Using Appreciative Inquiry to Build Evaluation Capacity

Objectives

Understand the basic principles of Appreciative Inquiry (AI)

Understand the structures and processes in building evaluation capacity

Experience the first phase of AI Explore how AI can be applied in building

evaluation capacity in own context

Methods

Mini-lectures

Individual reflections

Small group discussions

Large group discussions

What is Appreciative Inquiry?

“is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discovery of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms…

the art and practice of asking questions that strengthen a system’s capacity to apprehend, anticipate, and heighten positive potential.”

Cooperrider & Whitney, 1999

Appreciative Inquiry

Appreciative Inquiry

“is the study and exploration of what gives life to human systems when they function at their best...

Questions and dialogue about strengths, successes, values, hopes and dreams are themselves transformational…

Human organizing and change, at its best, is a relational process of inquiry, grounded in affirmation and appreciation.”

Whitney & Trosten-Bloom, 2003, p.1

Brief background on AI Dissertation work of David Cooperrider in

organizational development, Case Western University School of Management (1980)

Currently used in evaluation and research on: • organizational effectiveness or change• community development • social work • education • health

Assumptions

Half-empty? Half-full? Half-fool?

Language and context

The language we use reflects our context

The language we use can influence our context

Appreciative Inquiry process

Inquire

EvaluationCapacityBuilding

Imagine

Innovate

Implement

Based on the 4-I Model. Preskill & Catsambas, 2006

AI philosophy Action research method: the act of

asking questions or doing research is an intervention and changes the context

The language we use creates our reality

Positive image results in positive action

People perform better and are more motivated to act when they have a choice in what they will contribute.

A small group exercise

You are working in an organization where evaluation is accepted by some and not by others

You want to know:• what are people’s experiences with evaluation• how to increase staff buy-in, and• how to build capacity for evaluation

You decide to use Appreciative Inquiry

Phase 1: Inquire

Choose a partner at your table First, answer the questions on your own (2 minutes) Then, take turns interviewing each other (5 minutes

each) Listen with great curiosity and interest Take notes, and listen for memorable quotes Ask probing questions

Conducting the appreciative interview

Peak experience“Tell me about an exceptional experience when an evaluation process was working very well.”

Values“What do you value most about yourself and your role in that experience?”

Wishes“What 3 wishes do you have so you can have more of this exceptional experience?”

Small group tasks

Form a small group of about 6 to 8 persons Tell your partner’s story, values and wishes Listen for and note themes as you hear the

stories Discuss and identify the themes Write up to 5 themes on the flipchart

In the larger group

What are the common themes?

What are the values?

What made success possible?

From problem-focused to Appreciative Inquiry

Problem-focused:• What problems are we having?

Appreciative Inquiry: What’s working well around here? How can we do more of it?

Appreciative Inquiry & problem-solving approaches

Language used: deficit-based

Problem talk Focus on what does

not work Generates blame and

defensiveness Tends to have

fragmented view of the system

Language used: affirmative

Possibility talk Focus on what works Generates vision Tends to have a more

wholistic view of the system

Using AI to learn about action research

Everyone’s input is welcome and captured Opportunity for learning to conduct interviews Opportunity for learning facilitation of group

discussions (focus groups) and identifying themes

Doing Appreciative Inquiry

Phase 1: Inquire

Paired interviews Core questions:

peak experience values wishes

Share stories in a small group Identify themes

Phase 2: Imagine

Small groups envision a future state: What will the program/organization look like in 3, 5 or 10 years?

Visions shared in words and/or visual images

Groups share their visions and images Discussion of themes

Phase 3: Innovate

Develop provocative propositions for themes based on stories and visions

Stretch the imagination Represent the organization’s social

architecture (culture, leadership, policies and processes, communications, relationships, structure)

Phase 4: Implement

Members select propositions they wish to work on

Monitor, evaluate and celebrate progress

Keep the conversation ongoing

In small groups

Imagine that 3 years have passed, and evaluation practices are successfully implemented and used in your organization.

Describe: What does it look like? How does it work? Who participates? What types of evaluation knowledge,

behaviour and attitudes are occurring?

Tasks for the group

Reflect on the scenario individually, then share to your small group

Identify and discuss themes Select a photo or create a drawing that

represents the themes Share in the larger group

AI as a road map for evaluation

Use the 4-I phases

Clarifying

outcomesDeveloping

evaluation

questions

Identifying

stakeholders Developing

measures &

indicatorsUsing data for

reporting &

managing

Inquire

EvaluationCapacityBuilding

Imagine

Innovate

Implement

AI can be successfully applied if: The organization is interested in using

participatory and collaborative approaches The organization wishes to build capacity for

evaluation The evaluation involves a wide range of

stakeholders The organization values innovation and creativity The organization wants to use evaluation

findings to improve its programs

Applying AI approaches Evaluation or QI: questionnaires, interviews

Meetings

Strategic planning

Case example 1: Questionnaire

Annual survey to members of the Centre’s reference group

Top 3 outstanding contributions or achievement of the reference group

Wishes for Centre to be more responsive Wishes for the group to be more effective

Case example 2: End of the year project report

Project leads respond to a questionnaire to assess how well the project has contributed to the Centre’s strategic goals

Questionnaire is an online form using a web-based project management software (SmartSimple)

Case example 2: End of the year project report

Number and type of internal and/or external stakeholders

Evidence that the project was successful in addressing the strategic goal

Other key contributions

How can the questions be changed to reflect an AI approach?

Evaluation Capacity-Building

“the intentional work to continuously create and sustain overall organizational processes that make quality evaluation and its uses routine.” Stockdill, Baizerman & Compton, 2002, p. 14

“The extent to which an organization has the necessary resources and motivation to conduct, analyze and use evaluations” Gibbs, Napp, Jolly, Westover & Uhl, 2002, p. 161

Evaluation capacity building

In English….

Evaluation that is sustainable, appropriate and high quality

To do: plan and implement To use: analyze results, engage

stakeholders, improve programs

Source: Preskill & Boyle, 2008

Some facilitators for building evaluation capacity

Leadership, management, champions Systems: collection of data or information,

familiarity with QI processes, feedback Organizational culture and stability Communication

Evaluation capacity building objectives

Knowledge • Example: various approaches and methods

Skills• Example: developing a logic model

Affective• Example: Evaluation adds value and yields

useful information

AI + ECB = ?

What is the value of using an appreciative approach to evaluation?

How can the Centre assist your organization in building capacity for evaluation?

Checking out

1. What did you find surprising? Exciting?

2. What is your one key insight?

3. What wish do you have to make today’s workshop work better for you?

4. What is one thing you can do/want to do based on what we discussed today?

Thank you!

For questions or comments contact:

Evangeline Danseco, PhDHead, Evaluation and Research

613.737.7600 x3319

edanseco@cheo.on.ca

www.onthepoint.ca