that we both realize for ourselves and then for others that work and value-creation don’t have to be suffering per se and that there’s enough for all of us. That we don’t have to secure our existence, but that our existence is (for many) already secured.

What I came to understand is that many of us consciously or subconsciously assume that money (or any other compensation) is only earned if we suffer in the process of value creation (Taranczewski). Many assume that if we don’t threaten ourselves or others, we become lazy. So we operate from fear. But we know from research that creative thinking and the creation process that follows functions better when we are in ‘flow’: we use our talents in a task in a way that brings joy. We know as well that people both function best in organizations and are more open to change in psychologically safe environments.

So how do you help your clients to create safe spaces where they can gently transition from a fear-based culture to a culture and environment of trust and care for each other, where they can do what they love to do? How do we create safe environments that invite us to overcome our fears and step into a value-creation process based on love? We make sure, both for ourselves when we are creating products and services, and for our clients that we are operating from a “conscious space”. What do I mean? In my view, it is a space where we understand where our fears come from, accept them without judgement or projection, and transform them into self-awareness, understanding and loving acceptance.

Easier said than done, I know. But there are ways to do that. I’m quite sure that many of you have plenty in your (coaching) repertoire. However, for those who still would like to learn one more, let me share with you one of my favourites that takes you, in its speediest version, only fifteen minutes.

When the dreadful emotion catches you, take a break and acknowledge the fact that you are in fear: anger, frustration, procrastination, you name it. This already takes courage. So, congratulations if you made that first step!

Take a piece of paper and a pen. You have to pin that feeling down on paper with handwriting, otherwise your mind will find a thousand ways to let you tiptoe around it, just for you to avoid feeling what you need to feel. Why does your mind do that? Our minds are usually afraid of feelings – at least unpleasant ones – and want to protect us from being overwhelmed. Thank your mind and send it on a mini-vacation.

Set the timer for ten minutes. Write everything down going on inside you, without further ruminations. Be especially curious around the feelings that you find. Give these feelings a name. Then ask yourself:

Where is that feeling localized in my body? (The neck? The legs?)

• How big is it? (A tiny cramp in the chest or filling the whole torso?)
• Does it move?
• What temperature or color does it have?
• Is there a picture or metaphor that would describe it well?
• You want to ask your body questions that allow it to go beyond the first reaction of fight, flight, freeze or fawn.

And now the breakthrough question: where in your life did you first encounter that feeling? Our body has an incredible memory and stores relevant information, so it recognizes the feeling again. When we ask our body gently to guide us back to the situation when we first encountered the feeling, it will in most cases do that for us, if it feels safe enough.

This is usually the moment when I start to cry. After that contact-making with the wisdom of my body, building up the understanding and trust, my body feels safe enough to go back to and work through traumas that have kept me in the same thought-feeling-loop for years. And for me that process very often goes hand in hand with tears. The more I do these kinds of exercises, the more I get in touch with traumas that I did not even experience myself. I have the notion that it’s the generations, and – in my case often the women – before me who entrust me with the healing of their traumas. My body allows me to get in touch with the bruised, terrified, tortured ancestors to sooth their pain, to comfort them, so they can share their hidden wisdom with me.

The last step is sitting with the emotion and gently holding yourself in that situation. Writing everything down helps me a lot. Or reaching out to a trusted person who can help me create comfort again and make sense of what I just experienced. It’s here where the healing takes place. It’s here where our level of awareness increases drastically, where the understanding both for ourselves and the way others (re)act in similar situations grows. It’s here where compassion and collective consciousness rises. It’s here where we make the shift from a fear to a care-, trust-, purpose-, love-driven culture.

Sound a bit touchy-feely or woo-woo? Yes.

Sounds a bit scary? Yes, to the mind it does.

Does it work? In my experience it does. But find out for yourself.

I am more and more convinced that in order to make that transition from a fear- to a love-based way of being and working, we have to individually and collectively heal the traumas that we have been carrying around for generations. We need to reconnect with and then work from outside of that space where the soft and sensitive parts of our psyche can operate best – a place of safety, enough-ness and trust. There is where we, as facilitators, play a key role. We are invited to embrace and work through our own mess first. And then to hold those around us in a loving and fear-free way so they can dissolve their traumas for themselves.

In that process of being okay with and learning from the mess, of allowing for and re-integrating the polarities in us, the rough and the beautiful emotions, the purity and the dirt, in short: allowing our whole being to be there – as the Wholeness principle of AI suggests – we can stop projecting our own pain and fears on others. That’s where the paradigm shifts. From acting and re-acting out of fear and trauma towards decision and actions we take from a place of trust, care, purpose and love.

I wish you and me all the courage and trust we need to make the transition from fear to trust, purpose and love happen.

Intro by Keith Storace
Keith is a registered psychologist with the Psychology Board of Australia (PsyBA) and associate fellow with the Australasian College of Health Service Management (ACHSM). He has designed and implemented health and wellbeing frameworks across the community, health and education sectors. Keith’s current focus is on developing his work in Appreciative Dialogue (ApDi) to assist individuals in moving from self-doubt to inspired positive action.

In the August 2021 of AI Practitioner we have three enlightening articles for Voices from the Field, each one providing a unique window into Appreciative Inquiry. Faith Addicott presents the Constructionist principle as part of her ongoing series titled ‘Our Principles in Action: Appreciative Inquiry for Justice & Belonging’. We are then introduced to Vera A. Hofmann and her work, which considers the shifting narrative across business and society as it continues to move us toward a new paradigm. The third article, by Jan Driesen, examines four key factors that impact the successful application of AI throughout the organisational change process. It is my pleasure to present all three authors to our AI Practitioner readership.

Download the full article.

Our Principles in Action: Appreciative Inquiry for Justice and Belonging

Faith Addicott, MPA, MPOD is working to improve the intersection of work and life through innovative and humancentered process design. Her consulting work has centered on nonprofits and local government using Appreciative Inquiry and other strengths-based processes. She is a champion for inclusive workplace design.

The Constructionist Principle

Words make worlds. At the core of being human is our creative capacity to name the world around us, to describe it and know it through language. Because the ways that we do this are both individual and collective, both for ourselves and in agreement with our society, the impacts of these definitions give shape to our past and our future.

In this context, as we strive for a future that is more just and where all people can thrive and belong, we step into the Constructionist principle to acknowledge that our society’s choices of perspective have historically negated the contributions of Black and brown people. The voices of a significant segment of people in our cultures have not been included in the creation of a world view that holds meaning for them. If our reality holds no place for people to share in the creation of the world, there is no way to have that reality include meaningful justice.

“The good news is that since we construct our reality, we have a choice to construct it the way we want it. We are active players in our life stories.” Developing our understanding of the Constructionist principle and using it to guide how we create processes and policies in our organizations is a powerful lever for moving us towards equitable futures. It encourages us to co-create, to engage in intentionally inclusive practices, especially when we are choosing what we want reality to be. Opening ourselves to another person’s reality and lived experience, folding that reality into the creation of possibilities, is fundamental to building anti-racist practices into action.

There is a tension for many in embracing the Constructionist principle. This power to create can be scary … we long for certainty, for solid truths that are immutableand beyond us. But, even in physics, we are discovering that reality is infinitely changeable, shaped by our perceptions and expectations. As Peter Block says, “… when we take uncertainty out, it is no longer the future. It is the present projected forward. Nothing new can come from the desire for a predictable tomorrow.”

Through the way we define our shared experiences, positive or negative, we explicitly create the container for all understanding of the world.

Though it may feel risky to go to groups and challenge them to re-create their organizations with a wider aperture, this is what we are called to do. As practitioners, we are in a position to use Appreciative Inquiry to deepen and shift not just what we talk about, but also what we understand about the nature of our ongoing conversation with reality. And with each other. It is the richness of inclusive creation and truly shared ownership of the collective narrative that allows us to build towards justice.

Intro by Keith Storace
Keith is a registered psychologist with the Psychology Board of Australia (PsyBA) and associate fellow with the Australasian College of Health Service Management (ACHSM). He has designed and implemented health and wellbeing frameworks across the community, health and education sectors. Keith’s current focus is on developing his work in Appreciative Dialogue (ApDi) to assist individuals in moving from self-doubt to inspired positive action.

I am pleased to introduce Faith Addicott as our Voice from the Field in this issue of the AI Practitioner. Faith will be presenting each of the 10 AI principles in the context of justice and belonging as a key feature of Voices from the Field. Along with Faith’s introduction to the series, the Anticipatory principle will feature in this Issue. Future issues will include the remaining principles presented by Faith, along with our regular articles from global contributors.

Our Principles in Action: Appreciative Inquiry for Justice and Belonging

Faith Addicott, MPA, MPOD is working to improve the intersection of work and life through innovative and human-centered process design. Her consulting work has centered on nonprofits and local government using Appreciative Inquiry and other strengths-based processes. She is a champion for inclusive workplace design.

We live in extraordinary times. For the last year, our lives have been disrupted in ways that have challenged us, but that have also given us space to grow through the new cracks, towards the light. Over and over, I have heard many in our community speak to the ways in which they feel called, through their practice of Appreciative Inquiry, to lean into these new possibilities. Particularly, our community is being called to apply the principles of our practice to the liberation of organizational systems from racial oppression, and to be an active part of ameliorating trauma for Black and brown bodies.

Luckily for us, AI is already particularly well suited for this work. Our tool is facile, able to fit into any space we can imagine, because it calls on us to imagine something better. AI calls on us to dream of a future in which Justice is a given, and it asks us to lead with our words and our intention and our commitment to pull that future ever closer today.

In this series, I will look at 10 core principles of Appreciative Inquiry and explore how they bring life to our pursuit of justice and belonging within our organizations. While I recognize that the principles normally flow in a certain order, for this work there is a slightly new logic. Form follows function….so first up – The Anticipatory principle.

The power of the Anticipatory principle

The Anticipatory principle says to us that images inspire action. More deeply, it speaks to the interconnected nature of the present and the future. This principle tells us that “human systems move in the direction of their images of the future. The more positive and hopeful the image of the future, the more positive the present-day action.”  What is implied, and what leads us to the ways that this principle functions in the Diversity, Equity and Inclusion (DEI) space, is that the more positive the present-day action, the more positive hope we have for the future. (This ties back in a cyclical loop with the Constructionist principle, which we will discuss in our next issue!)

For a handful of decades, our organizations and communities have been aware of the deep racial inequity that exists, particularly in America, but also around the world. We have, collectively, been trying to move away from that. But our efforts have been only minimally successful. The truth is that it isn’t enough to only know what we don’t want – we have to be able to envision and create a future that we DO want.

The power of the Anticipatory principle and its fundamental centering in the Dream work of AI is in this – we are allowed to imagine, encouraged to dream, to peer behind the veils of what is next and begin to create an expectation of a future that is just, where all people are safe, where racism no longer exists. By doing this, particularly with whole systems in the room, we build something to move towards, not just away from.

Towards is a pull, a beacon, a guiding line of vision into something new, something good. As Andy Smith at Coaching Leaders (UK) so rightly points out, “If we know where we want to get to, we can correct our aim if circumstances knock us off course.”

Away from is not a direction and does not give us that “inner rudder”. If our motivation for acting is to escape unfavorable situations, we may end up further from where we would really like to be.

Where do we want to get to?

AI is the best tool we know of to help groups of people, in organizations and in communities, figure out where we want to get to. Is it still important to dismantle the systems of oppression and exclusion that exist today? Of course! AND we can do that while helping people to flex the muscle of their creative capacity for change, for imagining.

Dismantling (which is different from smashing) these systems, with a clearly envisioned future state allows us to become reclamation specialists, choosing the pieces of our deconstructed paradigms that we want to keep, that serve us well, while discarding those that cause harm. We reduce (the structures that have held us), we reuse (those ideas whose power has not yet been well-harnessed), and we recycle (the bits and pieces that belong truly to us, and through which we create belonging). AI and our clear anticipation of the future allow us to be sustainable, and not just burn the house down.

We are all futurists

This work is vitally important, especially now. We must all be futurists when the present is already loosening the joints and joists of our reality for us. Racism is not some thing that exists only in the past – “It is forward-looking, laying claim to our capacity to imagine the future. This is why imagining an anti-racist future is so challenging. It does not just entail imagining the eradication of past forms of racism… [it] requires challenging the progress of racism as it proliferates and transforms our very capacity to imagine the future.”

The attitudes of casual racial discrimination – of othering – have inertia and are rolling into the future every minute that they are not confronted with a vision of the future that is free of them. AI and our inherent anticipation/creation of a new future is the active intervention, the redirection, that is needed.

In parallel with rich questioning of our current systems, with making spaces for uncomfortable and brave conversations, and with challenging the precepts of racism at every opportunity, our community has a mighty set of tools in AI to combat racism. We do this, in part, by helping people to understand their own creative agency, their capacity to name an anti-racist reality as their own and to collectively move towards it.

Download the full article.

By Keith Storace

Keith is a registered psychologist with the Psychology Board of Australia (PsyBA) and associate fellow with the Australasian College of Health Service Management (ACHSM). He has designed and implemented health and wellbeing frameworks across the community, health and education sectors. Keith’s current focus is on developing his work in Appreciative Dialogue (ApDi) to assist individuals in moving from self-doubt to inspired positive action.

With an ever-increasing world-wide concern and focus on climate change, it was heartening and promising to read this issue’s contribution to Voices from the Field. Using the Appreciative Inquiry process, Gertraud Wegst and Dr. Reto Diezi, along with the expertise of an organised group of European Appreciative Inquiry (EAI) practitioners, supported the launch of a program across Germany that focussed on climate change in everyday life. It is my pleasure to introduce you to such outstanding and inspirational work, as presented by Gertraud and Reto, this issue’s Voices from the Field.

Based in Germany, Gertraud Wegst is an AI practitioner and trainer, and a master coach with the mission of being a source of appreciation. An author and co-creator of the ‘Appreciators’ Traffic Light Model, Gertraud has been freelancing as a consultant and trainer since 1982, and from 2005 as a management coach. She is co-founder of Die Wertschaetzer (The Appreciators) with an AI process: eight coaches and AI practitioners.

The Appreciators, Coaching Consulting Training

www.wertschaetzer.com

Dr Reto Diezi, also based in Germany, is a coach, Appreciative Inquiry practitioner, business consultant, and chairman of the board of an investment foundation for pension funds. Reto also served as CEO of the asset management company of a European insurance group and as managing director of various mutual funds and asset management companies in Europe. A former Swiss track & field champion and record holder, Reto joined The Appreciators in 2013.

Frankfurt, Germany, November 2019: The Appreciators engaged with the nationally successful, internationally recognized German project Stromspar-Check (SSC). The project, sponsored by the German government, is a partnership between two organizations and consults with more than 370,000 low-income households about energy-saving practices to substantially reduce their energy costs. The Appreciative Inquiry (AI) process supported two national leaders and 20 regional coordinators in the launch of their new program focus on “Climate Protection in Everyday Life” and in defining its strategic position.

Stromspar-Check: The project organisation and its challenge

You can ask Marlene Potthoff and Eva Marx, the two national project leaders, how to keep a marriage alive between two totally different organisations: the German Caritas Association (DVC), Germany’s largest social welfare organization, and the German Federal Association of Energy and Climate Protection Agencies (eaD). Since 2011, they have jointly led Stromspar-Check (SSC).

The consultants for the households are long term unemployed people, trained by the SSC for this job. Through their training and working experience, they have a chance to successfully return to the labour market.

Marlene from Caritas, located in Frankfurt, and Eva from eaD, located in Berlin, run the project representing their organisations together with 23 regional coordinators. They work with their SSC teams in more than 150 different German cities. The eaD trains the consultants, about 900 nationwide, and Caritas recruits, leads and supports them onsite. Keeping a project going with that many cooks involved, from the federal government to local authorities to local communities, is only possible with an enormous commitment to underprivileged people and the environment. Marlene and Eva, together with the coordinators and the whole SSC project team, are a model of success, and are nationally and internationally recognized for what they do.

Their bi-annual two-day meeting in November 2019 was in Frankfurt. This was the only time for the leaders and coordinators to see each other in person. The purpose was to prepare for the launch of a new project focus: “Climate Protection in Everyday Life”. The launch was planned for some months later, under circumstances which were not perfect.

Gertraud Wegst, leadlink of The Appreciators, a small network of coaches and consultants, offered to further this project through an AI process, gladly accepted by Marlene and Eva. Lacking any deeper knowledge of AI, they trusted Gertraud and her commitment to support the project.

The meeting date was set, planned to be at the same time as a gathering of the European AI community where Mille Themsen Duvander was going to facilitate a workshop titled “Organic Growth: Balancing lifegiving learning processes in the profession of Appreciative Inquiry Practitioners”. There were only a couple of weeks for Gertraud and Reto Diezi, the AI facilitators, to prepare the workshop, and make sure that the project leaders learned enough about the AI process to launch it, while also involving the coordinators in the process.

Discovery: Questioning the ‘What’ and ‘How’? Go back to the ‘Why’!

In regular 90-minute conference calls with the project leaders, the AI facilitators came to understand the Stromspar-Check project and its complexity, and introduced the project leaders to the philosophy and methodology of Appreciative Inquiry. The purpose and outcomes of the whole process were defined, and a prep team was created. A decision was made to undertake a full AI Summit, starting with pair interviews on strengths, success stories and wishes. Questions included the concept of the climate protection project, which at this stage was a helpful step to further the project. The key was good selection of the pairs for the interviews across the two organisations – the project leaders did an excellent job in selecting them.

Appreciative Inquiry: What?

Many of the coordinators have consultant backgrounds, and wanted to know more about AI, which was completely new to them. Balancing the knowledge transfer and the experience level of individuals was a dance. What worked was explaining what we did as facilitators as we did it, steering the process while keeping them eager to learn and experience more of the 5D cycle.

Harvesting powerful stories and feedback for the project group

The thoughtfully mixed pairs led to inspiring interview experiences for the participants. Surprising stories emerged which were very helpful to overcome emotional hurdles. Three groups of four pairs each shared their findings in 90-minute calls. They were asked to bring the best stories to Frankfurt to share them with the whole team. The results were awesome: exciting stories, positive energy and regained inspiration. A strong “Why” was impressively present, and the group working on the climate protection concept received valuable feedback, enabling them to finalize their plan.

The Summit in Frankfurt

There were high dynamics both before and during the gathering in Frankfurt. As the Stromspar-Check Summit was integrated into a European AI practitioner meeting, detailed planning was of critical importance. A storybook of 27 pages for the Summit was created to enable smooth facilitation.

The SSC people met among themselves, facilitated by Eva and Marlene, on the morning of November 20th. They received the latest updates on the project as a whole and shared their hopes and concerns regarding the new project launch. They also defined the positive core of the project organisation as a whole.

In the afternoon, the AI facilitators and their European colleagues took the baton. The groups shared the powerful stories from the pair interviews as an introduction. For the Dreaming phase, they worked with shared paintings, and for Designing, a World Café approach was used. It was effective to have all the participants on board, and they created strong provocative propositions for the core themes. The outcome: 17 clear topics to work on the next day. The climate at days’ end: small room, high energy, inspiration, appreciation and people happy but exhausted.

On the wings of the inspiration from Dream & Design, Marlene and Eva facilitated day two, Destiny, in a way that allowed participants to work on the 17 topics like in a beehive. Goals, clear responsibilities and next steps towards the launch were created in intensive six-hour exchanges. The climate at the end of day two: happy, productive, and a great atmosphere, more of this to come.

Takeaways

For the participants, focusing on “Why” was particularly important and created space to get in touch with the positive core of the project, along with a deep coherence within the group. It was powerful to witness their inspiration, collaboration, intuitive creativity and a grounded, rational approach.

This clarity of purpose created the conditions for the topics to be clearly defined in record time and progress to be made through identifying the tangible next steps and action items. The previous phases allowed the group to move fast, have a very clear focus, and experience Appreciative Inquiry in practice.

Listening to the needs of the moment, the process was designed to include feedback for the new concept in the interview questions. This was extremely helpful for the concept group, as they could take all the participants’ ideas and suggestions into consideration, and use that robust engagement in their working plan.

The Stromspar-Check (SSC) is a complex multi-stakeholder project with a mandate to reach all low-income households in Germany (>80 million citizens). Further work was needed to keep “Destiny” going, with questions such as how to support success in the operation phase, and how to integrate the living principles of AI, particularly in critical moments.

The keys: trust and learning. There was a palpable trust in the relationships and the process, beginning with Marlene, Eva, Gertraud and Reto, then with the prep team, and finally all participants. Gaining trust in all our actions was the underlying guide. Without this trust and the willingness to learn, it would not have been possible to train Marlene and Eva, and share the facilitation. They did an outstanding job. It’s important to note that all the preparation was conducted over the phone, with several of the participants not knowing each other in person until the Frankfurt Summit. It worked!

One year later

Eva Marx and I went through the to-do list twice afterwards and were surprised that so many of the tasks were done as if by themselves. With some, the focus has changed, a few have lost their urgency, but all other tasks are integrated into everyday business. Most of all, I was pleased with a meeting between the database work group and all other work groups, to which there were interfaces, in February 2020. To this day everyone is talking about how successful the meeting was, to the extent that it could take place without us as project managers –although it was clear that there would be some difficult interfaces. The spirit of the AI meetings can still be felt in the stories.
Marlene Potthoff, Projektleiterin Stromspar-Check (DCV)

The power of the European AI practitioners

This AI process was planned as part of a European gathering of AI practitioners, as an idea deriving from a workshop with Joep C. de Jong and Miriam Subirana at the WAIC 2019 in Nice, France. The presence of our experienced AI practitioner colleagues, Joep de Jong, Vera Hofmann, Hilda Lanas, Cora Reijerse, Mille Themsen Duvander, Marianne Rögner, Claudia Gross, Yvonne Bonner, was a gift.

Their quick integration and spontaneity were a living example of what it means to be trained in AI. The AI process leaders sensed an unexpected and nonjudgmental support right from the beginning. It was outstanding! Why outstanding? These colleagues did not know the plans in detail, but were able to be present and be supportive, to fit right in, nonetheless. It could not have moved more smoothly. One could feel a way of being with these people which was just awesome, constructive for the process and a great contribution to the event.

In a last feedback round, Marlene and Eva shared the outcomes of their Destiny meeting in the parallel room. The stories were pure honey, and worth the many early morning hours spent to prepare.

It became obvious: AI is not just a method; it is a way of being.

Thank you!

A big thank you to Eva and Marlene, the two project leaders, the prep team and all the coordinators for their contribution and, last but not least, to our European AI practitioner colleagues for their great support. Not to forget Tammy Lea Meyer, who translated our German English into English.

Literature

The Appreciative Inquiry Handbook (Berrett-Koehler, 2nd ed. 2008), written by Cooperrider, Whitney and Stavros was in our hands often while working on this process. The same can be said about Diana Whitney and Amanda Trosten-Bloom’s The Power of Appreciative Inquiry – A Practical Guide to Positive Change (Berrett-Koehler, 2nd ed. 2010), which supported us very much in challenging and enriching our approach.

Download the full article Climate Protection in Everyday Life: An Appreciative Inquiry Process

By Keith Storace

Keith is a registered psychologist with the Psychology Board of Australia (PsyBA) and associate fellow with the Australasian College of Health Service Management (ACHSM). He has designed and implemented health and wellbeing frameworks across the community, health and education sectors. Keith’s current focus is on developing his work in Appreciative Dialogue (ApDi) to assist individuals in moving from self-doubt to inspired positive action.

I have yet to meet Appreciative Inquiry (AI) practitioners who don’t incorporate key elements of AI into their personal as well as professional lives . It was a pleasure meeting Jan Somers in 2019 at the World Appreciative Inquiry Conference (WAIC) in Nice, France . He is another wonderful example of living AI. Jan not only uses Appreciative Inquiry (AI) principles and techniques in his work as a personal and leadership coach, but the strengths-oriented nature of AI is also present in his expression as a poet and photographer. He is our Voice from the Field in this issue of AI Practitioner, with a focus on shedding light and finding wonder.

Appreciative Narrative: Shedding Light and Finding Wonder

Jan Somers, based in Belgium, has been self-employed since 1991 as an Appreciative Learning facilitator, personal and leadership coach, photographer and poet. In all these disciplines he practices the principles and philosophy of AI in combination with other strengths-based and forward-thinking approaches.

We are all born students; we all die studying. So we might as well do this in an appreciative inquiring way.
Jan

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s a new-born child, each one of us comes into a world which can be pretty scary. How have we managed to survive such a scary start and the growing-up phase? Among other factors are our ability to observe and to wonder, our eagerness to study the reality presented to us and its inherent potential, fuelled by our curiosity and longing. Resilience and adaptability require all of that to be in place.

Amin Toufani from Adaptability.org describes it this way: “You have IQ, (intelligence quotient), EQ (emotional quotient ) but also AQ (adapatability quotient)”.

Leon Megginson explains: “According to Darwin’s Origin of Species, it is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself”.

Individuals, teams, organisations, communities, families and societies will always benefit from resilience and adaptability. Therefore the capacity – and necessary practice – to learn becomes vital. We can facilitate individuals and groups to develop their learning capacity not just from the strongly embedded notion “we learn from our mistakes”. Appreciative Inquiry (AI) offers us principles, techniques and, above all, a mindset that we can engage during facilitation and coaching. AI practitioners help expand learning capacities by inviting individuals and organisations to learn from what is working, learn from proven success, and learn from the application of strengths. AI requires practitioners to fully study and experience the richness and application potentials of what it offers. The core and emergent principles of AI can be used as a source of inspiration for the facilitation of learning at individual or group levels.

Practitioners can facilitate learning by: helping increase awareness of the words people use; inviting them to inquire into their learning process successes; and asking people to choose where to shed the illumination of awareness. They can also fuel curiosity and longing by asking people to dream their dream and create practices to realise that dream; by guiding them in constructing positive, explorative and generative questions; and helping them identify “converstions worth having”, as inspiringly described in Conversations Worth Having: Using Appreciative Inquiry to Fuel Productive and Meaningful Engagement.

When working with organisations, I am a strong advocate of the application of AI principles to daily operational situations as well strategic processes. Here are a few considerations I have come across in my years of practice:

How does a teamleader in an “excellence driven” organisation organise his daily teamboard talk with the members of his team? Will he do it in a “tell & sell” way, or will he try to apply the core and emergent principles of AI in a more collaborative approach?

How will the teamleader handle the discovery of a fault or incident? Will he dig into the situation, taking a root-cause analysis approach, which is often blame-oriented, or will he flip the conversation and look jointly with his team into a more-desired outcome and the available resources and levers to reach that goal?

How much more effective, during a conflict situation for example, is the solution-focussed and strengths-based approach of Appreciative Inquiry? Especially as it focuses on:

what the stakeholders impacted by the situation appreciate about each other;

what has worked in the past;

what aspects they already agree; on

what the desired level of cooperation is;

and what practices will be needed to reach that state.

When an organisation sees talented staff quit their job, does the organisation focus on reparing the “hole in the dike” or will they start an appreciative inquiring quest of finding ways to become a magnet for the right talent to join and stay?

The above are only a handful of examples I have encountered when working with individuals and teams.

When you help an individual or an organisation – big or small – to apply AI, you in fact help them to re-author their story, sometimes “dragging” that story into an alternative generative narrative. By shedding light on their own moments of pride, life-giving energy, glory, success and motivation, you allow their positive generative history-line to surface: a much needed asset to develop managers from being frustrated at times into proud and eager managers looking for the betterment of the whole.

For some time before I became submerged in the fascinating powers and principles of AI, my mission to inspire people was built on the idea and skills of the “telling teacher”. But since AI came into my life, my unchanging mission has become to inspire people and organisations and is now built on facilitating self-learning processes, letting those involved start or continue building their future at an individual or group level.

It may have become clear to the reader that applying Appreciative Inquiry goes far beyond the organisation of AI summits.

AI is one big invitation: an invitation to a different experience that encourages us to meet differently, talk differently, see differently, inquire and explore differently, appreciate differently, focus differently, imagine and dream differently, reflect differently, remember and storytell differently, learn differently, lead and manage change differently. No doubt you will understand why the community of practitioners of AI is such a fast-growing one.

And since we are now facing difficult but clarifying times, allow me to conclude with one of my poems since, yes, AI has also been an invitation for me to observe, to picture and to write differently:

When someone is in a dark room
and somebody opens a door
from a room full of light,
the dark room will lighten up
not the other way around.

So let us all open a door
of a dark room, shedding light
on the beauty and strengths
of the person inside ….
I wish you the light of love!

Jan Somers| Belgium

References

Megginson, L.C. (1963) Lessons from Europe for American Business, Southwestern Social Science Quarterly 44(1), 3–13.

Torres, J. M., Cherri, C. and Cooperrider, D. L. (2018) Conversations Worth Having: Using Appreciative Inquiry to Fuel Productive and Meaningful Engagement. Oakland, CA: Berrett-Koehler Publishers, Inc.

Download the full article.

By Keith Storace

Keith is a registered psychologist with the Psychology Board of Australia (PsyBA) and associate fellow with the Australasian College of Health Service Management (ACHSM). He has designed and implemented health and wellbeing frameworks across the community, health and education sectors. Keith’s current focus is on developing his work in Appreciative Dialogue (ApDi) to assist individuals in moving from self-doubt to inspired positive action.

At a time in human history where good leadership at a global level is crucial for each one of us, I am pleased to present our Voice from the Field for this issue of AI Practitioner. Gudrún Snorradóttir from Reykjavik, Iceland emphasises the importance of community, especially in our world today where COVID-19 has challenged our daily living. With an appreciative lens, Gudrún provides us with a glimpse of the human spirit and how connected we all are.

The gift of the human spirit: Resilient greetings from your friends in Iceland

Gudrún Snorradóttir is an Icelandic Appreciative Inquiry practitioner and a professional certified coach (executive) based in Reykjavik, Iceland. In recent years, she has been dedicated to developing and strengthening the concept around more human leadership: combining coaching, Applied Positive Psychology and Appreciate Inquiry while working with leaders and organizations in building more humane workplaces. She is the founder and CEO of Human Leader, a company that operates from Iceland with international connections. Gudrún’s area of specialization is training for future leadership skills.

Today, as human beings, we have a joint project to manage and solve. Things are moving fast, borders are continuing to close, and the COVID-19 virus is a real threat for humankind. We, AI practitioners, have possibly never been as important: to ask the right questions, to create shared solutions and to vision a new world where human ethics are given more space. We know little, but it is sure that there is a need for a solution-based on mindset, comfort and more humanity amongst those in need and those who fear how things are escalating.

Icelanders are known for being resilient in these kinds of challenges. It seems that crises reveal the true natures of Icelanders; some even say that we are at our best when disasters hit our country, well known in global studies of the happiness measure as one of the happiest countries in the world, even when we hit the economic crisis in 2007. What is the magic behind it? It’s built on one word: community. People who care for each other, support each other and therefore have the resilience to endure hard times. Just to name some examples taking place in my country right now:

We are trusting and supporting those who are in charge and following advice from our health system. By that, we mean being responsible towards those who are in particular danger.

Healthy individuals are posting on Facebook, offering to shop for the elderly and sick and take care of their essential needs during the isolation period.

People are offering their time, money and support to reach out to those who don’t have money to buy groceries.

Restaurants are offering to deliver food to the door so that no one has to go hungry.

Television stations are combining their efforts to keep everyone well informed.

The Icelandic genetic company, deCODE, is offering all in need a COVID test, to follow how quickly the virus is spreading, and from that information decide how we can prevent the virus spreading further.

Banks, travel agencies, grocery stores and others are finding ways to take special care of those in the most danger of getting infected and aligning their services to ensure our society carries on.

Organizations are offering their employees the option to work from home, to be able to take of their families and protect the elderly and sick.

Our nurses and doctors are working day and night in a challenging environment, wanting to support and comfort those in most need.

Our whole society is finding ways to connect online. Ministers offer masses online, theatres offer free shows for the public, musicians offer free concerts, there are offers of virtual coaching and psychological help, and families keep contact with their elderly members via social media.

The examples of a healthy community are countless, and they make me proud and hopeful. On social media, we see how we rise as human beings in many ways. People in Spain gather at a set time each day to celebrate and cheer on and appreciate their health staff. Neighbours in Italy share songs from their balconies and find harmony, despite their isolation. During this time of death and suffering, the human spirit is prevailing, and it is a beautiful and precious element that we all will hold, if nourished and treasured.

In the summer of 2009, positive psychology came rushing into my life. It came at precisely the right time, moments of doubt and some personal suffering. Since then, it has been a constant love affair of a grand gesture; I’ve been fascinated to bring out the true nature of people by focusing on what works and asking the right questions. I believe in the human species. Despite robots, algorithms and all the technical solutions, humans own my heart.

Connections

Through research, you can see that there is one thing that brings us the most happiness and well-being: secure connections with others. What is most satisfying for a human being is to support and help another human being. To connect, to be seen, to be heard, to belong. From childhood, it has been my sincere belief that we are born to do good and to be good. This passion and my experience of leadership led me to research and focus on the human touch in leadership. I’ve searched to understand the challenges ahead for future leaders, as well as what kind of leadership will be needed for humans to endure. In the 21st century, change is discontinuous, abrupt and distinctly nonlinear. That has never been as true as it is today.

As those who are currently centred in the middle of the fourth industrial revolution, the leaders of today and tomorrow are faced with various challenges. What kind of challenges are we facing in our organizations and what competencies and skills do we need for those kinds of challenges? Through research, it is clear that some of these challenges are the restructuring of the workforce, skill gaps, the gig economy, an increased number of millenials in the job market, growing numbers of mental health issues and a large number of disengaged employees to which has been added the newest challenge COVID-19. These facts raise the following questions on my mind:

How will these challenges eventually change the nature of work, and what kind of leadership competencies and skills will be needed?

How do leaders prepare themselves and their employees for a mostly unknown future?

What role can Appreciative Inquiry play in years to come in forming the leaders of tomorrow?

There are some critical skills that leaders need to focus on and capture to be able to lead in the 21st century, for example: the ability to create a trustworthy environment where psychological safety plays the leading role; resilience and adaptability; and emotional intelligence and active listening, among others.

There is an acute need for leaders who have been trained for what is next – leaders who have developed their state of readiness for the unexpected.

Keeping our focus clear

How can we increase our tolerance toward these high-pressure situations and gain more tools to deal with them? I want to share with you an exercise that is very popular among my clients, especially in times of change and crises. Today, one of our primary assignments is to keep our focus clear and put our energy into the things that we can definitely control. Let’s deal with COVID-19 by drawing two columns on a piece of paper. One column we label: Influence. The other column we label: Worries. Let’s start. Here is my list:

After doing this exercise, your assignment is to choose. To choose where you put your mental energy. Which column will you “nourish” with your attention? The choice is yours, and it’s a beautiful as well as a frightening thing to realize.

The time has arrived. What will be your gift of AI approach in these challenging times? I do wish you and everybody the courage and confidence to be our best selves because surely there’s never been a better time to put all that learning into practice.

With much love and respect from your fellow AI practitioner in Iceland,

Gudrún

Download the full article.

By Keith Storace

Keith is a registered psychologist with the Psychology Board of Australia (PsyBA) and associate fellow with the Australasian College of Health Service Management (ACHSM). He has designed and implemented health and wellbeing frameworks across the community, health and education sectors. Keith’s current focus is on developing his work in Appreciative Dialogue (ApDi) to assist individuals in moving from self-doubt to inspired positive action.

Keith Storace is a registered psychologist with the Psychology Board of Australia (PsyBA) and associate fellow with the Australasian College of Health Service Management (ACHSM). He has designed and implemented health and wellbeing frameworks across the community, health and education sectors. Keith’s current focus is on developing his work in Appreciative Dialogue (ApDi) to assist individuals in moving from self-doubt to inspired positive action.

Having attended the World Appreciative Inquiry Conference (WAIC) in Nice, France in March this year, I was left with the thought that the more we understand our own story and the things that stir our curiosity, the more likely we will recognise all that emerges to liberate who we truly are. Every conference attendee I met reflected this and keen to talk about how they came to embrace Appreciative Inquiry. Voices from the Field for this special Issue of AI Practitioner presents the stories of three attendees: Gwendal Marrec (France), Andrea Kane Frank (USA) and Wendy Gain (Australia).

Read Gwendal Marrec’s story Appreciative Inquiry: A Real Accelerator for Commitment!

Read Andrea Kane’s story Appreciative Inquiry: RaisingHuman•Kind

Read Wendy Gain’s story Appreciative Inquiry: Compassionate Communities and Palliative Care

Wendy Gain is an independent consultant, facilitating workshops for developing partnerships and compassionate communities. She is also an Appreciative Inquiry facilitator, partnership broker and ISO9001 Quality Management Systems Auditor. She has been a registered nurse in palliative care, a health bureaucrat and project officer in health and academic projects.

The first time I was really conscious of anything about Appreciative Inquiry (AI) was in western Queensland in the middle of the heat of a long, hot, humid summer. We were a group of people that were gathering to form a partnership looking to improve the way we do things across the community. The person facilitating the workshop had asked us all to close our eyes for a moment and to dream about what that community might look like if we were to sleep for two years and then wake up. I was nervous about closing my eyes because I was so hot, bothered and tired, and felt that I might not wake up!

It was when we opened our eyes and started talking about what we saw was possible across the community and what we would be able to achieve through that community partnership that I saw the true brilliance and potential of the dream sequence for Appreciative Inquiry. I have no memory of any other part of the 5D platform for AI from that day in western Queensland. However, the experience resonated with me so much that I pursued AI facilitator training with the Centre for Appreciative Inquiry in Las Vegas.

My certification report for facilitator training focused on working with a team of health providers to improve the palliative care outcomes for Aboriginal people in rural Victoria. What was truly fascinating about this AI experience was the use of the local Aboriginal totem as the visual representation of their provocative statement.

Currently I use AI in my work with compassionate communities and palliative care as a fundamental component of one-day workshops forming community partnerships. In these workshops I get to blend my AI skills with my partnership-broker skills to guide a group of people to form their provocative statements for their vision for their own compassionate communities. Starting the workshops inquiring into experiences with compassionate connections and developing their vision for what their compassionate community will look like is a very high-energy experience.

Using bottle tops to build visions

I use bottle tops as the medium for them to build the picture of what their provocative statement looks like. Lots of bottle tops in different shapes, sizes and colours enables attendees to demonstrate all sorts of things. Nobody has a PhD or degree in bottle tops, so giving people a collection of different coloured, sized and shaped tops is a non-challenging medium for which they can come together and build their vision statement. People are innovative in their use of bottle tops. When a provocative statement talks about scaling through the five principles of partnership, they can use tops of different sizes and colours to show visually what scaling might look like. Another group have used the phrase “empowerment” and actually built a tower of empowerment using tops of multiple colours and sizes to show the start from a solid base and then the build-up in order to have a tower of empowerment for the people of their community.

Using AI, I am able to highlight the positive in those strengths-based experiences in genuine connection and in compassionate connection. The 5D platform of Appreciative Inquiry lends itself well to groups of people who do not know each other. I’ve had success in using AI to galvanise groups of people who, prior to the moment that they sat down, had not known each other, had not worked together and who worked in vastly different areas in their working lives.

Identifying principles of care

I have also used AI to work with community members to build a model for palliative and end-of-life care for people with dementia, another high energy experience for me. I am struck by the passion with which community members tell their stories and their high-point themes. I find people rarely dwell on the things that are missing, but totally focus on the good points and the things that they want to see more of in their community. Throughout the development of the provocative statement, the community groups were also able to identify the principles of care they believed necessary for them to realise their vision.

Earlier this year Positivity Strategist, Robyn Stratton-Berkessel interviewed me for her appreciative podcast series Collaborations in Healthcare.

I have presented at conferences on my use of Appreciative Inquiry and I recently presented at the sixth Public Health Palliative Care International Conference, Compassionate Communities in Action: Reclaiming ageing, dying and grieving, 13 – 16th October 2019.

Andrea Kane Frank is a licensed mental health therapist in Maryland, USA who has worked in private practice, on police-based teams, in homes, schools, hospitals and corporations. She is the founder of RaisingHuman•Kind (andreakanefrank.com).

RaisingHuman•Kind is a platform I’ve created to design systems with a kindness lens. In essence, it’s a way of approaching the energy we bring to any situation so that we can maximise the amount of kindness we bring forward in our families, at school, at work and at play. It’s a micro and macro approach. The more self-compassion we have and the more open we are to receiving from others, the more we will want to share from a place of equilibrium from within, focusing on our internal climate to maximise what we can bring forward externally. My goal is to educate people using Appreciative Inquiry tools to realise we have every possibility to bring more kindness forward for ourselves and for others with simple questions for our maximum impact.

Discovering

In my own exploration of the topic I have learned that people have preferences on how they like to incorporate kindness into their everyday experiences. Some view it as an effort in inclusion, others see it as being of service to others, some feel it best expressed through random acts of kindness. All kinds of personalities have preferences including direct interaction, informal interaction or anonymity.

Inspiring

As a child I always leaned more toward the spiritual side and, as the youngest of six, I carved my own path that didn’t reflect the tracks of my older siblings. I relied heavily on my spiritual and intuitive instincts to guide me and they have never let me down. Kindness was a natural way of being until it wasn’t.

Six years ago I suffered many losses of significant front line people in my life in one year’s time. My work in the crisis and trauma field combined with caregiving for my young family and my parents simultaneously led to a breakdown in my health and to my own inquiry. It wasn’t until I was completely sidelined by this health challenge and overwhelming grief that I started asking questions to lead me to the right healing professionals who could restore me to good health.

I met with many doctors and was blessed to be cared for in the most loving of environments. My Lyme disease doctor thankfully was able to diagnose the problem. He had also done research about how to curate environments for maximum healing. He selectively hires patient-centred, loving staff and pays special heed to environmental factors. He and his staff were a huge part of my inquiry and recovery. I could feel the loving atmosphere he took such care in creating. My weekly treatments and visits to the office became a resting place.

My spiritual side led me to Omega Institute in Rhinebeck, NY where I studied for four days with Pema Chodrin and to Washington, DC to learn with Tara Brach. I cultivated the importance of self-compassion, allowing all parts of me to be acknowledged and integrated into my being.

More Dreaming and Discovering

Further questions allowed me to just let the path unfold. I participated in a business immersion program focused on creating a good life, pursued a certification in positive psychology, studied with the world’s leading expert on trauma healing, and attended my first Canadian Positive Psychology Conference where I heard David Cooperrider speak for the first time. I knew he would be part of what was next for me but I didn’t know how.

Through further exploration I realised that while I was still sidelined by my health challenge, there were things I could do. I could continue to rest, read, and to discover and identify my gifts and how to use them while I was healing. I also pursued body-based therapies to help move trauma from grief and losses of my own and those that I witnessed in my work. I meditated and still do. I learned how much it takes to care for yourself so that you can be present and kind to others. I had a lot of catching up to do. I learned that trauma creates an environment for disease to develop and thrive, and the importance of caring for my body on a soulful level.

Like so many others, I was focused on my output rather than my input, which isn’t sustainable for any system. My vision for RaisingHuman•Kind followed the inquiry into my own health recovery and how I was using these tools with my children and family to create upward spirals of experiences as soon as any one of us stepped out the front door. I wanted everyone’s first touch of the day to be a good one, knowing we came from a rested place, caring for one another and ourselves. I envisioned the first encounters we each had after having left home on a positive note and knew that if we were intentional, our first encounters could be positive and inspire more of the same. When I notice we need a “start over” if our morning isn’t measuring up to this intention, we state that and start again, giving ourselves permission to be human.

We continue to experiment. I asked my sons how they liked to share kindness. We put a large vase in the centre of the table and at dinner in the evenings we’d share a story of how we brought kindness forward and we’d add a bean to the jar to see our kindness growing.

We also did our own family summit, which led to a change in their school and gave them a voice in their educational needs. It was all coming together.

I’ve conducted SOAR (Strengths, Opportunities, Aspirations, Results) sessions at aviation and athletic companies while also assisting with implementation from the data derived from those sessions. I am grateful for Jackie Stavros’ work in this area. Kindness as a lens allowed for the whole system to have a voice in systemic change.

Designing and Delivering what’s to come

Right now, the platform is in its infancy, with a podcast launch planned, speaking, online learning and in-person training being developed. Again, I am allowing the universe to lead me as I continue to explore the constant of change and transition.

Imagining

I can imagine organisations and families making kindness practices the cornerstone for their wellbeing creating a positive contagion. I can see more compassionate systems and a kinder, more connected world.

Collaborating

So far my appreciative beginnings and journey have lead me to meeting amazing humans and to present for the first time internationally in Nice at WAIC 2019. Together with Marge Schiller and Allen Keitz we created a workshop entitled Amplifying Kindness in the Family Using Appreciative Inquiry. It’s been a springboard for me to know that people were interested and wanted topics and explorations in this area. I was able to become an AI-certified practitioner and serve on the global steering committee for Positive Education.

Listening to the nudges

Just like the words in the Cat Stevens song, “I listen to the wind of my soul”, all of these experiences unfolded from allowing the quiet to bring me answers and direction and to gently ask my spirit what it most needed in the moment. I’ve learned that kindness can’t be sustainable unless we’ve taken good care to continuously prime our internal environment and it needs to be freely given and received for it to be genuine.

I’m ready to use what I am learning to be of service to the world. Something touched me deeply hearing David Cooperridder’s journey of global service. I want to be a part of that and hope you will join me in RaisingHuman•Kind together, in caring so deeply for one another and ourselves that the result is a global rising by lifting one another. Our world is calling out for it and I’m thankful to have found this amazing community of soulful people to share the journey with me.

Based near Bordeaux, France, Gwendal Marrec is an organisational consultant and facilitator. This generalist engineer, mainly active in companies for the “pretexts” of environmental certifications, quality or social responsibility, makes it a point of honour to offer human-centered accompaniments, during which he includes AI and Lego® Seriousplay®.

It was quite recently, at the end of 2016, that I first heard about Appreciative Inquiry.

During my training to become a Lego® Seriousplay® facilitator, one of the participants in the internship presented herself as an AI practitioner. When I asked about Appreciative Inquiry, she explained the basics of the approach and the different stages that make up it. A few months later, I signed up for the French Institute of Appreciative Inquiry (IFai) training in Paris to discover how dialogues based on the strengths could contribute to a profound transformation of organisations.

As an engineer specialising in quality management systems, I was trained to improve on the basis of failures. Convinced that lasting changes are achieved by getting the company’s players to collaborate by making them autonomous, I already had a style of participatory accompaniment. But deep down, I was not satisfied in my job as a consultant; I was faced with a lack of commitment from the teams and the frustration of trying to force change.

The transformation of my own work came during advanced training with Ron Fry, again in Paris, in 2018, when he presented the principles of business as an agent of world benefit (BAWB). The evidence was before my eyes! Of course, organisations and companies are the actors in the paradigm shift!

Since then, I have made several interventions in the educational and corporate worlds.

First, in a school with a class of thirty-six students I had the chance to experiment with a two-hour workshop to allow the children, aged eleven, to discover how to give the best of themselves, without stress. We began with an appreciative discussion on strengths and then a second one to imagine a college in which everyone would be fulfilled. This was followed by a sharing in subgroups of nine children each before modeling the elements that would allow this dream to come true in the near future. Then each table had to present, to the whole class and the teacher, what they discovered! The effect of solidarity and mutual aid was striking, while very concrete actions were carried out by the class and its teacher.

At the moment, I am supporting a wine company in the implementation of its corporate social responsibility (CSR) approach. The choice of management was to launch the project in appreciative mode. After discovering the strengths and the aspiration of the company during appreciative dialogues, a LEGO® SERIOUSPLAY® workshop identified three main strategic priorities defined as: strong ambition, truly desirable and shared by employees. The next step will be the exploration of these three themes during an appreciative seminar that will undoubtedly lead to proposals with high impact!

These two examples are very encouraging for me in a complex societal context, as they each require mobilising such creativity and a commitment. The first pointed out that youth are able to deal with serious subjects such as the conditions for the development of college students. The group has also proposed actions that go beyond the school. In particular, they want to contribute to a better world by collaborating with other generations. This form of wisdom is simply striking!

The second allows a change in the management of the company, focused on humanistic values shared by its employees. The launch of a project with Appreciative Inquiry is a real accelerator for commitment!