How our pets have been helping us through difficult times, and what this means for the workplace

As humans we have been domesticating animals for tens of thousands of years, taming wolves for protection, horses for transportation and livestock for food. Our relationship with domesticated animals began for these kinds of practical reasons, however when we consider the definition and purpose of the pets we know and love today, it is drastically different.

The Cambridge Dictionary defines a pet as “any animal that is kept in the home as a companion and treated kindly”. These days you’re likely to find people talking very affectionately about their pets, describing strong feelings and bonds and even considering them part of the family. In 2018 it was estimated that 44% of UK households owned at least one pet and the total number of pets owned was roughly 51 million (PFMA).  Dogs and cats continue to be the most common pet in UK households.

However, the variety of animals people keep are pets has expanded considerably to include more exotic and unexpected species such as reptiles, rodents, fish, and birds. While not as obviously affectionate as dogs, some of these, such as bearded dragons and budgies, can, with enough time, be trained to bond with humans, reflecting one of the key features of pet ownership that we value: they cuddle us back.

During the recent pandemic with all but essential workers forced to stay at home, whether working or on furlough, many people found themselves with a lot more time on their hands, at the same time a lot of us felt more isolated, cut off from family, friends and missing the social interaction we typically experienced by going in to work. Pets seemed like an obvious choice to fill the hole of missing social interaction and indeed animal charities saw the volume of enquiries for rescue animals increasing by 253% across the lockdown period. By 2021 the number of UK households that owned a pet had risen by over 10% to 59%, with 3.2 million households acquiring a pet since the start of the pandemic. 

This increase reflects the benefits animal contact or pet ownership holds against many of the challenges posed by lockdown, such as increased isolation, poorer mental health. Animals can help:

·       Reduce our stress levels, non-human touch can reduce cortisol levels and lower blood pressure. This in turn increases our resilience.

·       Encourage organisation and routine, pets require feeding and cleaning and dogs require daily walks. This can give pet owners a sense of purpose and keep them motivated, which can help alleviate some symptoms of depression and anxiety which can help boost self-esteem and wellbeing.

·       Provide companionship, pets provide company, which reduces feelings of loneliness and isolation.

·       Increase social interaction, having a pet can increase the amount of social interaction owners have through attending clubs and pet shows and making conversations on walks.

·       Increase exercise, daily walks can have physical health benefits as well as helping with stress and depression and dog owners typically live longer and are less likely to suffer from heart disease.

Implications for the workplace

There has always been a small presence of animals in the workplace, assistance dogs for people with disabilities for instance, or companion cats in care homes. More recently though, a trend has emerged for more general pet-friendly attitudes or policies as organisations recognise the possible benefits of animal company to people and work. For example, a survey study conducted revealed pet-friendly organisations benefit from lower stress levels in the workplace (Naumann, 2016). The pressure to accommodate pets at work may increase as ‘pandemic pet owners’ push to be able to bring their animals back to work with them. Already we are seeing what might happen if workplaces can’t accommodate this, with The Dogs Trust reporting a 39% increase in calls from people wanting to hand in their pets and the RSPCA reporting that abandonment figures are up 20% in 2021 from 2020.

However, we need to bear in mind that the workplace needs to work for everyone. While some people love dogs and cats, and maybe even bearded dragons, and will gain great satisfaction and peace of mind from having their pets close at hand or from being able to interact with others’ pets about the workplace, there are many people who have animal phobias, or have experienced animal trauma, resulting in a dislike or fear of animals. While in others they may set off annoying or even life threatening allergy or asthma attacks. All of which means that pets at work might work for some but not others. Much as we would all prefer pets not to have to be given up as the world moves into yet another work phase, we also need, as ever, to balance the needs of different working groups and devise cultures, policies and ways of behaving that work for everyone to reap the benefits of pets at work.

 Other Resources

Sarah Lewis is the owner and principal psychologist of Appreciating Change. She is author of ‘Co-Creating Planning Teams For Dialogic OD’, ‘Positive Psychology in Business’ ‘Positive Psychology at Work’ and ‘Positive Psychology and Change’ both published by Wiley. She is also the lead author of 'Appreciative Inquiry for Change Management'.

APPRECIATING CHANGE CAN HELP

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organisations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715. A selection of strength card packs are available from our online store.

If you want to know more about implementing approaches and processes that positively affect people’s happiness, engagement, motivation, morale, productivity and work relationships, see Sarah’s positive psychology books.

More blog posts categorised as ‘Emergent Change’ 

What Is The Most Effective Way To Achieve Organisational Change? New Research Results

Ever felt that the traditional approach to change doesn’t deliver the results you hoped? Wondered if there is a better way?  Well interestingly Bradley Hasting and Gavin Schwarz[i] recently published a lengthy paper comparing the effectiveness of two different approaches to organisational development. One is the traditional mode, known as diagnostic, and the other a more recently developed approach, championed particularly by Bushe and Marshak[ii], known as dialogic. 

Diagnostic vs Dialogic

The diagnostic mode is the traditional approach to change: gathering information, making a diagnosis, then planning and implementing an intervention. Diagnostic approaches are typically prescriptive and linear, recommending a sequential sets of activity. They are essentially a variant of Lewin’s orginal freeze, unfreeze, refreeze model of organisational development.

The dialogic mode refers to the large group, social constructionist approach to change like Appreciative Inquiry, Open Space and World Café. Dialogic processes follow newer theories of complexity science, suggesting that organizations are permanently in flux and change, and that the art of change is to help bottom level changes amplify and accumulate to become substantial changes over time.

The table below highlights the findings of the research. As you can see traditional, diagnostic methods alone didn’t do terribly well, reflecting in fact the commonly quoted figure that ‘70% of change efforts fail.’ Interestingly not only are dialogic approaches much more effective, but the most effective approach of all was to start with a diagnostic approach (that is to identify the topic and gather information) and then to oscillate with the dialogic approach. This approach delivered a 93% success rate – phenomenal!

How can we help organizations to reap the benefits of this joint approach?

 Help is at hand: The Bushe Marshak Institute has published a unique series of dialogic OD guidance books. Each book is written by an expert in the field. I am very pleased to have been asked to contribute one on working with dialogic teams, as below

 This book, distilled from my many years of helping organizations embrace dialogic approaches to change, such as appreciative inquiry, gives guidance from the point of entry through to setting up the first dialogic event. To take the planning group from their habitual diagnostic approach to something more dialogic, a lot needs to happen: this book explains what. The guidance is enlivened with a warts and all account of a less-than-prefect-but-we-got-there-in-the-end case-study. 

My experience of working in this blended way fully supports Hastings and Schwarz’s findings. Many of my assignments have come off the back of diagnostic activity such as staff surveys or customer feedback or performance assessments. While these create the awareness of a need for change, they don’t always create excitement, energy and motivation for the possibilities of the future; rather the emphasis can be on fixing the problem. Instead, taking the diagnostic as a springboard, I work dialogically using Appreciative inquiry and other approaches to creating better futures in an empowered and participative way. 

This book shares all the lessons I have learnt on how to help planning teams see the opportunity offered by more a dialogic approach, and grasp it, so opening up possibilities and exciting futures for their organizations.

Where can I learn more?

The Organizational Development Network is hosting a session on ‘Getting Ready for a Dialogic Intervention’ on Thursday October 7th at 1700 UK time. See details here

[i] Hastings and Schwarz (2021) Leading Change Processes for Success: A dynamic Application of Diagnostic and Dialogic Organisational Development. The Journal of Applied Behavioural Studies 1-29.

[ii] Bushe and Marshak (2015) Dialogic Organizational Development.Berrett-Koehler

Other Resources

Sarah Lewis is the owner and principal psychologist of Appreciating Change. She is author of ‘Co-Creating Planning Teams For Dialogic OD’, ‘Positive Psychology in Business’ ‘Positive Psychology at Work’ and ‘Positive Psychology and Change’ both published by Wiley. She is also the lead author of 'Appreciative Inquiry for Change Management'.

APPRECIATING CHANGE CAN HELP

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organisations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715. A selection of strength card packs are available from our online store.

If you want to know more about implementing approaches and processes that positively affect people’s happiness, engagement, motivation, morale, productivity and work relationships, see Sarah’s positive psychology books.

More blog posts categorised as ‘Emergent Change’

Some Challenges Posed by Hybrid Working and How We Can Meet Them

Hybrid working, for many a necessity induced by lockdown, is rapidly becoming a work pattern of choice for the future. Goldman Sachs are one of the few organizations so far to have declared against the trend with their boss David Solomon rejecting the idea of remote working, labelling it an “aberration”. The more common view seems to be that the working pattern has changed for good. Google, for example, expects 20% of staff to work from home permanently in future, while Microsoft is to make remote working a permanent option. This shift towards more flexible working patterns poses some tough questions for managers and leaders.

How is it being done?

1.     Who gets to work in a hybrid way?

An educational organisation I know identified this as a key question as staff began to return to working on the campus after the year of home based working. Each function’s stakeholders had different expectations of instant access, face-to-face contact. It was clear that the same offer of hybrid working couldn’t be made to all staff. How to decide? Nationwide answered this dilemma earlier this year, saying that the 13,000 of its staff who do not work in branches would be allowed to work from wherever they wanted, making for a very clear two-tier role-based system driven by a need for customer access. Is this a fair way to decide? Will staff agree? Which raises a key challenge, whatever route forward is decided, how to ensure it is fair?

2.     How to make it fair?

We know that people’s experience of working from home during lockdown has been highly variable. Some have really appreciated it while for others it’s been a seemingly endless struggle of juggling demands and battling technology. Estate agents report that many people have moved out of the city centres, thrilled at green spaces and lower rents while others, it seems, have experienced extreme pressure on their mental health from isolation or family pressures, and can’t wait to get back to the order and sociability of office life. Any system that assumes the impact of a move to permanent hybrid working is the same for everyone, is unlikely to be perceived as fair.

3.     What will the impact be for the organization?

The big advantages of everyone coming into a central working space tend to be relative ease of communication and information flow (I did say relative!). It is easy to reconfigure the network as needed: call everyone together, split them into small groups, create ad hoc spaces for people to meet and congregate. In this way information snippets get passed on while relationships are stoked and nurtured. Virtual platforms do their best, but they are not the same. The hybrid organization will have to pay special attention to the challenges of connection and communication. It is very easy for those remote from the buzzing centre to miss out on accidental conversations and to quickly feel they’re out of the loop. Once they start feeling disconnected, they can quickly start disconnecting.

4.     How to ensure equality of access to opportunity?

Many of the benefits and perks of working can involve being in the right place at the right time to seize an opportunity, whether that’s an opening to meet a client, a chance to go to a trade show, or an invitation to give a presentation at a meeting. If you hear your colleague or boss fretting about being unable to be in two places at once, you can make the offer to help out. Face to face training sessions often have incidental network boosting benefits that can be nurtured and developed in the coffee break. We can beam colleagues in for the training but enabling them to roam freely in the breaks is impossible to replicate. How to ensure that the more remote workers don’t become out of sight, out of mind when a career-enhancing opportunity arises unexpectedly?

5.     How to ensure hybrid-working doesn’t become hybrid-washing?

It’s no secret that large organizations have spotted a money saving opportunity. HSBC, the UK’s biggest bank, is moving to a hybrid model and plans to cut its property footprint by as much as 40% in the long term, while Lloyds Banking Group has said it will bring in working from home as a permanent lifestyle change, allowing it to cut 20% of its office space. Who will benefit from these savings? It is important that organizations are honest that their motivations to elevate hybrid working from an emergency fix to a modus operandi are multiple and varied and not solely driven by a desire to increase flexibility for staff, if they want the initiative to maintain credibility.

6.     How will the organization continue to develop?

There has been a move over the last thirty odd years to recognize organizations as systems and to work with them as such. Approaches such as Appreciative Inquiry and Dialogic OD are predicated on the benefits of getting the whole system together to address development challenges and opportunities as an inter-connected, inter-dependent living system. How can this be done if people aren’t able to gather in the same physical space?

What helps?

1.     Pay attention to perceptions of fairness

Equity theory and research has made it plain that perception of fairness is key to feeling fairly treated; and that are perceptions of fairness are made by comparison by those around us. We compare what we put and what we get in return against what we see others put in and receive. We also value different things, and so experience their loss or gain differently. My son, who regards work as a necessary evil and values his leisure time highly, had to continue to go into work during lockdown and thought it mightily unfair that many of his mates were on furlough. Many of them though, were bored and lonely, drifting from day to day and would rather have been busy with work. All this means that while stakeholder expectations might dictate who can work away from the central office, attention will need to be paid to the specific impact for individuals. The greater the choice individuals have in accepting changes in their working patterns, the more individual preferences can be accommodated, and the greater the attention paid to perceptions of fairness, then the greater the likelihood of maintaining good motivation and morale.

2.     Make the shift from thinking of physical place to virtual space for development activities

One of the big adjustments for organisational development practitioners was how to run team development, training sessions or organisational change processes in an online environment.  We gathered and shared information on resources and apps and learnt that it was different, but it could be done. Consultant Gwen Stirling-Wilkins moved from thinking that bringing groups together to host and facilitate transformative change was unlikely to be productive, or effective, to writing a book about her experiences of successfully doing just this, leading and delivering a transformational project entirely online with 600+ people from five organizations, none of whom she ever met physically. Her book ‘From Physical Place to Virtual Space’ pulls together all her learning as a pioneer and is highly recommended.

3.     Make use of new online tools to enhance the online environment

There is an explosion of apps attempting to humanise the virtual workspace. From a psychology perspective I want to mention Deckhive, an online training app that has a fantastic and growing set of cards to support all sorts of training and development activity. The card sets include strengths, positive organisational development, motivation, creativity, coaching questions and emotions. They are useful for online coaching, performance reviews, career counselling, team development, training sessions and even organisational development. Moving, flipping and sorting cards on a virtual tabletop is as near as you can get to physically manipulating cards. I find it invaluable in making training sessions as experiential as possible.

4.     Pay attention to the rewards in the environment

There are rewards associated with social environments: smiles, verbal strokes (appreciation, thanks, compliments), shared laughter, physicality, shared non-verbal communication (winks, raised eyebrows, complicit smiles), acts of generosity (‘oh I’ll get these’ at the coffee bar). All these little incidental ‘blips’ of positive emotion have an effect on our sense of mood, wellbeing and morale. It is this continuous drip-feed of mood boosting interactions that is difficult to replicate in a virtual environment. Conscious effort needs to be made to introduce jokes, quizzes, rounds of positive news sharing and other mood boosting and rewarding activities into the online environment. And take a ten-minute break every fifty minutes minimum, if you want to maintain online energy.

5.     Review and revise

For many organizations going hybrid so extensively is going to be a new experience. Treat it as an experiment. Don’t assume you are going to get, or have got, it right first time. As the pressure on everyone to work from home all the time lessens, take time to discover what you, as an organization, have learnt so far about what works and what doesn’t. Plan how to build on that, then review how the new arrangements are working for everyone after six months: is the work pattern working for clients and stakeholders? Does the new work pattern feel fair? Is everyone getting fair exposure to opportunity? How are the work patterns impacting the organization (look for the unexpected consequences, good and bad) How are they impacting individual, team and organisational growth and development?

The shift over the last twelve months to hybrid working patterns has been emergency driven and ad hoc in execution. We have the opportunity now, as the ship steadies, of transforming them into intentional, strategic, thought-through beneficial ways of working that offer a win-win for people and the organization. This won’t happen by accident or by assuming what’s worked for the last twelve months will be good enough for the next. Instead we need to take stock, learn, re-negotiate the possible and launch pro-active plans that recognize the complexity of the opportunity, and the challenges it holds.

Other Resources

Sarah Lewis is the owner and principal psychologist of Appreciating Change. She is author of ‘Positive Psychology in Business’ ‘Positive Psychology at Work’, ‘Positive Psychology and Change’ and most recently ‘Co-creating Planning Teams For Dialogic OD’. She is also the lead author of 'Appreciative Inquiry for Change Management'.

APPRECIATING CHANGE CAN HELP

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organisations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715. A selection of strength card packs are available from our online store.

If you want to know more about implementing approaches and processes that positively affect people’s happiness, engagement, motivation, morale, productivity and work relationships, see Sarah’s positive psychology books.

More blog posts categorised as ‘Coronavirus’

Boosting your resilience and adaptability

Lockdown is easing, but that doesn’t mean we are going back to normal. We need to think instead of ourselves as moving forward in to a new normal. This new normal involves living with the reality of coronavirus: a winter surge is predicted by many experts. Navigating this new normal will take resilience and adaptability.

What helps us be more resilient and adaptable?

Resilience can be defined as having the resources, mental, physical or experience-based, to cope with unexpected, difficult or adverse situations. 

Being adaptable means being able to flex our expectations and behaviour when circumstances change.

For both resilience and adaptability, being resourceful is key.

How can we discover and expand our resourcefulness to boost our resilience and adaptability?

Our resourcefulness is boosted by both personal and contextual factors.

Personal resources

Our Strengths

One of our biggest sources of personal resources is our own unique strengths. Strengths are the attributes that are at the heart of our best self. They are the things that are natural for us to do and that seem easy to us. We each have our own set of strengths.

It’s important to know our own strengths as using them boosts our confidence and gives us energy, allowing us to recover more quickly from setbacks. We are likely to solve a problem better if the solution uses our strengths.

Our workshop Understanding our strengths and how they help  with resilience will help you identify your strengths and how to use them to boost your resilience

Our previous experiences

Sometimes, when we are stressed or anxious it is hard to believe that we can cope, we feel so helpless right now. In this situation, it can be really helpful to remember other times when we did cope, when we got through a tricky situation or when we turned a situation around. Being in the grip of the present can prevent us from accessing resources from the past: our knowledge, our skills, our experience. Appreciative Inquiry is a change process that is built on the understanding that resources from the past can help us in the present and in the future.

Our workshop Enhance your adaptability to increase your resilience will introduce you to Appreciative Inquiry as a way of increasing our adaptability.

Boosting our resilience by building our HERO abilities

Our HERO ability made up of our states of hopefulness, optimism, resilience and confidence (efficacy). Add these four things together and the whole is greater than the sum of the parts. In other words, although resilience is part of our HERO abilities, it is also boosted if we can boost our sense of hope, optimism and confidence.

Our workshop Extending our resilience by boosting our HERO abilities will help you identify your own HERO abilities and how to use them to boost your resilience.

Social resources

Our social networks extend our resourcefulness. Our network contains people who find easy what we find hard. They can be a source of inspiration, uplift, practical advice, useful contacts and many other resources that help us cope. Exchange your strengths across your network.

And at work?

Organisational resilience is about all of the above, and, about social capital. The social capital of an organization reflects its connectedness. It’s about how easily information flows around the organization and how much trust there is. Both these factors make it much easier for organizations to be resilient and to adapt quickly. These positive organizational development cards have lots of information about the features of the best organizations

Our  workshop Boosting our organizational resilience will help you identify ways to boost organisational resilience

A few quick tips for boosting your resilience and adaptability in the new normal

• Follow safety instructions, but more importantly, understand the principles and apply them in different situations so you can be active in keeping yourself safe

• Manage your energy and look after yourself. Having to suddenly adapt our behaviour means we can’t run on habitual lines, so it takes more energy even if you seem to be achieving less. Go easy on yourself, adjust your expectations and standards

• Re-prioritise, and then do it again when things change again. It’s very easy to assume the priorities stay the same even as the situation changes. They don’t. So take the time to think about what the highest priorities are now, in this situation within these constraints, with these resources.

• Redefine your goals so you can succeed in the new situation. This is very important.

• Create and recreate structure for yourself. Structure really helps because it reduces decision-making, which is taxing. So keep evolving new structures to your day or your life as things change.

If you are interested in learning more about resilience and adaptability, we are running 4 three-hour live virtual development workshops on the subject. You can also access a video interview of two psychologists talking about resilience both generally and at work.

Other Resources

Sarah Lewis is the owner and principal psychologist of Appreciating Change. She is author of ‘Positive Psychology in Business’ ‘Positive Psychology at Work’ and ‘Positive Psychology and Change’ both published by Wiley. She is also the lead author of 'Appreciative Inquiry for Change Management'.

APPRECIATING CHANGE CAN HELP

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organisations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715. A selection of strength card packs are available from our online store.

If you want to know more about implementing approaches and processes that positively affect people’s happiness, engagement, motivation, morale, productivity and work relationships, see Sarah’s positive psychology books.

More blog posts categorised as ‘Coronavirus’

Energy state transformation is the key to Appreciative Inquiry effectiveness

I have recently come across a great paper about human energy, it is referenced at the end of this piece. It set me thinking about what it was saying in relation to Appreciative Inquiry. These are my thoughts.

What is 'energy' in an organisaitonal setting?

Energy can be a transforming resource. When people become ‘energised’ they are transformed before our eyes. We talk about how people become ‘fired up’ or are ‘on fire’. We see increased animation, people seem more dynamic; quiet wallflowers are suddenly able to hold a room’s attention because they are talking about something that really matters to them. The generation of this energy transforms potential futures as while un-energised people are disinclined to ‘spend’ any energy or to exert any energy to get something done, energised people are a force for movement.

We know from earlier theorists that we can conceptualise energy as non-activated, that is, latent, or, as activated, that is, ‘in motion’. We understand human energy to be made up of different elements e.g. to have affective, cognitive and behavioural dimensions.  Human energy can be characterised as being positive or negative in intent or direction.

Organisational energy, while clearly related to individual energy, can also be thought of separately as a resource of a collective unit. Four different collective or organisational energy states have been identified: productive energy, comfortable energy, resigned inertia, and corrosive energy. These names have great face validity with me: armed with this language I can see I am in the business, frequently, of transforming resigned inertia or corrosive organisational energy into productive organisational energy that is going to work to move things forward.

These four states can be seen as lying across two dimensions: intensity and quality. Intensity as a dimension ranges from high (activated energy) to low (non-activated energy). While quality ranges from positive to negative reflecting how the energy is constructive or destructive of the organizations goals.

Productive (high positive) organisational energy can be characterized as a collective temporary emergent state. Temporary of course means not permanent, collective means involving everyone. The idea of an ‘emergent’ phenomena comes from the theory of complex adaptive systems and suggests that the phenomena of productive (high positive) organisational energy ‘emerges’ from the behaviour of individual actors in the system. The behaviour of these individual actors that help to create collective high positive organisational energy include individual interactions in settings of mutual dependence; the creation of shared interpretations of shared events; and by the generation of shared emotional or cognitive states.

A language for Appreciuative Inquiry interventions

It was at this point of my reading that I sat up and took notice. This is exactly the area in which Appreciative Inquiry and other dialogic, co-creative change methodologies create their magic. It is precisely by actively working with the interactions in situations of mutual dependency (a whole system), by creating shared interpretations of shared experiences (the process we take people through to create ‘account’ of past, present and future) and by the deliberate generation and expansion of positive emotions (Appreciative Inquiry particularly) that we are able to have an effect on the energy of a group or an organization and so the potential for action and change. I find this articulation of the phenomena of organisational energy and how it relates to the processes of Appreciative Inquiry very exciting.

In this paper energy is described as a resource that allows actors to generate new cognitive frameworks to organise their understanding of a situation. In other words, as we have different experiences together, so we see things differently together, and therefore we can act differently, together. As the paper explains, once a group starts to experience a shared enthusiasm, shared cognitive activation (brain or thought activity) and shared sense of working for joint goals, so the situation begins to feel more one of mutuality and less one of antagonisms. As the sense of mutuality (we’re all in this together) grows, so people are more likely to get involved helping to create meaning, direction setting, deciding, motivating others and in general taking on such leadership tasks in some area or other. The leadership capacity of the system expands. Leadership capacity and leadership enactment becomes less a property of a job title and more a property of the social system.  It is this shift in the leadership capacity and pattern in the group, as well as the emergent productive energy that allows change to happen. Again this describes exactly what, as a practitioner, I see as the Appreciative Inquiry process unfolds.

And so I suggest that as we look to help organizations adapt and grow in changing conditions we need to attend to the phenomena of organisational energy. Thanks to researchers and theorists we have a language in which to describe what we see in organisations and to help us understand what underlies the effectiveness of these ‘positive energy, whole system, dialogic’ change methodologies such as Appreciative Inquiry. By giving us words and a framework they help people articulate something they instinctively know i.e. difference between the energy of resigned inertia and productive energy. They make it possible to explain what Appreciative Inquiry does and how: namely that it transforms the energy of resigned inertia or corrosive energy into productive energy by working with the collective phenomena from which the temporary phenomena of productive energy emerges. By so doing it creates a shift in energy state and an increase in leadership capacity allowing for effective organisational action.

I am highly, if not wholly, indebted in this article to the paper ‘Experiencing Human Energy as a Catalyst for Developing Leadership Capacity’ by Bernard Vogel published in Developing Leaders for Positive Organising: a 21st Century Repertoire for Leading in Extraordinary Times, of the which I have here only scratched the surface.

Sarah Lewis

Book Review – Holocracy The Revolutionary Management System that Abolishes Hierarchy: Brian Robertson (Originally published in AI Practitioner)

Why this book?

This book claims to offer an alternative way of organizing that breaks away from the command and control model or as Brain calls it ‘the predict and control’ model. This seemed sufficiently in line with our aspirations to warrant further investigation.

Brief account of the book

The book has noble, honourable and inspiring intentions: it offers holocracy as a ‘new operating system’ for organizations that will create a ‘peer-to-peer distributed authority system’. This operating system creates empowered people who are clear about the boundaries of their authority, about what they can expect from others, and are able to be highly effective in their roles.

In this model the organizing process itself becomes the ultimate power, more than any individual, and every individual can have a voice in designing and altering the process. It is a flat system of roles and links that delivers high autonomy. It is predicated on a system of roles (essentially disembodied job descriptions), decision-making circles (meetings by another name) and a process of links. It bravely attempts both to relieve leaders of the pressure of the demand of omnipotence, and to make it possible for weak signals of dysfunction, lack of alignment, gaps in accountability, missed opportunities etc. to be attended to promptly and effectively by empowered individuals. It offers a clear process for distinguishing working in the business from working on the business. It presents a view of strategy as ‘dynamic steering’ by simple rules or principles towards a general purpose. In this way it attempts to simulate evolutionary development processes and indeed sees itself as an evolutionary model.

Holocracy - Too much to ask?

Reading this book was an interesting experience. The book is a ‘how to’ book and it sets out the process model in great detail, describing the purpose of key facilitator roles and the process of key tactical and governance meetings (circles in the terminology of the model). It’s not hard to tell that the author and originator of this model has a software development background. My initial impression reading it was reminiscent of getting to grips with the complex board games of Allies and Axis that my sons and husband loved to play some years ago: a complex set of rules about the properties and powers of various pieces and cards subject to the rules of the dice. In the early stages as much time was spent consulting the rule-book as playing the game. As I read on I realised there was a strong binary flavour underpinning much of the process, an ‘if this then that’ logic driven by an implicit flow chart of binary decision-making. The author’s argument is that these tight constraints work to create an empowered freedom within them. However it is noticeable that much of the instruction reads ‘no discussion allowed’ as the process is strictly followed. In essence he is trying to programme out the negative aspects of the human element in this organizing process and to create an organisational process that functions effectively despite the emotional and relational wayward behaviour of people. This takes a lot of discipline on the part of all the players; which is to say it takes organizational energy.

The author is honest enough to point out that this new process doesn’t always ‘take’ in organizations despite various people’s interest, energy and support. He identifies that the key challenge, which is also at the heart of the model’s power, is the need for those with current power in the system to give it up. The author is of the opinion that after an initial period of painful discipline, the benefits will become clearer to all and the process will become more self-maintaining. It is clear that not all organizations make it over the hump. Similarly, while initially he took a whole-system ‘all or nothing’ approach to implementation, he has since softened his views and in this book he offers a chapter on holocracy-lite possibilities that offers guidance on how to implement parts of the process.

In summary

The book is well written, offering a clear and detailed explanation of the holocracy organizing process with a worked case study and anecdotes from experience used to illuminate how the various meetings and roles work.

My take on the model presented

This model is likely to appeal to those who have great faith in rationality and like highly structured, detailed and disciplined processes. In this sense it reads as very bureaucratic. It put me in mind of LEAN, another process that, in theory, makes perfect sense, however in practice often takes a lot of energy to maintain. Both demand great human discipline. Robertson is clear that the role of facilitator ‘requires that you override your instinct to be polite or ‘nice’ and that you cut people off if they speak out of turn’, amongst other skills and abilities. In this way it is trying to programme out the emotional irrational human decision-making influences such as ego, fear and group think, to create a less contaminated system of governance.

In many ways this model seems aligned to Appreciative Inquiry and co-creative ways of thinking. For example it is more wedded to biological than mechanical metaphors, it prioritises adaptability over predictability, and it is focused on releasing collective intelligence within a leader-ful organization. However, it seems to work against human nature, or human psychology, rather than with it. It is this constant fight against core features of human systems that, in my opinion, is at the heart of the gap between the promise of these kinds of models and the frequent experience of the lived reality.

However, I do think it offers a real, well thought out, and to some extend tried and tested alternative to our current creaking-under-the-strain-in-the-modern-era command and control organisational model. It will be interesting to see to what extent it is adapted across the organizational domain and I would love to hear from anyone who has either direct experience of working in an organization based on this model, or who has attended training on it.

Other Resources

Much more about organisational change can be found in Sarah’s new book Positive Psychology and Change

Sarah Lewis is the owner and principal psychologist of Appreciating Change. She is author of ‘Positive Psychology at Work’ and ‘Positive Psychology for Change’ both published by Wiley. She is also the lead author of 'Appreciative Inquiry for Change Management'.

See more Book Reviews and other Emergent Change, Leadership Skills and Organisational Development Strategy articles in the Knowledge Warehouse.

APPRECIATING CHANGE CAN HELP

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715. A selection of strength card packs are available from our online store.

The Distinctive Nature of Co-creative Change

How is it different, why is it better?

Co-creative approaches to organisational change such as Appreciative Inquiry, Open Space, and World Café have some very distinctive features that differentiate them from more familiar top-down planned approaches to change.

1. Change is a many-to-many rather than one-to-many process

In co-creative change a lot can happen in a short space of time as conversation (and change) takes place simultaneously amongst people in various groups rather than relying on a linear transmission from top to bottom. It can feel messier and less controlled but the benefits of active engagement, participation and commitment far outweigh these concerns.

2. They work on the understanding that the world is socially constructed

By allowing that we live in social worlds that are constructed by interactions in relationship, these approaches recognise that beliefs, and so the potential for action, can be affected by processes or events. The co-creative change processes allow people to experience each other, and the world, differently and so adjust their mental maps of their social world, creating the potential for change.

3. Conversation is a dynamic process

Co-creative approaches to organisational change recognize that conversations and events take place in a dynamic context of mutual and reflexive influence. I act and speak in the context of what you are doing and saying and vice versa. This means that conversation is not a passive process for conveying information but is rather an active process for creation, and so holds the potential to create change.

4. Organisations are about patterns so changing organizations is about changing patterns

All of the above culminates in the understanding that organisational habits, culture, ways of being are held in place by the habitual patterns of conversation and interaction. Change these and you change the organization.

5. Change can occur at many levels simultaneously

Rather than being focused on rolling out a pre-designed planned change, these approaches are much more focused on growing change from the ground up. A useful metaphor to convey this is that of by encouraging of lots of different plants to flourish on the forest floor by changing the bigger context, such as clearing part of the canopy to allow in more light.

6. They connect to values to gain commitment

These approaches connect to people’s values as well as their analytic abilities. Appreciative Inquiry discovery interviews, for instance, quickly reveal people’s deep values about their organization and allow people with divergent surface views to form a meaningful connection at a deeper level that aids the negotiation of difference.

7. They create hope and other positive emotions

Appreciative Inquiry by design, and the other approaches by intention, focus on creating positive emotional states in the participants, particularly hope. Hope is a tremendously motivating emotion and is key source of energy for engaging with the disruption of change. By building hope in the group that the situation can be improved, these processes create great energy for the journey ahead.

8. They encourage high-quality connections and the formation of high-energy networks

These are two concepts from positive psychology and increasingly research is demonstrating that they have a positive effect on creativity, problem-solving and performance. The co-creation change methodologies are highly relational and facilitate the development of meaningful relationships particularly across silo or functional boundaries, increasing the ability of the whole organization to change in synchronisation with itself.

9. They allow people to feel heard

The very essence of the co-creative approaches is the emphasis on voice and dialogue as key components of change. As people are engaged with and have an opportunity to input to discussions about the need for change from the very beginning, and are also able to influence the design of change, they feel their voices and needs are being heard by the organization as the change unfolds. This greatly lessens the challenges of overcoming resistance or getting buy-in.

Appreciating Change specialises in helping organizations achieve positive, rapid and sustainable change.

Other Resources

Much more about the features of co-creative change, guidance on how to do it, and practical information about on the key methodologies mentioned here can be found in Sarah’ new book Positive Psychology and Change

See more Thought Provoking articles in the Knowledge Warehouse.

APPRECIATING CHANGE CAN HELP

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715

Working with the need for convergence in a divergent conversation

Appreciative Inquiry and other co-creative methodologies are essentially divergent ways of working together; the emphasis is on the value of diversity and variety. Such ways of working can trigger a pressure to converge on a few key points very early in the process, indeed sometimes before the event has even begun. This pressure can be the expression of various different needs, for example:

• The need for sense of coherence and co-ordination
• The need for sense of moving forward or making progress
• The need for a reassurance that there is a degree of commonality amongst the differences and divergence being expressed (that the group isn’t going to splinter)
• A request for amplification of points of agreement (a visibility of commonality)
• A need for a convincing story for other audiences of the value of the day
• A desire for a record of the intellectual learning, to accompany the experiential learning of the participants
• A request for tangibility
• A demand for a guarantee that something different will now happen

At its root this is often a request for a reassurance that there is a positive, sustainable momentum to action that won’t die the moment the session ends; this fear is often based on prior experience of away-days. There is often a fear that the day is ‘just a talking shop’ and that unless clear outcomes and actions are written down ‘nothing will happen’.

In addition, our ‘emergent’ ‘exploratory’ ‘unfolding’ description of how the day will run can feel very alarming to those commissioning our work, such as leaders, used to much more controlled ‘facilitation’. A focus on the need to converge can be a request for reassurance that the ‘complexity and diversity’ they are agreeing to work with can, in the end, be drawn back to somewhere safe and contained.

Ways to moderate this demand, so that it doesn’t distract from the day’s activities include:

• Bringing the leaders and other audiences into the event so they experience the change in the room, in the system, in the moment. This reduces the reliance on ‘planning’ as the driver of change.
• Working to help leaders understand that their role in this kind of change is to ‘ride’ the energy it produces; to co-ordinate activities rather than to command and control them. This reduces their feeling of needing to understand everything all at once.
• Working with leaders on their unchallenged or unquestioned stories of leadership, helping them behave differently around change and leadership. This can help reduce anxiety about being solely responsible for achieving change.

How to meet the need without compromising the spirit of our endeavors?

In discussing this we realized that there are two slightly different aspects to this. The first is a need to create sufficient coherence so that the system can move forward. This can be done very much in the same spirit as the rest of the day, with questions and activities focused on creating coherence amongst the group.

The second is the need to create a tangible or visible record of the level of agreement.

• 1.Making visible patterns and levels of coordination and coherence amongst the divergence.
• Use reflecting teams to reflect key points of agreement or action
• Use commitment and request conversations
• Have a last ‘action round’ for example in open space. Or a last ‘linking’ round of ‘golden nuggets’ from conversations in World Café
• Move into the domain of production – acting ‘as if’ we knew the world and therefore can have certainty.
• Ask those present questions such as, what story are we going to tell ourselves (and/or others) about what we have done here today and are going to do tomorrow and in the future? Who else needs to know? And how will you get the resources to do what you now believe needs doing?
• Ask people to make individual commitments to what they are now going to do differently or different
• Ask people ‘Given all we have discussed today, what is possible?’
• Ask the group what else needs to happen for them to go away convinced that something is going to change

How to create create some very tangible or visible record of the level of agreement.

• Use dots or ticks to get individuals to select out of all the ideas or points that have emerged, which are most important (or some other criteria) to them. Gives an instant ‘weighting’ picture.
• Popcorn. Get people to write on a post-it the most important thing that has come out of the last conversation, for them. Sort and theme
• Pyramid. Start people in pairs identifying four or five top things. Then pair up with another pair and produce a new list of top four or five etc. until whole group are narrowing down the last few contenders.
• Get projects (with first draft name) and what it is going to achieve, on flip charts with interested parties and a first step to making something happen.
• Help group prepare something for absent sponsors who appear at the end of the day, about the best of the day and intentions for the future.

A few further helpful hints

• Everything is everything else. In this instance how you work with commissioners and leaders from the beginning affects the helpfulness or otherwise of the hunger for convergence later on.
• Life is always a compromise
• That the leader focused on how convergence will be achieved is essentially asking:

‘How will I, and my organization, survive the diversity, complexity, confusion, multiplicity and richness, you are proposing to unleash? Please reassure me that we won’t fly apart, that it will be safe, that it will be productive’

This is a very reasonable request for reassurance. It is a strong sign that the person wants to go forward yet has concerns. The is challenge in offering sufficient reassurance so that we are able to continue moving towards the day, while maintaining sufficient freedom of movement to be able to work with the balance of need in the room on the day.

Appreciating Change will be delighted to come and facilitate divergent events to convergent ends for you!

How ‘Change Management’ Can Be A Hindrance To Achieving Organizational Change

We are constantly told that, in today’s world, change is a permanent feature of organizational life. Given this is it surprising the extent to which organizations struggle with the concept of change in organizations. Myths abound. Working with organizations I constantly hear the refrain ‘people don’t like change’ and ‘change is hard’. Neither of these statements are necessarily true, as we see below. What is true is that the way we understand organizations, understand change, and go about achieving change can make the job much harder than it need be.

Part of the problem is that our ideas in this area are outdated. We think and act as if the organization is a perfectly designed and aligned machine that we can plan to reconfigure, and then just systemically and mechanically set about reconfiguring. The organization is not a machine; it is a living system of people with its own internal logic and ways of behaving. We need to work with the dynamic, inventive, thoughtful nature of our organizations, not against it. In the same vein, our views of leadership can be a hindrance to achieving fast, responsive and adaptive change. We act sometimes as if we expect our leaders to be all seeing, all knowing, all powerful. They’re not. However they are increasingly expected to introduce changes in work practices, routines and structures as part of their leadership role. Unknowingly they have often picked up some unhelpful ‘rules of thumb’ about implementing change at work. Here we expose the fallacious thinking behind five of them.

You can’t implement the change until you have thought through every step and have every possible question answered.

Not True. In many situations it is sufficient to have a sense of the end goal, or key question, along with some shared guiding principles about how the change will unfold. For example ‘We need to produce our goods more efficiently’, or, ‘How can we cut our process times?’ With these in place leaders can call on the collective intelligence of the organization as it embarks on learning by doing: taking the first steps, reviewing progress, learning from experience and involving those who know the detail in their areas.

This ‘all-seeing’ belief leads to exhaustive energy going into detailed forecasting and analysis of every possible impact and consequence of possibilities often leading to paralysis by analysis. It slows things down, allows rumours to fill the information vacuum, and creates feelings of disempowerment. Worse of all it disregards the huge knowledge base that is the organization; wasting organizational assets.

You can control the communication within the organization about change

Impossible! People are sense-making creatures who constantly work to make sense of what is happening around them. This means it is not possible to control communication in this way. By withholding information we convey something, usually distrust or secrecy. But more than this, in this day and age with so many communication channels instantly available to people, there is no chance of being aware of everything that is being said about the change. Instead leaders need to focus on making sure they get to hear what sense is being made of what is going on so that they can contribute a different or corrective perspective.

This ‘control’ belief leads to embargoes on information sharing, ‘until we have decided everything’ (see above) and much investment in finding ‘the right words’ to convey the story of the change. Meanwhile people are free to make their own sense of what is happening uninhibited by any corrective input from management. And when the carefully chosen words are finally broadcast, leadership is often dismayed to discover that they don’t work to create a shared sense of the meaning of the change.

To communicate about change is to engage people with the change

Not necessarily. People start to engage with the change when they start working out what it means for them, what it ‘looks like’, where the benefits or advantages might be, how they can navigate it, what resources are there to help them. They find out through exploration and discovery. They become more engaged when they are asked questions. “How can we implement this here?’ ‘What is the best way of achieving that?’ ‘What needs to be different for us to be able to…?’ People have to use their imaginations and creativity to start visualizing what their bit of the world will be like when ‘the change’ has happened. Everyone needs the opportunity to create rich pictures of what the words and ideas in the change mean in their context. The answer to the question ‘What might it mean for us?’ is jointly constructed and evolves as new information emerges.

The belief that communication alone equals engagement leads to an over-emphasis on communicating about ‘the change’. Staff hear managers talking endlessly about how important this change is, how big it is, how transformational it will be, yet no one seems to know what the change actually means for people. To be part of this scenario is to suffer a confused sense of ‘but what are we talking about?’ This in itself is usually symptomatic of the fact that at this point there is only a fuzzy picture of what this much-heralded change will mean for people: much better to get people involved in finding out.

That planning makes things happen

Sadly no! How much simpler life would be if it did. Creating plans can be an extremely helpful activity as long as we realize that what they do is create accounts and stories of how the future can be. Until people translate the plans into activity on the ground, the plans are just plans. For example I might develop a really detailed plan about emigrating to Australia, including shipping and packing and visas and job prospects and everything you can think of, but until I do something that impacts on my possibilities in the world, for instance by applying for a visa, then planning is all I have done. Plans are an expression of intention. Things start to happen when intention is enacted.

This belief in ‘plan as action’ fuels a plethora of projects and roadmaps and spreadsheets of interconnection, key milestones, tasks, measures and so on. People can invest time and energy in this fondly believing that they are ‘doing change’. A much more energizing alternative is to bring people together to start exploring ‘the change’ and generating ideas for action, and then to write documents that create a coherent account of the actions people are taking.

That change is always disliked and resisted

No. If this were true none of us would emerge from babyhood. Our life is a story of change and growth, of expansion and adaptation, of discovery and adjustment. Do you wish you had never learnt to ride a bike? That was a change. Had never had a haircut? That was a change. What is true is that change takes energy, and people don’t necessarily always have the energy or inclination to engage with change. It is not change itself that is the issue, it is the effect imposed change can have on things that are important to us: autonomy, choice, power, desire, satisfaction, self-management, sense of competency, group status, sense of identity and so on. If we attend carefully to enhancing these within the change process then there is a much greater chance that it will be experienced as life-enhancing growth like so many other changes in our lives.

This much repeated and highly prevalent belief leads to a defensive and fearful approach to organizational change, inducing much girding of loins by managers before going out to face the wrath of those affected by the change.

So, what is the alternative? Once we give up the idea of the leader or leadership team as all knowing, of change as a linear and logical process of compliance, and of people as passive recipients of information, we can start to work in a much more organization friendly way with change. Many new approaches that focus on achieving collaborative transformation are emerging such as Appreciative Inquiry, Open Space and World Café. These approaches recognize organizational change as a collective effort, as a social process that can be inspiring and dynamic with leaps of understanding as well as being messy and confusing at times. They work with the best of the human condition – the importance to us of our relationships, our imagination, our ability to care and to feel and to create meaning in life. In this way they release managers and leaders from the impossible responsibility of foreseeing all possibilities and instead liberate the organization to find productive ways forward in an ever-changing organization landscape, together.

Other Resources

More on using Appreciative Inquiry and other positive psychology techniques to create change can be found in Sarah’s book Positive Psychology at Work.

See more about change in the Knowledge Warehouse.

Appreciating Change Can Help

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we help with Leadership and Culture change.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715

Many Hands Make Light Work: Crowd-Sourcing Organizational Change Using Appreciative Inquiry

Barack Obama famously crowd-sourced the finance for his election campaign, a powerful example of the ability of new technology to create a great aggregate result out of lots of small voluntary actions. But this process is not as new as it seems: Sir James Murray used a similar approach to creating the Oxford English Dictionary back in 1897.

So while crowd-sourcing is a new and sexy concept, it really refers to the age-old process of recruiting groups to complete tasks that it would be difficult if not impossible for one person to complete alone.

Wikipedia, itself probably the most ubiquitous example of a crowd-sourced product, defines it thus: ‘Crowd-sourcing is a process that involves outsourcing tasks to a distributed group of people. This process can occur both online and offline. The difference between crowd-sourcing and ordinary outsourcing is that a task or problem is outsourced to an undefined public rather than a specific body, such as paid employees.’ But it also says ‘Crowd-sourcing is a distributed problem-solving and production model.’ 

Volunteerism: In house crowd-sourcing

It seems to me that the crucial distinction is the voluntary nature of the participation rather than necessarily the paid/unpaid divide. In other words can crowd-sourcing be said to occur when people are not compelled to do the tasks by a job contract, but volunteer to be part of an organizational project. It is this volunteer element that makes me think Appreciative Inquiry can be seen as a form of in-house crowd-sourcing.

Appreciative Inquiry is an approach to organizational development that originated when David Cooperrider noticed how organizational growth and development can stem from understanding and building on past successes as well as on understanding and solving problems. As he and others experimented with focusing on learning from success and growing more of what you want in an organization, rather than concentrating solely on eliminating what you don’t want, they evolved a methodology based on clear principles of organizational life. One of these is the principle of positivity, which basically suggests that change takes energy, and that positive energy (feeling good) is a more sustainable source of energy for change than negative energy (feeling bad). When the field of positive psychology emerged at the end of the 1990s it fitted perfectly with Appreciative Inquiry’s emphasis on achieving excellence through focusing on what works.

I was fortunately enough to stumble upon Appreciative Inquiry as an approach to organizational change and development in the 1990s and have been incorporating it into my work ever since. And the more I work with Appreciative Inquiry, the clearer it becomes to me that the volunteer aspect of the model is crucial to its success. In this way I see a connection between crowd-sourcing and Appreciative Inquiry. The power of Appreciative Inquiry is based on the power of the volunteer model in the following ways.

• Voluntary attendance

Ideally people are invited to attend the Appreciative Inquiry event. The event topic, the nature of the event, and the invitation have to be sufficiently compelling that people prioritise being there of their own volition. When people make an active choice to invest their time in the event, they are keen to get a good return on that. When they are compelled to be there by management diktat, it can be a recipe for frustration, and even sabotage of the process.

• Voluntary participation

The voluntarism principle needs to extend to participation in any and every particular activity or discussion that is planned for the day. We never know what may be going on in people’s lives to make some topic of discussion unbearable. They may need, during the day, to prioritise their own need for some quiet time, or to make a timely phone call. It is my experience that when people are treated as adults constantly juggling competing priorities, trying to make good moment-to-moment decisions in complex contexts, they manage it very well, and with minimum disruption to the process.

• Voluntary contribution

One form of crowd-sourcing is the wisdom of the crowd. Again I quote from Wikipedia: ‘Wisdom of the crowd is another type of crowd-sourcing that collects large amounts of information and aggregates it to gain a complete and accurate picture of a topic, based on the idea that a group of people is often more intelligent than an individual.’ Calling on collective intelligence is a key feature of large group processes. However people are free to chose whether and what to contribute; so the event needs to create an atmosphere where people feel safe and trusting and so desire to share information and dreams and to build connection and intimacy. And of course the general principle doesn’t hold in every case, sometimes expert knowledge is more valuable and accurate than ‘the general view’.

• Voluntary further action

With most Appreciative Inquiry based events, at some point there is a shift from the process in the day to actions in the future. Often this involves forming project or work groups to progress activity. And the groups need members. Again group membership needs to be voluntary. The desire to contribute to changing things for the future needs to stem from the motivation and community built during the day. Forcing everyone to sign up to a post-event group activity, regardless of their energy, time or passion for the topic or project, just creates drag, and sometimes derails the whole process.

There are some of the ways in which I think Appreciative Inquiry can be seen as a form of in-house crowd-sourcing around the challenges of organizational change or adaptation. The ideal outcome of an Appreciative Inquiry event is that everyone is so affected by the event process, discussions, and aspirations that they are motivated to make small changes in their own behaviour on a day to day basis that will aggregate to a bigger shift, and even transformation within the organization as a whole. In addition they may volunteer to be part of specific groups working on specific projects. By definition these personal shifts in behaviour and the group project activity are above and beyond their job description: it is voluntary, discretionary behaviour. In this way, the voluntary basis of the Appreciative Inquiry approach qualifies it to be seen as a form of crowd-sourcing even though it is activity undertaken by paid members of an organization.

If you are interested in, or a convert to, the power of crowd-sourcing to get big things to happen with a small amount of effort from many people, then Appreciative Inquiry might be a way of bringing it into your organization.

Other Resources

More on using Appreciative Inquiry and other positive psychology techniques to boost engagement at work can be found in Sarah’s book Positive Psychology at Work.

See more about Appreciative Inquiry in the  Knowledge Warehouse.

Appreciating Change Can Help

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at how we help with Leadership, Culture change and with employee Engagement.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715

‘I wouldn’t have started from here’ - The Challenge Of Bringing Emergent Change Insights To Planned Change Projects

Planned Change - The good and the bad

When organizations decide they need to make changes in the way they work, their culture or their IT system they often default to a planned change approach. Typically LEAN specialists and programme managers if not already present are hired and the process of organising a top-down driven change process begins.

This approach has its strengths. It often reveals scope for improved efficiency, but more tellingly, it presents change as a problem of data and logic and makes change look manageable, sequential and what I can only describe as ‘tidy’. Unfortunately it also leads straight to the ‘how to get buy-in’ and ‘how to overcome the resistance to change’ conversations.

Planned change approaches inadvertently encourage people to give up trying to contribute to the change conversation or to influence how it happens. They can become passive, demotivated and demoralised, waiting to be told what to do. It is when the downsides of this approach become apparent that people find their way to me, presenting their challenge as a problem of dis-engagement, poor morale, people needing support during change.

Bringing in Emergent Change

We know that emergent, dialogic, psychological, and co-creative approaches to change such as Appreciative Inquiry, World Café, and Open Space act to motivate, engage and energise people and connect to their desire to influence their own future, to be part of the change process. The challenge is how to bring them to the party when the planned change process is already in full swing: when one’s first thought upon engagement is, ‘well I wouldn’t have started from here’ – but here we are.

How To

There is an art to bringing value from our perspective under these circumstances. We need to work at the interstices, in the gaps that emerge in the planned change process. In working with this challenge, there are some principles for engaging that I have found useful.

1. Work with who you can, where you can

You may not be able to get ‘the whole system in the room’, that doesn’t mean you can’t work in these ways with the bits of the system you can gain access to. Use all opportunities to help people start to understand change as an emergent phenomena that they can influence, even as planned change is unfolding all around them. Bring your appreciative questioning style and your positive focus on strengths and good affect to all opportunities. Work wherever you can, with whoever you gain access to the move the focus to: what we can do, what we can influence.

     2. Adapt processes to fit the opportunities

I have used Appreciative Inquiry approaches working with parts of the system over a series of events, pulling it all together through another series of events (multi-events for one process); with one group in small chunks of time over time (one event split over time); and have developed one-day ‘roadworthy’ Appreciative Inquiry processes when unable to negotiate the longer time I would have desired. I have found Appreciative Inquiry to be an incredibly robust process that acts to re-energise, re-motivate, re-engage the disillusioned, disengaged and demotivated time after time.

    3. Encourage awareness of possibilities of local influence and control

Help people and groups focus on what they can influence. Usually the idea that top management ‘has got it all planned out’ is a myth. Top management don’t have brain space to attend to every last detail. If people want good decision making in their own area they need to seize the initiative and start presenting ways forward. Help groups focus on what is important to them in the change and on how they can influence the wider system. Once again Appreciative Inquiry is great for this. It is these conversations that start to rekindle hope, optimism, motivation to engage.

     4. Keep bringing key ideas to the fore

These are some of the ideas that need encouragement and reinforcement as planned change swings into gear, and that you can bring to any conversation or situation you are able to negotiate entry to:

• Volunteerism - people are being pushed around enough already, try to make any specific events you are able to run optional (and very attractive!).
• Co-creation – always ask ‘who else can we usefully involve in this?’ Encourage leaders to take questions to their teams in a co-creative (e.g. not just consultative) way. I find the notion of ‘drawing on the collective intelligence’ often helps with negotiating more involvement by lower level staff.
• Positivity – focus on creating positive affect, it really helps create resilience during a difficult time. Encourage others to recognize the continuing importance of positive mood boosts. Many ‘rewarding’ experiences disappear during change as people go ‘heads down’ and pleasurable interactions can lessen.
• Strengths – people are more energised, engaged, motivated etc. when they can use their strengths to achieve their objectives. Help groups focus on identifying these and working out how to draw on them: individual strengths, group strengths, organisational strengths.
• Hope and optimism - In my experience these can be early casualties of planned change. Using appreciative techniques helps people focus on the best of the past and their hopes for the future. Hope is also part of the ‘building resilience’ challenge.
• Pro-activity – encourage people to take responsibility for how they are engaging with the change and the effect they are having on others around them. It’s the antidote to the ‘being done to’ feeling that can be so strong during planned change
• Leaders’ face – be mindful always of leaders’ face. They are (usually) doing their best to do the best for the organization, and they are doing it the only way they know how. As we help people make sense of what is going on, we need to help them recognize this.
• Story and Choice – Unhelpful stories often emerge during change about the motivation for change in general and to explain leaders’ behaviour in particular. These are often stories of blame, inadequacy, deficit and deceit, nefarious motives and so on. We can remind people that there are many truths about a situation, and situations are often paradoxical. We can remind them that they have a choice about the story they choose to tell, both to themselves and to others and that the telling of stories has impact for action.
• Amplifying success – in change people get so focused on what isn’t working they lose sight of the fact that they are still achieving things. Bringing these to the fore helps with morale, pride etc.

See Case Studies of how introducing emergent change into planned change can work in practice

Case Study - Making The Virtual World Visible

Case Study - Cultural Change

More on these and related topics can be found in Sarah’s book Positive Psychology at Work.

See more articles from the Knowledge Warehouse on this topic here.

Appreciating Change Can Help

Appreciating Change is skilled and experienced at supporting leaders in working in this challenging, exciting and productive way with their organizations. Find out more by looking at the tools we use to foster Emergent Change.

For further information on these alternative approaches to change, please contact us or phone 07973 782 715