Towards a Generative Process Consulting
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Transcript of Towards a Generative Process Consulting
René Bouwen
Johan Hovelynck
Ludo Keunen
Hilda Martens
Lieve Wens
Towards a generative process consultation: process facilitation
enriched by Appreciative Inquiry
WAIC, Gent, April, 26th 2012
Agenda
Exploring what Appreciative Inquiry brings to
learning in and about
group development
organizational development
community / multi-actor development
personal development
In the context of the CIGO training program on
process facilitation in groups and organizations
Context: ‘Consulting In Groups & Organizations’
Experiencing &
understanding
group process
Developing an
experiential
learning group
Experiencing &
understanding
relational
dynamics of
organizing
Exploring
large-group &
multi-party
processes…
Consulting /
facilitation
project
‘Owning up’
personal
dynamics that
shape
relational
processes in
groups &
organizations
1st exchange
with MPOD 2nd exchange
with MPOD
Introduction of AI
René Bouwen
Process consultation enriched by AI
AI enriched by process consultation
CIGO is a PC and OD-based advanced professional
consultation program (18 months):
group processes
organizational understanding
multi-actor contexts
personal professional integration
Key words: intensive group learning, relational
organizing, high quality relational practices,
generative / appreciative focus.
&
Relational Organizing
From ‘organization’
as an instrument to be studied and restructured…
Towards ‘organizing’
as generative conversation:
a systems, sense-making, relational, social
construction perspective.
Rebirth of ‘genuine’ action research
From OD practice as analytical, ‘objective’,
problem-solving research…
Towards generative relational practices among
all relevant stakeholders: relational and practice
turn.
Emphasis on both
sense-making ‘content’
co-membership ‘relation’
1. Appreciating & Inquiring in group development
Experiencing
&
understanding
group
process
Developing
a learning
group
Experiencing &
understanding
relational
dynamics of
organizing
Exploring
large-group &
multi-party
processes…
Consulting /
facilitation
project
‘Owning up’
personal
dynamics that
shape
relational
processes in
groups &
organizations
Johan Hovelynck
Propositions – food for thought?
Learning about group dynamics
requires ‘process conversation’
Appreciative Inquiry creates
a space for process conversation
and provides a specific path towards it
Becoming a process facilitator benefits from
experiencing a range of process conversations
and different development paths
Process facilitation framework
task
technique
‘theory-in-use’
behavior
structure roles
rules
process
procedure
product
context
Learning in and about group dynamics
Understanding group process
hinges on ‘knowledge from within’ open conversation about here-and-now experience
exploration of how we co-create the dynamics
that we ‘observe’: experiencing as ‘mee-maken’
Giving and receiving feedback as prime sources
about relational dynamics in groups,
organizations, …
T-group Intangible topic
Here-and-now experience
Basic program structure
…
Method: appreciative inquiry or T-group
Concrete Experience
Reflective Observation
Abstract Conceptualization
Active Experimentation
Appreciative inquiry Focused question
Past events & experience
Highly structured
… Discovery
Appreciating
Dream Envisioning
Design Co-constructing
Destiny Sustaining
Affirmative Topic
“appreciative dynamics” wider range of processes
T-group Search for topic clarification
Self-structuring, search for modes of decision-making
‘Circle talk’
… ... all about inquiry
Appreciating & inquiring’ T-groups include traditions of reifying interpretation
and / or confrontational feedback by facilitators
A more appreciative stance supports
ease of participation and quality of inquiry…
Method and process:
the role of ‘appreciating and inquiring’
Thoughts on appreciative inquiry
& (training for) process facilitation
Appreciative inquiry as a ‘process accelerator’
in developing ‘high quality relational practices’
T-group as a ‘process magnifier’ in a wider range
of dynamics / processes in group development
An appreciative stance facilitates participation
and adds to quality of inquiry in T-groups
Experience with a wider range of processes
supports facilitation of Appreciative Inquiry,
especially in the later stages of the 4D-cycle
2. The generative potential of ‘us & them’
Experiencing &
understanding
group process
Developing an
experiential
learning group
Experiencing
&
understanding
relational
dynamics of
organizing
Exploring
large-group &
multi-party
processes…
Consulting /
facilitation
project
‘Owning up’
personal
dynamics that
shape
relational
processes in
groups &
organizations
Ludo Keunen
Objective of this presentation
Explore the boundary spanning approach as
enactment of the appreciative inquiry principles:
Starting from a real-life intervention in a context
of strong stakeholder polarization (“us and them”)
Reflecting on the generative potential of
boundary spanning vs conflict management
Context – Air Traffic Control
OPERATIONS
(“OPS Room”)
ENGINEERING
Context: setting the scene
Air Traffic Control (Airspace Europe): close interdependency
between Operations Room and Engineering Division
OPS Room: home-grown professionals, highly focused, short
response times, quick decisions, stress-proof, very well paid
(internal reputation of “prima donna’s”)
ENGINEERING: engineering education, solution providers based
on incident reporting (‘change management’), focus on robust
and reliable systems an zero error tolerance
(internal reputation of “risk aversive nerds”)
Key question: European consolidation in Air Traffic Management
how to collaborate and overcome “US THEM” attitude?
Client workshop objectives
1.Better understand and accommodate individual
differences in personal styles and work preferences
2.Create a setting to explore mutual perceptions between
OPS and ENG to foster mutual respect
3.Span boundaries between ENG and OPS by addressing
areas for improvement through specific project
opportunities
2 Key
Questions:
How important
is it for you to
collaborate
effectively
across
boundaries?
&
How effective
are you?
© 2010 Center for Creative Leadership. All rights reserved.
Research on Boundary Spanning
Boundary Spanning Approach
Conflict handling
Identify key issues
Look for common ground
Build mutual
understanding
Agree on joint actions
Boundary Spanning
Define boundaries & own identity
(“buffering”: create safe space)
Understand boundaries: mirroring
(“reflecting”: mutual perceptions)
Suspend boundaries
(“connecting”: third space)
Actionable ideas
Focus on overcoming issues Focus on generative connections
©2010 Center for Creative Leadership. All Rights Reserved.
BUFFERING CONNECTING WEAVING
REFLECTING MOBILIZING TRANSFORMING
6 Boundary Spanning Practices
Appreciative Inquiry – basic beliefs
If you accept what is, things can change. Focusing on
the best of what is already present, generates a belief in
what is possible in the future. Not the past is guiding the
present, but the (collective image of) the future.
Appreciative inquiry is more about inquiry than about
being ‘positive’ – the act of co-inquiry changes the
relationships between people and allows for common
ground.
Appreciative inquiry makes sense when people have a
voice in co-designing their future. It does not work as a
trick to make people feel good about something which is
harmful to them.
Outcomes – Actionable ideas
Cross-divisional participation in existing meetings
E.g. ENG representation in bi-monthly AOP progress review
E.g. OPS representation in ENG project mgt Board
E.g. Revive MPMB
Process-driven collaboration
Cross-divisional projects with formal authority (benefit owners)
Joint ownership (teams) for key themes
Issue-driven taskforces (ENG + OPS)
Dedicated project leads for key projects (LINK+, FABEC, SESAR,
Business Commercialisation, …)
Need to move from rigid hierarchical structure to fluid, dynamic,
flexible structure
Approve the Center’s priority list
Internal mobility: position swaps?
What makes division more / less attractive (for internal mobility)?
What & how? Owner? Milestones? Target?
Key theme 1: Set up cross-divisional implementation teams (onging processes)
• OPS Concept
• Safety
• Quality
• Change Management
• Problem & Occurrence Management
• V & V
• Requirements management
• Organisation Development
Novac
Nick
Wadhar
Robin
Flemming
Maurice
Ralph
Heinrich
Key theme 2: Set up cross-divisional Taskforces (temporary)
E.g. Systm recovery
E.g. OLDI
E.g. FABEC/SESAR/COMMERCIALISATION
E.g. VOICE
Novac
Novac
Gary / Patricia/ Robin
Philippe
Key theme 3: Follow-up meeting OMT/EMT + ASD/SDM in 3 months
Novac
Action Planning
Boundary Spanning Impact
3. AI in developing age-friendly HRM
Experiencing &
understanding
group process
Developing an
experiential
learning group
Experiencing &
understanding
relational
dynamics of
organizing
Exploring
diversity in
multi-actor
processes &
community /
society
development
‘Owning up’
personal
dynamics that
shape
relational
processes in
groups &
organizations
Hilda Martens
Purpose of this presentation
Objective of the project
Illustration of combining
appreciative inquiry principles
and confronting facts and figures
in order to develop tailor-made
age-conscious HRM in organizations
&
The Belgian context and
the necessity to work longer
Legal retirement age in Belgium: 65
Factual retirement age: 59
Belgian retirement system is a ‘repartition’ system:
the active population pays for the retirement fees
of retired people
In 2050, 250 people will depend on / be financed
by 100 working citizens
Ageing of the population forces us to work longer
1950 2009
Entry labor market +/- 16 +/- 21 (-5)
Legal retirement age 65 65
Factual retirement age 64 59 (-5)
Life expectancy 68 79 (+11)
Working career 48 38 (-10)
Proportion retired/working
Proportion active/not active
4 / 48
48 / 20
20 / 38
38 / 41
The Belgian context and
the necessity to work longer
The low activity rate of 55+ is created a.o. by:
- the government early retirement programs since 1970 (in favor of youth employment)
- the employers use early retirement programs for company restructuring
- the unions early retirement as an ‘obtained privilege’
- the employees early retirement as an ‘obtained privilege’
The Belgian context and
the necessity to work longer
The aim of an appreciative inquiry
in age-friendly HR-projects
Big difference if introduced with
“we want you to work longer”
compared to
“we engage in an appreciative inquiry about conditions in which all members of the organization can experience work pleasure and possibilities for personal growth until the end of a longer career.”
If we inquire together the confronting facts and figures about age management in our country…?
If we imagine a tailor-made process and product in this organization?
Introduction of appreciative inquiry
in focus groups on all levels
to raise awareness and to create support for a tailor-
made process to create conditions that stimulate work
pleasure and professional growth during the whole
career
to develop a tailor-made change process with all
actors towards new age-friendly viewpoints, customs
and HR-practices
to implement organizational development towards age
conscious HRM
Different ‘appreciative formats’ were used…
To make an inventory for each organization of
facilitating and hindering factors, and
content and process suggestions
in order to enjoy working longer, more
enthusiastically, effectively and efficiently
to optimize or implement an age-conscious HR
management.
AI as an added value
in consulting projects for age-friendly HRM
Appreciative inquiry and the inquiry of confronting facts and figures stimulate the acceptance of responsibility by different stakeholders in the organization.
The appreciative principles stimulate the involvement in a tailor-made process towards tailor-made solutions in each organization
Context: ‘Consulting In Groups & Organizations’
Experiencing &
understanding
group process
Developing an
experiential
learning group
Experiencing &
understanding
relational
dynamics of
organizing
Exploring
large-group &
multi-party
processes…
Consulting /
facilitation
project
‘Owning up’
personal
dynamics that
shape
relational
processes in
groups &
organizations
Lieve Wens
Professional craftmanship :
Humble inquiry
developing relational competencies
and a helping attitude
developing process expertise in
building and maintaining
the helping relationship
modeling high quality and learning
relations
Professional craftmanship :
Humble inquiry
(helping attitude and behavior):
Attentive presence,
observing,
genuine open empathic questioning,
carefull listening and self-inquiry,
suspending any judgment or assumptions
in order to develop mutual understanding and reframing.
Accessing one’s ignorance to make the empowerment of
the other possible !
Professional craftmanship
Cfr the necessary and sufficient conditions of therapeutic
personality change by Carl Rogers
Basic therapeutic attitude :
1. Unconditional Positive Regard
2. Genuineness in the relationship
3. Empathy
YOU are the instrument of change
The focus on personal development is important:
Who am I as a person?
What are my qualities and talents as a person?
What are my strengths in relational processes?
What are my pitfalls and how can I learn to work them through?
…
In working on the development of others / systems, get and stay in
contact with your own development!
Being a conversational partner
= being aware of the quality of your ‘presence’ in the here-and-now
= being aware of your own share in shaping this relationship
Appreciative inquiry as an added value
in personal development
Strength-based approach: strengthening the talents you
become increasingly aware of
Valuing and accepting who you are is an important condition
for development and growth
In the self-reflective and appreciative inquiry within the
learning group is the co-creation of change and development:
‘Personal development is created in the interaction’
Creating a desired future for your personal way for being and
professional functioning helps to move into that direction:
personal development plan
Diversity of coaching methods
RET (Rational Emotive Therapy) being aware of your (ir)rational cognitions that influence your emotions and behavior – in accepting them we can change them – readiness to work on your ‘mindset’
Biographies inquiring and valueing who you are thanks to your history – what are the unique (helping / hindering) patterns you have deeply learned and are still dominant – how to work on them?
Voice dialogue diversity of inner voices or sub-personalities – specific qualities and dynamics?
Insights Discovery Profile
…
Concluding thoughts or questions
on the contribution of AI in facilitating…
group process organizational
dynamics large-group &
multi-party
collaboration
personal
development
René, Johan, Ludo, Hilda, Lieve