Action Inquiry ADH

7/31/2019 Action Inquiry ADH

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Action Inquiry for

Performance Management

An Introduction

Derry Habir


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ACTION STARTS FROM YOUR

DISSATISFACTION OF THECURRENT SITUATION:

RECOGNIZING UNFULFILLEDNEEDS / OBJECTIVES

of the INDIVIDUALS, and of theGROUP or the ORGANIZATION


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and from this recognition

comes the intention

to IMPROVEfor ACHIEVING THOSE NEEDS or

OBJECTIVES

to BREAK OUT,to CHANGE, or


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Single- and Double-loop learning model

GoverningValues /

KnowledgeActions Mismatch

Chris Argyris, Overcoming Organizational Defenses, Boston: Allyn & Bacon (1990)

Single-Loop Learning

Double-Loop Learning


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ACTION INQUIRY, or

ONE OF THE METHODS

IS CALLED

ACTION LEARNING, or

ACTION RESEARCH, or

Participatory Action Research


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GoverningValues /

AssumptionsActions Mismatch

Chris Argyris, Overcoming Organizational Defenses, Boston: Allyn & Bacon (1990)

Single-Loop Learning

Double-Loop Learning

To improveknowledge, tochange values,

belief,

assumptions

For better,improved

actions and

practices

Eliminate mis-match, gain

desired needs/objectives


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Consider these claims:

SPEAKING is the primary

and most influentialmedium of action.

and

N.A.T.O (No Action, Talk Only)


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Action Inquiry is based on

these assumptions:

To change from the PASSIVECONTENT to the DYNAMICPROCESS of conversation.

TALK is the essence of action.

Speaking is the secret of

conscious social life.


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Action Inquiry aims atIMPROVING:

Communication about lack of alignmentof individual, group, and organizationalobjectives/actions, or about lack of

validity/clarity of assumptions.

Actions toward alignment between personal

needs and organizational objectives.


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4 KEY ELEMENTSOF ACTION INQUIRY

FRAMING

INQUIRING

ADVOCATINGILLUSTRATING


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Improving Knowledge and the Quality of OurActions

William Torbert & Dalmar Fisher, Personal and Organizational

Transformation, New York: MacGraw-Hill (1995)

ILLUSTRATING

FRAMING

Asserting an option, perception,

feeling, or proposal for action in

relatively abstract terms.

Send this

document ASAP!

Telling more concrete story that

puts the meat on the bones of

advocacy, thereby orients and

motivates others more clearly.

. . Just like Jane did

when she took orders

from them yesterday.

Involves asking others in order to

learn something from them.

What do you think?How soon you can

do it? Could you

ask Jane how to

get it?

Explicitly stating the purpose to

the present action/occasion, theassumptions, the problems, etc.

Theres a sudden

change of our

clients schedule

. . .

ADVOCATING

INQUIRING


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Improving Knowledge and the Quality of OurActions

William Torbert & Dalmar Fisher, Personal and Organizational

Transformation, New York: MacGraw-Hill (1995)

ILLUSTRATING

FRAMING

Asserting an option, perception,

feeling, or proposal for action in

relatively abstract terms.

I dont want to

do it! Thats not

my responsibility

Telling more concrete story that

puts the meat on the bones of

advocacy, thereby orients and

motivates others more clearly.

. . After all, you

asked our driver to

do it when I was on

leave . . . .

Involves asking others in order to

learn something from them.

Why do you think I

should be the one

to do this? Perhaps

you dont know I

have a important

deadline to meet?

Explicitly stating the purpose to

the present action/occasion, theassumptions, the problems, etc.

I expect my work

to be morechallenging . . .

ADVOCATING

INQUIRING


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By changing to the DYNAMIC

PROCESS (of talk), then ActionInquiry becomes a RISKY business:

By inviting ourselves toengage with others and

asking TRUE RESPONSESmight disturb our comfortzones (assumptions, belief)


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A.I. enhances both the actors andorganizations efficiency, effectiveness,

and legitimacy,by

Making explicit and testing the

appropriateness of strategies, purposes,and outcomes.

Weaving together action and inquiry.

Testing and potentially redefiningassumptions, values, belief, inferences,visions.

Developing a better shared purposes.

Strengthening visibility of the process.


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LEVELS of INQUIRY

INDIVIDUALS / PERSONAL

GROUPS

INTER-GROUPS ORGANIZATIONAL

INTER-ORGANIZATIONS

SOCIETAL


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PROs AND CONs

PERFORMANCEORIENTED AMBIGUOUS FOR

UNTRAINED

PEOPLE

PRACTICAL INVOLVING ALL

STAKEHOLDERS

LONG TERMIMPACT

REPLICABLE

TIME CONSUMING

NEEDS HIGHFACILITATIONSKILLS

PANDORA BOXEFFECTS

Action Inquiry ADH

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