THREE CHANGE STRATEGIES IN ORGANIZATION DEVELOPMENT: DATA-BASED, HIGH ENGAGEMENT, AND GENERATIVE BY GERVASE R. BUSHE & SARAH LEWIS

Please find below an article co-authored by Gervase Bushe and myself recently accepted for publication in the Leadership and Organization Development Journal, Jan 2023 - Sarah Lewis

Bushe, G.R. and Lewis, S. (2023), "Three change strategies in organization development: data-based, high engagement and generative", Leadership & Organization Development Journal, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/LODJ-05-2022-0229

Copyright © 2023, Emerald Publishing Limited. This AAM is provided for your own personal use only. It may not be used for resale, reprinting, systematic distribution, emailing, or for any other commercial purpose without the permission of the publisher.

Working with the Organisation’s Shadowside: Helping organisations discuss the undiscussable?

At the recent EU AI network meeting some colleagues and I fell into a conversation about working with the organisational shadowside. I thought it was interesting enough to share.

What is the organisational shadowside?

While discussion our work, we identified a common experience, when working with faith organisations, of encountering such a strong surface ‘story’ about what it meant to be a good person of this faith that it was impossible for the organisation to talk about actions and feelings in the organisation that didn’t fit that story. In one example it was the hurt, anger, betrayal, resentment and other difficult feelings following a round of redundancies that had taken place the previous year that was unmentionable. In another it was the difficulty of working and living within the constraints of monastic vows that was pushed under the carpet. The challenge we encountered wasn’t the stories themselves, it was the sense that we were being drawn into a secret or ‘shadow’ conversation that couldn’t be fitted into the accepted organisational story.

Another colleague expanded the conversation by added her experience working with ‘vocational’ organisations like charities, noting how she had found that an excess of ‘passion’ about the work or the clients was used to excuse bullying behaviour. Of course, we noted, all organisations have topics and parts of their history that are difficult to address, but these types of organisations seemed to have an extra factor of difficulty in acknowledging and owning organisational imperfections.

What is particular about these organizations?

Reflecting on this led us to the observation that these organisations could all be described as striving towards a greater good. In a way the organizations didn’t just want to do good, they needed to be good. This purity of spirit allowed little room for imperfections of spirit. But the organizations were full of people, and people have plenty of imperfections. It was this, we postulated, that made it hard for the organisation and the people in it to bring their stories together. The lived experience of troubling feelings and actions was pushed into the shadow.

So as Appreciative Practitioners, our challenge was, how to bring these two conversations into the same space in a fruitful and appreciative way? We needed to be able to have a conversation that acknowledged and owned people’s experience of the difficulties that come with being human that also honoured the organisation’s story of itself as essentially ‘good’. Somehow, within the container of a specific safe space, we needed it become permissible to name and share the challenging parts of life in this group while upholding the values and beliefs of the organisation about its purpose and its ‘spirit’ of being. The organisation, and the people, needed to be able to own the whole.

We felt that this idea of permission, permission to tell the untellable stories and of being heard, was key to joining the two conversations together. We discussed and shared different approaches and techniques we had used, recognising that what worked in one context wouldn’t necessarily have the same impact in another; that we needed, in all situations, to enact situational sensitivity.

Some of the approaches we identified that we had found helpful in the past were

• Validating but not amplifying. One of us had found that creating an opportunity for people to share difficult stories in individual interviews meant that they could tell their story of the ‘bad things’ going on before the group event. This meant that the story/ experience could be heard and acknowledged, without being amplified within a group setting. It was also noted that the sense of having ‘deposited ‘the story with the facilitator beforehand seemed to act to reduce the anxiety and so likelihood of someone being driven to just blurt something out. Instead, the facilitator could create opportunities for people to choose to share difficult material within a generally appreciative and positive oriented event, at an appropriate time.

• Problem and Solution Tree. One of us had also worked with a ‘problem tree’ and ‘solution tree’ process, drawing on the work of David Shaked, which worked to bring both problem and aspiration visibly into the same space in relation to each other.

• Working with hopes and fears. The allowed the fears (of getting together to have a tricky conversation for example) to be named. It was found that allowing them to be named worked, in the specific context described, to lessen their strength and their impact. Naming and recording these hopes and fears also allowed for regularly monitoring of changes in group concerns and helped appreciation that hopes were being realised and fears ameliorated.

In addition,

• We noted in these situations it can be helpful to work in small groups a lot, and of course, to always be focused on creating questions that move the discussion and conversation towards connection, creation and compassion.

• We also reminded ourselves of the value, frequently, in checking assumptions underlying conversational contributions and people’s mental maps

• And we noted the importance of exercising contextual intelligence. That is, recognising that the story is bigger than the people in the room and systems, for example, often mirror the tensions in the bigger system.

Since our conversation I have been reminded of how story is the key resource with which we are so often working. The question often is how we can help the group move from its current story or stories towards something that is inclusive of a wider experience. One that recognises forces at play beyond those in front of us, or that recognises good intentions can be behind bad actions.

I find this an interesting topic, and I hope this has been interesting for you too.

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 ‘Positive Organisational Culture’ 

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’

Ten Top Tips For Online Training

Like many others, over the past months I have delivered a lot of training online that I would normally have delivered in person. Here are some of the things I learnt.

1.     Breaks

Resolve to take a break of 10 minutes every hour. It is constraining and exhausting being stuck in one position with a fixed gaze. The last course I ran, one of the spontaneous comments made was, ‘what I love about this course is the breaks.’ Well, good to know I’d got something right!

2.     Break it up

The same principles apply as in regular training, break it up. Break out rooms at a minimum, but I also incorporate video input, brainstorming and whiteboard work. I know everyone has their favourite extra tool, but mine is Deckhive with its terrific array of card decks. Powerpoint is no more engaging online than in the classroom, keep it to the necessary minimum

Hot News: 3rd Nov 13.00. Webinar on the Positive Organisational Development Cards.

3.     Sidebar conversations

In live training sessions delegates appear before and after the workshop, or during breaks to pick your brains about their own dilemma or to clarify a point they haven’t understood, or to tell you how the theory or research just presented is wrong, in their experience. These are valuable conversations that, if not accommodated, can easily bore the pants off the rest of the group. Offer to arrive early and leave late, as you would in a classroom, and be prepared to have one-to-one conversations as necessary outside the workshop sessions

4.     Insist on presence

Some workplaces clearly allow people to ‘attend’ meetings or training with their camera off. Hopeless! I know people occasionally need to go dark, if they are eating or if their Wi-Fi is sulking, but as a general rule it is vital that all present can see and be seen. I recently attended an online conference where the ‘attendance’ of fifteen people was revealed, when they were all asked to self-select into zoom rooms, to actually be six. You don’t want to be wasting your breath and you don’t want people missing great chunks of your wisdom!

5.     Make it interactive

I know it can be clumsy when two people speak at once, but I much prefer that risk to the destruction of spontaneity and connection when everyone sits with their mics off, and then fumbles to switch them on as we all bellow ‘You’re on mute!’ at them. Obvious it wouldn’t work for very large groups, but in general I prefer to deal with the chaos than to have to monitor raised hands (another button people can’t always find in a hurry). Keep the large group discussions short, but lively.

6.     Networking is still important

Incorporate networking type questions into your training as morning fire-lighters. Mix the groups up for each breakout session, allowing a few minutes for introductions each time. Do introductions. 

7.     Keep it short

It has pretty much been established that zoom interaction is exhausting. Transferring the two day programme to online delivery needs to be rethought. I have tried two methods. One is to break the material up into maximum four hour chunks, delivered over a period of days, often not sequential, and with plenty of breaks. I won’t do a session longer than four hours. I have also taken material out of the presentation and made it available offline, to be accessed between sessions. I have found LOOM invaluable here as I can record presentations for participants to watch as and when, which we can then discuss in class. I also sometimes provide written material. Keep the workshop time for the interactive, experiential, learning.

8.     Use your positive psychology

Your psychological knowledge is as relevant here as in the classroom. Attend to creating positive mood, to developing relationships, to creating points of connection and high-quality interactions. Think how you can maximise the use of your strengths in this different environment. 

9.     Manage their expectations of you

I don’t know about you but when I’m thinking and talking and engaging with the participants, I find it hard to also monitor the chat bar, or questions feed or be scanning for the raised hand. I make it clear that they are welcome to use the chat bar, but I will only be looking at it in the breaks, if then. I find I still have to talk aloud to organise or sequence my actions sometimes ‘So I’m going to put the link to the app in the chat, then I’m going to share the instructions on screen, then I’ll put you into zoom groups.’ I find it very helpful if a group member feels emboldened enough to ask ‘How long have we got’ before they all disappear into their groups!

10.  Be human

The more comfortable you are dealing with the glitches, mistakes and challenges of working online, the more comfortable your participants with be their own technical adventures, and the less distracted they’ll be by them. You are a training professional or subject matter expert, not an IT wiz. On the rare occasion someone can’t access an app I’m using, I’ve found groups are quick to find a work around, such as screen-sharing, so we can all get on with the task in hand.

 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 ‘Training’ or ‘How To’

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’

Appreciative Inquiry: working with a system in sections

Over the years I’ve had a number of requests to run an Appreciative Inquiry event for a system that is unable to come altogether at the same time in the same space. I have found ways to accommodate this, but I have never felt the process to be entirely satisfactory. Just recently I have had two more requests like this, so when I heard the UK Appreciative Inquiry Network was coming together in December, I decided this was a great challenge to take to the group.

A group of six of us had a great conversation about this challenge: How to design an AI event for a whole system that is unable to come together for a day or more in the same space at the same time?

How will it work?

We identified some of the decisions that need to be thought about when working this way:

1. How will the system be split across the events?

   • Is the same whole system that comes to each event i.e. the process of the event is split into a number of two-hour or half day-time slots across a month or two. The main challenge here is the loss of energy between each event and the need to spend time on each occasion helping the system reconnect with where it was at the end of the previous session two weeks ago.

   • Is it a vertical slice of the system that comes to each event i.e. the attendees at each event are like a hologram of the whole. This can produce disconnected duplication of conversation and outcome.

   • Is it a horizontal split i.e. managers at one event, team leaders another, and frontline staff at yet another? On the one occasion I have had to do this, it was the presence and participation of the senior leader of the whole system at each event that held it together and created sufficient cohesion between events.

   • Or is the proposal to split by function? In which case I would suggest engaging with a topic appropriate to the system in the room.

2. How, where and when will decision-making take place?

   • Will each event produce some design and destiny ideas that then need to be coordinated in some way?

   • Will each event only address discovery and dream with some further group, drawn from participants at all the groups, invited to a session for design and destiny that pulls on the material from all the earlier events?

3. Is each event topic and process the same or different?

   • Do you run essentially the same design, based on the same topic of inquiry at each event? In which case there are challenges of duplication and coordination of output.

   • Do you tailor each event in some way around a distinct process or topic? In which case the question is how to ensure no one feels they were ‘shut out’ of a conversation they would have chosen to be part of had it happened at ‘their’ event.

   • Does each event somehow ‘build’ on what has gone before with different participants?

Inherent issues with this approach

We identified some of the features created by working on a system-level issue with a whole system that can’t all come together at once, regardless of how the challenge of participants, process, topic and decision-making are resolved.

• People aren’t all part of the same experience.

• It creates challenges for the decision-making process, often introducing a time lag that can mean a loss of momentum and energy.

• There is a danger of either duplication between events, or, people not being in the conversations they would want.

• It can come to be seen as a process of representation e.g. those present at events are somehow representative of those who aren’t. In my experience, when people feel responsible for representing those ‘not present’ it can interfere at a fundamental level with the emergent properties of the process.

Some ideas of ways forward

It seemed to us that these types of split system events throw up some particular challenges that need close attention if they are not to weaken the power of the process.

1. Events need to be connected to each other, some ideas from the group of how to do this included

   • Using a graphic artist at each event to capture the essence of the experience, which can be shared at subsequent events.

   • Finding a way to bring the ‘voices’ from each event to subsequent events, for instance, a small group from event one are also participants at event two (although danger of burden of representation).

   • Participants at event one make a short video to be shown at event two and so on.

   • Using provocative propositions as a way to capture the dream from each event. These can be melded together by a subgroup made up of participants from all groups later.

2. The decision making process needs to be thought about very carefully so that interest, energy, voice, ideas and action stay closely connected.

Reflections on the discussion

I found the discussion very helpful. It confirmed for me that there was no easy answer or obvious solution to this challenge, it also helped me appreciate that I had found ways to work around these challenges in the past, i.e. it helped me tap into my resourcefulness. However, I’m not sure I can identify any actual advantages of working on a whole system dynamic in a sequential process with bits of the system separated by time and space; and my preference remains to get the whole system together in the same space at the same time for really effective co-creation.

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 ‘Thought Provoking’ and ‘Events/Workshops’

Did you know? Build in Wellbeing from the beginning

Lots of people feel instinctively that happiness and wellbeing at work must be important. But are they a business necessity or a ‘nice to have’. Surely it makes more sense to ensure your business is profitable and thriving before you start worrying about how people feel?

Increasingly research suggests that investing in employee wellbeing by ensuring positive work relationships, an emphasis on strengths-based development, and worker happiness has productivity pay-offs. So why delay, start promoting positive psychology practices at work today!

Our happiness and wellbeing is at least partly within our control - and it matters!

Here is a selection of evidence-based support for the promotion of positive psychology e.g. happiness and wellbeing at work. It is clear from the evidence that a large component of the happiness we feel is within our control, and that many, more than 50% of the population, are functioning at a less than optimal state. And that our emotional state affects our performance and productivity at work:

1)    40% of the variation we experience in our sense of happiness, compared to others, is within our control. 10% is due to circumstances beyond our control and 50% due to our genetic make-up and inheritance which dictates our set point of happiness. Our 40% is influenced by ‘intentional activity’. In other words we can affect the happiness of ourselves and others. The research behind this assertion is based on twin studies (the genetic component) and the long-lasting effect of changing circumstances on happiness levels (the circumstances) leaving 40% of the variation due to individual actions.

2)    54% of Americans are ‘moderately mentally healthy’ meaning they aren’t mentally ill but they lack great enthusiasm for life and are not actively and productively engaged with the world. 11% languish – just above clinical depression.

3)    Exercise can be as effective at treating clinical depression as medication, and have an effect for longer.

4)    People whose managers focus on their strengths as 2.5x more likely to be engaged at work than those whose managers focus on their weaknesses.

5)    Highly engaged employees take, on average, 3 sick days per annum, actively disengaged employees , 6+ per year.

6)    The least happy employees average 6 days absence a year, the most happy 1.5, in the UK and USA. Liking your colleagues produces the same absence correlation.

7)    Engaged employees give 57% more discretionary effort at work.

8)    Doctors in a positive mood before making a diagnosis make the correct diagnosis 19% faster than those who were in a neutral state.

9)    In a major fast food company an intervention to reduce management turnover (the retention of managers being a major problem for this sector) the approach using AI led to a retention rate 30% higher than when problem-solving techniques were used.

10) The happiest people at work are 180% more energised than the unhappiest, they contribute 25% more and achieve their goals 30% more. They are 47% more productive meaning they are contributing a day and a quarter more than their least happy colleagues per week.

11) The most happy are 50% more motivated than the least happy. 

12) People who are happier are 25% more effective and efficient than those who are least happy.

13) Feelings and behaviour are contagious: negative behaviour has a ripple effect to two degrees, but positive behaviour can reach to three degrees.

14) The more you want recognition, the less you want money in its place.

15) We lose 40% of our productivity flip-flopping between tasks – three lost hours in a typical 8-hour day.

Sources

These findings are collated from various sources, including particularly the work of Pryce-Jones and Lyubomirsky.

Other Resources

Sarah Lewis is the owner and principal psychologist of Appreciating Change. She is author of ‘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'.

See more Engagement, Leadership Skills, Performance Management and Positive Psychology articles 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 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

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

Take a coaching approach - 7 top tips for developing talent in your team

A key challenge for leaders and managers is developing the capacity of their staff or team. Taking a coaching approach allows you to focus on drawing out motivation rather than trying to push it in!  It allows you to create energy and motivation and it is usually experienced as an empowering process by your coachee. It helps people develop their initiative and sense of ownership of their work and tasks, and, in general, converts potential into capacity.

Here are seven tips to help make your coaching conversations highly productive.

The TIPS

1) Be clear what you are coaching for

It’s important to be clear why you taking a coaching approach rather than just giving information, orders or instruction. Generally it is worth taking a coaching approach when we want to invest in skill development.

Examples might be:

• To improve problem-solving skills
• To improve emotional intelligence when interacting with customers
• To increase confidence in own abilities and so ability to be pro-active and use initiative
• To increase team collaboration and mutual support
• To develop expert excel skills

It is also important to know when not to invest in a coaching approach.

For example while for one person developing expert excel skills might be key for their job, for another their engagement with excel may be a very rare occurrence. In which case other ways of solving the problem might be more effective and appropriate.

2) Select appropriate opportunities

Coaching is only one of a number of management interaction styles and is not right for all occasions. In emergency situations for instance, you are better off just telling people what they need to do.

Some indicators of a possibly good opportunity for coaching are when:

• Whatever the person is struggling with, or asking for help with, is going to be a recurring challenge
• There is no panic. Heightened emotional states, such as panic, can lead to unhelpful learning. For instance they ‘learn’ that you are an obstructive unhelpful so-and-so rather than that you helped them develop a new skill or think for themselves.
• There is time to assure yourself that they are good to go after the conversation and that you are happy with their next steps. This needn’t take long, but there needs to be time to conclude the conversation.
• Someone is asking for help
• Someone comes to you with a problem, and its clear they have a solution in mind
• You are trying to help someone and they are resisting all your suggestions

3) Use Turning Questions to get into a coaching conversation

If people come to you expecting you to give them the answer, then you need to turn the conversation into a coaching conversation. These questions will help:

• ‘That sounds interesting/challenging/important, what do you think might be the way forward? What ideas do you already have?'
• 'If that is what you are worried about, what do you want to see happen instead?'
• 'If I wasn’t here, what would you do about this?'
• 'I can see you are looking for help with this, what is the most helpful question I ask you to help you with your thinking in the 30 seconds we have here?'

After asking any of those, or a similar question, put an expectant expression on your face and stop speaking! Create a big space full of expectation and hope for them to answer into. Hold your nerve.

These questions work to turn the question away from your resourcefulness towards theirs. It also helps move them from passive recipient waiting for an answer, to active agents in finding a way forward.

4) Help them draw on their existing resources

Questions you can usefully ask to achieve this include such questions as:

• ‘When have you tackled something similar? Not necessarily here but in other places you’ve worked or in other situations? How did that work out? How could what you learnt from that be relevant here?’
• ‘Who else knows something about this and might be interested to work with you on finding a way forward?’
• ‘What ideas do you have?’
• ‘Where else might there be some information on this that might stimulate ideas? Websites, in-house training, forums, professional associations?’

5) Help them explore and develop possibilities. Reality check.

This is where you finally get to feed your knowledge, problem-solving skills, and expertise into the conversation, but in a different way. You use it to help shape up the idea into the best it can be, making sure they retain ownership of it. For example:

• ‘Explain to me more about how that’s a good idea? How do you see it working?’
• ‘Have you considered/ taken into account/ thought about...?’
• ‘So what will you do if....?”
• ‘Hm, I’m just wondering how that might go down with... what do you think?’
• ‘Great, what do you see the risks as being? How will you deal with them?’

This is also where you set any boundaries on action. This might range from ‘It’s a great/interesting/novel/exciting/challenging/provocative idea and I truly am sorry to have to say I can’t support it as it will be too expensive/take more time than we have/be seen as too risky.’ Then move swiftly too ‘However, I think the bit about ... could work, lets explore that more.’ Or ‘what else have you got?’

6) Road test for readiness

This is a crucially important part of the process where you are testing to see how committed, ready and energised they are to make this happen. Questions you can ask at this point include:

• ‘What’s your first step?’
• ‘Who else do you need to talk to?’
• 'How will I know you are making progress?'
• 'On a scale of 1-10 how ready are you to get going on this?'
• 'What else needs to happen to increase your readiness?'
• 'How can I support you to make this happen?'

Offer encouragement and support, express belief, and agree a ‘progress check’ process.

7) It’s not for every situation and it doesn’t work every time

Coaching is not suitable for every occasion. Sometimes people do need to be told. For example when:

• They don’t know enough to even start to engage with the challenge
• They are missing a vital piece of information, and need to be informed of it
• Its an emergency, you have the answer and speed is of the essence
• Its not worth the time or energy e.g. it is doesn’t fit the criteria of point 1

Also sometimes particular people or even groups of people get stuck in patterns of belief that makes it hard for them to engage in coaching, for instance

• They believe its your job to think, not theirs
• They’re still smarting from some previous managerial behaviour (this can go on for years)
• They have zero confidence in themselves and their ability and are highly dependent on others
• They are severely depressed, anxious or otherwise cognitively incapacitated
• They are fully preoccupied with other challenges, maybe outside of work, and have no capacity to engage with being creative.

In this case you need to address these challenges before you can hope to get very far with coaching.

In conclusion

So be aware that coaching isn’t for everyone and every situation. Beyond that though, on the whole, once people genuinely believe that you want them to contribute and you will support them in their adventures of learning, they relish it; and they will grow in ability, confidence, initiative and general switched-on-ness before your very eyes!

Other Resources

More on this, and details of how to practice Appreciative Inquiry, Open Space, World Café and SimuReal can all be found in Sarah’s latest book Positive Psychology and Change

For more on Leadership Skills visit our knowledge warehouse

For case studies on Leadership at work visit our case studies collection

Or, click through to learn about or to order our positive psychology based positive organisational development card pack and other support resources

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.

Guest Blog - Giving and gratitude, some ideas for a (scientifically) happier Christmas by Ilona Boniwell of Positran

Ilona is the head of Positran, experts in the psychology of positive transformations

Christmas past

I am dreaming of a lovely family Christmas, and I don’t mind if is white or grey. I do, nevertheless, mind whether it works out or not, as well as how humanly and psychologically messy it will end up being.

Last Christmas our teens decided to surprise us by setting up a casino in the living room, dressing up as croupiers, and getting the adults (that’s me, my husband, my husband’s ex and his best friend) to be the clients. As lavish, extravagant and original as that might sound, the enjoyment of the process was rather affected by the fact that in preparing the casino set-up, the teens did not check the rules of the proposed game and a few minutes into it started arguing over the way forward. In fact, at one point, the only way forward was to end the game.

The previous Christmas one of the teens made a fuss over receiving a “wrong” version of a GoPro camcorder for a present. This left a sour taste in the mouth, and almost erased all other magical moments of that year’s celebrations, including the memory of our one-and-a-half year old Theodore delivering presents to their rightful recipients, tumbling and falling over, rising up and toddling again…

Two Christmases ago Hugo went down with a virus and my husband spent most of the feast in his bedroom trying to bring the fever down. As Hugo started showing signs of recovery, we stepped out on the terrace wrapped in warm blankets sipping mulled wine and saw Flip, our dog, collapsing into the pond having seizures. Flip was gone before the festivities were over, diagnosed with incurable brain cancer.

You won’t be too surprised if I tell you that I feel a little weary of Christmas. And I suspect I am not alone. A friend of mine is already freaking out over her in-laws coming to stay for a week and I overhead a colleague complaining that she always ends up as the one cooking Christmas meals for her family of fifteen. And, as far as blended families are concerned, no wonder it gets messy dividing the Christmas between Mum and Dad who, in turn, are dividing it between their parents and in-laws.

Ideas

For me, the two Christmas secrets are “giving” and “gratitude”. Once the pillars of religion and spirituality, nowadays these acts are also amongst the best evidence-best interventions known to modern science.

How often do you go out of your way to help someone else, a friend, colleague or stranger perhaps? Take a few minutes to think about it. Maybe you ran an errand for your elderly neighbour, helped a busy mum carry her buggy up some steps or donated blood. Doing kind deeds frequently not only boosts your mood temporarily, it also leads to long-lasting happiness as well as making other people feel good too. So it’s a brilliant win-win activity, plus it needn’t cost you anything.

Researchers suggest a number of reasons why doing kind acts for others makes us happier. They make us feel more confident, in control and optimistic about our ability to make a difference. They may make us more positive about other people and enable us to connect with them better (a basic human need), which contributes to our happiness. What scientific studies also show is that acts of kindness have more impact on well-being if we do a variety of different things, rather than repeating the same activity.

“Wait a minute”, you might think, “this sounds nice, but when it comes to Christmas, it is pretty hard to think of acts of giving without putting a hefty price tag on them.” Well, allow me to disagree. What about home-made cakes and pies as Xmas presents for your neighbours? Or playing your kids’ favourite board game (even if it does bore you a little)? And as far as children and teenagers are concerned, I always insist that they do not buy presents for us. My favourite present from Jason one year was a voucher entitling us to twenty hours of help of any nature.

As a child you probably remember having to write thank-you letters to the friends and relatives who gave you birthday and Christmas presents. As an adult this is probably not something you do as frequently, if at all. It’s not that you’re not thankful for the things you have in life, just that you don’t often stop to think about it.

In fact, expressing your gratitude for something, or someone, whether in writing or verbally, is one of the simplest but most effective ways of increasing your happiness. Sounds too good to be true doesn’t it, but there is overwhelming empirical evidence that people with a grateful disposition are more enthusiastic, joyful, attentive, determined, interested, helpful, optimistic and energetic than those who aren’t. Not only that, but grateful people have been shown to be less depressed, anxious, lonely, envious and materialistic. In an internet sample of over 5000 adults, gratitude was one of the top five character strengths consistently and robustly associated with life satisfaction. So if you want a tried and tested method to increase your happiness, what are you waiting for? There are numerous ways to express your gratitude. One of the most famous positive psychology interventions, the Gratitude Visit advises you to” Think of a person you feel grateful to for something that they have done for you in the past. Write a letter to them, describing what they did and what effect it had on you and your life. Once you have finished, give this person a ring and arrange an appointment to see them, preferably in their house. When you meet, read your letter out loud to the recipient”. Researchers explain the effects of gratitude by the fact that it promotes the savouring of experiences and does not allow people to take the positive aspects of their existence for granted, thus counteracting hedonic adaptation.

This year, I might just drop the usual Christmas cards, replacing them with the dancing and singing Christmas emails and instead put a whole lot of empty cards by the Christmas tree for my family to write some thank you and appreciation messages to each other. The plan is to hang them on the tree and read them out loud when the time comes. Let’s just hope it all works out as expected…

And if this doesn’t work out? Well, I would have to take refuge in “three good things”, an iconic positive psychology technique that prompts us to focus and be grateful for the things that went well. Given that its positive effects last as long as six months, it might keep me going until the summer.

Ilona Boniwell

Read more on happiness boosting interventions in Ilona’s book “Positive psychology in a nutshell” (The Open University Press)

Browse: I’m sure you can think of lots of kind things to do once you put your mind to it, but in case you need some ideas, why not take a look at the Random Acts of Kindness Foundation website www.actsofkindness.org

Visit www.positran.co.uk and click on “strengths cards” if you are looking for an original present for your loved one.