Summertime in education (but not the good kind where you get summer off) presents many opportunities during the break. Although the campus might be quieter during these months, it also poses a challenge in deciding how best to use our time. Should we rest and recuperate from the academic year’s demands, or should we plan and strategize for the year ahead? What about the tasks or goals that must get done?
Other Posts in This Series: Part 1 | Part 2 | Part 3
As we work towards improving our operations and processes, summer seems to be the best time to make those adjustments and decisions. However, we shouldn’t make those decisions in isolation. Instead, we should find ways to gather meaningful feedback from key stakeholders for informed decision-making and continuous improvement. In my previous article, I shared ways to plan your summer out easily with milestones and benchmarks. In this continuation, I delve into the transformative approach of Appreciative Inquiry (A-Inquiry) and its application to help make the most informed decisions.
In case you aren’t familiar, Appreciative Inquiry is a strengths-based, collaborative approach that seeks to identify and build upon the best aspects of a department or unit. Unlike traditional problem-solving methods that focus on identifying and fixing deficiencies, A-Inquiry emphasizes the discovery and amplification of successes and potentials. This shift not only fosters a positive culture, but also encourages innovative thinking and collective action.
In the following sections, I will share the principles of Appreciative Inquiry, outline the steps involved in the A-Inquiry process, and share my experience when I used A-Inquiry to help move the needle on institutional change. By sharing my journey and the lessons learned, I hope to equip you with the tools to implement Appreciative Inquiry in your own institutional contexts, fostering a culture of positivity and continuous growth.
Positive Language and Appreciative Inquiry
Originally proposed by David Cooperrider and Suresh Srivastva in 1987, Appreciative Inquiry is a theory, methodology, and process of organizational and social change that has grown in popularity amongst researchers, practitioners, trA-Inquiryners, and consultants. Embedded in A-Inquiry are five principles. While all five play into the larger picture, The Constructionist Principle suggests that our reality is shaped by the conversations we have and the language we use. Simply put, it means that the way we talk about things influences how we understand and experience them. This principle is what really get me onboard with A-Inquiry because it highlights the power of positive dialogue in creating a positive organizational culture and fostering change.
The Appreciative Inquiry Process
The A-Inquiry process is typically structured around the 4-D Cycle: Discovery, Dream, Design, and Destiny. This cycle provides a holistic approach to engage stakeholders in meaningful dialogue and co-create a vision for the future.
- Discovery: In this initial phase, participants are encouraged to share stories of success and moments when they felt most alive and engaged within the organization. The goal is to uncover the core strengths and positive attributes that make the organization thrive.
- Dream: Building on the discoveries, stakeholders are invited to envision a future where these strengths and successes are amplified. This phase is about dreaming big and imagining the best possible future for the organization.
- Design: The design phase involves translating the dreams into actionable plans. Stakeholders collaborate to develop strategic initiatives and action plans that align with the envisioned future. This phase focuses on creating practical and innovative solutions that leverage strengths and address its opportunities for growth.
- Destiny: The final phase, Destiny, is about implementing and sustA-Inquiryning the designed plans. It involves putting the strategies into action, monitoring progress, and making necessary adjustments to ensure long-term success.
My Experience and Ideas for A-Inquiry
As previously noted, I was tasked with finding concrete solutions in assisting the University in moving forward to best support staff. After many conversations, we landed on using A-Inquiry to help us do so, and it was one of the best decisions we could have made. We organized three focus groups, and sent the invitation to all staff. Using the A-Inquiry process, we asked these questions:
- “It is one year from today…What does your ideal workday look like? What is happening? Who is doing what?”
- “Please take a moment and write a strength of the institution, or the staff at the institution, that we can use to create the vision of the future.”
- “If you could wave a magic wand and remove one barrier that you believe could prevent us from achieving this vision, what would that barrier be?”
The next steps were easy; we listened, we summarized, and we compiled a report that was used for years to come. When considering if A-Inquiry is right for you, remember that it doesn’t have to be large-scale. Some ideas that I created in using A-Inquiry within Residence Life are:
- Resident Interviews: Conduct one-on-one or small group interviews with residents to ask about their most positive experiences living in the residence halls. Questions might include: “Can you tell me about a time when you felt most connected to your hall community?” or “What activities or events have made you feel most engaged and happy?”
- Visioning Workshops: Host workshops where residents, residence assistants (RAs), and staff brainstorm ideas for an ideal residential experience. Encourage participants to think creatively about programs, facilities, and community interactions.
- Resource Allocation: Allocate resources, such as budget and space, to support the implementation of new ideas. For example, if residents dream of having a study lounge with modern amenities, plan the redesign and furnish it accordingly.
- Pilot Programs: Launch pilot programs for new initiatives, such as a monthly cultural night or wellness workshops, to test their effectiveness and gather feedback for improvement.
For the last part of my summer series, I want to focus on one last topic; finding time to rest and taking care of yourself and your team. Stay tuned for more to come!
