DOCSLIB.ORG

4.3 Appreciative Inquiry

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
4.3 Appreciative Inquiry 4.3 Appreciative Inquiry Alphabetical listing Direct decision making Series of events 500+ £40,000+ running over 1 year +/ Ongoing of methods Series of events 100 £30,000 running over several weeks/months Appreciative Inquiry (AI) is an Who participates? AI can work in — sharing responsibility and approach for creating a vision and various ways. In the UK it usually decision-making. planning to achieve it. AI does consists of a small core group this through understanding and to develop and test appreciative Can it be used to make decisions? 50 £20,000 2– 4 day event Consultation appreciating the past, as a basis questions. They then put the Yes for imagining the future. questions to family, friends and T sometimes strangers. Strengths: Description: AI builds a vision for — Community involvement; the future using questions to focus Cost: Usually between £5,000 and — Easy to include the people who people’s attention on success. £20,000. normally don’t take part; 25 £10,000 One day event Information SUITABLE NUMBER OF PARTICIPANTS Questions often revolve around what — It builds on what has worked in RESOURCES: BUDGE LENGTH OF PROCESS WHERE ON THE SPECTRUM OF PARTICIPATION METHOD WORKS BEST Giving/gathering people enjoy about an area, their Time requirements: The the past; a b c d aspirations for the future, and their appreciative questions are — Vision; feelings about their communities. developed, tested and analysed — Partnership working. AI facilitates The questions are designed to in two to four half- or full-day the development of partnerships TYPES OF OUTCOMES encourage people to tell stories from workshops. The results are then by helping partners to identify the THAT THE APPROACH IS GOOD AT PRODUCING their own experience of what works. presented to the wider community values and behaviour they want By seeing what works and exploring in a larger event. Analysing the the partnership to have. why, it is possible to imagine and replies to all the questions can be Map of Existing Opinions construct further success, ensuring time-consuming. AI works best when Weaknesses: that a vision of the future is created it is run as a long term process of — AI is a philosophy first and a Map of Informed with a firm basis in reality. change. method second, so it is fairly PARTICIPANTS CAN BE Opinions loose; Origin: Developed by David When should you use? — Some people view the lack of Self-selected Improved Cooperrider and Suresh Srivastra — When you want to energise direct attention to problems as a Relationships at Case Western University in the a depressed community or weakness; US. They wanted to challenge the organisation; — AI pays little attention to who Stakeholder Shared problem-solving approach to the — When you want to build a vision should be involved. Representatives Vision management of change, by showing but do not want it seen as ‘pie in that organisations are not machines the sky’. Can deliver: Demographic New Ideas to be fixed but organisms to be — Energy; Representatives appreciated. When should you not use? — Shared vision. — When it is important to involve all Specific Empowered Used for: Creating energy by key stakeholders; Won’t deliver: Individuals Participants identifying and building on what — If you cannot recruit a good core — Action, unless an action planning e f Notes works and involving lots of people group; element is added on. a Works with any number e Usually selected by the core group which through outreach by the core group. — When there is no interest in puts together the appreciative questions 56 57 Citizens’ Juries Direct decision making Series of events 500+ £40,000+ running over 1 year +/ Ongoing Series of events 100 £30,000 running over several weeks/months 50 £20,000 2– 4 day event Consultation T AI Example: Ryedale Community 25 £10,000 One day event Information SUITABLE NUMBER OF PARTICIPANTS Plan RESOURCES: BUDGE LENGTH OF PROCESS WHERE ON THE SPECTRUM OF PARTICIPATION METHOD WORKS BEST Giving/gathering a b c d The Local Authority in Ryedale, North Yorkshire wanted to base their decisions on a vision for the future that was shared with the community. In September 2002 a core TYPES OF OUTCOMES group was set up with the help of the New Economics THAT THE APPROACH IS GOOD AT PRODUCING Foundation. A dozen local activists and council officers were trained in using appreciative questions to identify people’s important values, aspirations and hopes for the Map of Existing Opinions future. The questions were carefully worded so that solutions were emphasised and not just problems. Map of Informed PARTICIPANTS SHOULD BE Opinions These questions were then used in conversations, meetings, classrooms and even on a specially set-up Self-selected Improved phone-in line. Following this, the core group read four Relationships hundred and thirty scripts and drew out the recurring Contact Anne Radford themes and issues. This process culminated in the Telephone 020 7633 9630 Stakeholder Shared drafting of vision statements around six identified Fax 020 7633 9670 Representatives Vision themes. As far as possible, these propositions Email [email protected] Web www.aradford.co.uk incorporated the exact words of the people who had Demographic New Ideas taken part. Online resources Representatives www.appreciativeinquiry.cwru.edu Case Western Reserve University where AI was first developed Next, the vision statements were taken back to those Specific Empowered who had been involved in the process, giving them the Publications Individuals Participants Griffin, T. (Ed.) (2003), The Appreciative Inquiry Summit: A Practitioners opportunity to make changes before the vision became e f Guide for Leading Large Group Change, Berrett-Koehler, San Francisco a part of the community plan. The final output was an Whitney, D. and Trosten-Bloom, A. (2002), The Power of Appreciative agreed vision of Ryedale’s Community Plan. Inquiry: A Practical Guide to Positive Change, Berret-Koehler, San Francisco 58 59 Citizens’ juries consist of a small tools. They are about enhancing — Enables decision-makers to panel of non-specialists, modelled representative democracy, not direct understand what informed to resemble a criminal jury, who democracy. members of the public might carefully examine an issue of regard as realistic solutions; public significance and deliver a Who participates? Most Juries — The results can also be used to “verdict”. include a ‘best fit’ (demographic) generate wider public debate sample of 12 to 16 members about the issues. Description: A Citizens’ Jury is an of the public. They are brought independent forum for members of together to examine both written Weaknesses: the public to examine and discuss an and verbal evidence about different — Only involves a very small important issue of public policy. It is perspectives on the issue they are number of people, which means deliberative in the sense that the Jury deliberating on. that the wider public may still receives information about the issues hold a less informed view; in question. This information includes Cost: A Citizens Jury usually costs — A challenge for policy makers a full range of opinions, often in the between £20,000 and £40,000. The is how to reconcile these two form of worked up options, on what difference in the costing usually different public voices to create should be done about the issue. relates to how long the process is wider public ownership of the Much of this information is presented designed to last and the exact nature jurors’ recommendations; through witness presentations of the methodology. The original — It can also be difficult for policy followed by question and answer type of Jury introduced into the UK makers to decide how to Example: DTI Citizens’ Jury 2004 sessions. Juries are not designed by IPPR and the Kings Fund tends to proceed if they reject the Jury’s to create a consensus amongst the last for four days and involves much recommendations. The Secretary of State for Trade and Industry and Minister jurors, but there does tend to be a preparation time. This version would for Women, Patricia Hewitt, wanted to commission a Citizens’ momentum towards consensus. In a be at the higher end of the costing. Can deliver: Jury to help to develop policies that will support people four-day process, day one is largely — Decision-making that better juggling family and work commitments. The Office of Public about bringing jurors up to speed on Time requirements: The set up time reflects the public’s views; Management worked with the Department of Trade and the issue. Days two and three tend for a jury can be anywhere from two — A high profile example of public Industry to make it happen. to focus on witness presentations to four months. engagement. about different ways of dealing with Sixteen jurors, broadly representative of the wider the issue. Most of the fourth day When should you use? Won’t deliver: population, were recruited. Witnesses came from ten is spent by the Jury developing its — When you have a ‘live’ Wider democratic engagement and organisations, including the Confederation of British Industry, recommendations. contentious issue where the way empowerment. Boots plc and the Equal Opportunities Commission. During the forward has not been decided; four-day jury, the jurors also requested an additional witness Origin: Social Research – the — Juries usually work best where from Sure Start to provide information on the government’s model used in the UK is a mixture feasible policy options have been childcare agenda. of the US Citizens’ Jury developed developed by policy makers by the Jefferson Center, and the about how to respond to a The DTI asked some jurors to keep a diary of their experience German Pannungszelle (planning problem. and also videotaped the process – to be able to share the cell) developed by the University of process with other colleagues.
Load more

Recommended publications
  • New Opportunities Fund Annual Accounts and Report 2005/2006
    Big Lottery Fund New Opportunities Fund Annual Report and Accounts and Policy Directions For the financial year ended 31 March 2006 October, 2006 Code © Big Lottery Fund, 2005 Design Graphicsi.com Print Belmont Press Copies Further copies are available by telephoning: 0845 4 10 20 30 quoting the references given above: Or email us on [email protected] Textphone 0845 0390204 8am to 6pm Monday to Friday. Also available on request in Braille, on audio-cassette, on disc, in large print, in Welsh and community languages We care about the environment The Big Lottery Fund seeks to minimise its negative environmental impact and only uses proper sustainable resources Our equal opportunities The Big Lottery Fund is committed to valuing diversity and promoting commitment equality of opportunity, both as a grant maker and employer. The Big Lottery Fund will aim to adopt an inclusive approach to ensure grant applications and recipients, stakeholders, job applicants and employees are treated fairly. It is the responsibility of all staff and Board members to uphold and implement our equality policy Big Lottery Fund is the joint operating name of the New Opportunities Fund and the National Lottery Charities Board (which made grants under the name of the Community Fund) 2005 2006 New Opportunities Fund ANNUAL REPORT AND ACCOUNTS AND POLICY DIRECTIONS For the financial year ended 31 March 2006 Annual Report presented in compliance with section 34(3) of the National Lottery etc Act 1993 (as amended by the National Lottery Act 1998) by the Secretary of State for the Department of Culture Media and Sport.
    [Show full text]
  • People & Participation
    People & Participation How to put citizens at the heart of decision-making Contents Introduction by Geoff Mulgan, Involve Chair 2 Introduction by Rt Hon Hazel Blears MP 3 INTRODUCTION 5 1 1.1 Purpose of this guidance 7 1.2 Methods in their place 8 1.3 Structure of this document 9 1.4 How this guidance has been produced 10 INTRODUCING PARTICIPATION 11 2 2.1 More participation is not necessarily better 12 2.2 What is participation? 16 2.3 Why do participation? 20 2.4 Issues and tensions 22 PLANNING FOR PARTICIPATION 30 3 3.1 Scope 31 3.2 Purpose of the process 32 3.3 Who to involve 35 3.4 Outputs – activities and tangible products 37 3.5 Outcomes – overall results and impacts 38 3.6 Context 40 3.7 Final design 42 3.8 Institutional response 46 3.9 Review of the process 48 METHODS FOR PARTICIPATION 50 4 4.1 Rationale for selection 52 4.2 Key parameters in assessing methods 53 4.3 Alphabetical listing of methods 56 APPENDICES 106 1 Involve 107 2 Summary of participatory research process for this guide 108 3 A Guide to the Guides 110 4 References / bibliography 112 People & Participation is the first publication of Involve, a new organisation focused on the practical I want to thank the hundreds of people from across the UK who contributed to this publication. issues of making public participation work. People & Participation is not just a document about public participation but itself is a real example of participation in practice.
    [Show full text]
  • Social Enterprise in Scotland Census 2019
    Social Enterprise in Scotland Census 2019 Technical Report CONTENTS 1. INTRODUCTION ........................................................................................................ 4 2. IDENTIFICATION OF SOCIAL ENTERPRISES ....................................................... 5 Defining Social Enterprise.......................................................................................... 5 Basis for the Assessment ............................................................................................ 5 Limitations ................................................................................................................ 10 3. DATA CLASSIFICATIONS ....................................................................................... 13 Classification of Regions .......................................................................................... 13 Classification of Urban-Rural Areas ........................................................................ 13 Classification of Areas of Multiple Deprivation ....................................................... 14 Classification of Economic Sectors .......................................................................... 14 4. INCLUSIONS AND EXCLUSIONS FROM THE STUDY ........................................ 16 Arts and Creative Industries..................................................................................... 16 Community Centres and Halls ................................................................................. 16 Early Learning and
    [Show full text]
  • Evaluation of the Dialogue Youth Programme
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by Digital Education Resource Archive Evaluation of the Dialogue Youth Programme ISSN 0950 2254 ISBN 0-7559-2980-2 ISBN 0 7559 2980 2 www.scotland.gov.uk/socialresearch 9780755 929801 Local Government Astron B45714 02-04 EVALUATION OF THE DIALOGUE YOUTH PROGRAMME York Consulting Limited Scottish Executive Social Research 2005 This report is available on the Scottish Executive Social Research website only www.scotland.gov.uk/socialresearch. The views expressed in this report are those of the researchers and do not necessarily represent those of the Department or Scottish Ministers. © Crown Copyright 2006 Limited extracts from the text may be produced provided the source is acknowledged. For more extensive reproduction, please write to the Chief Researcher at Office of Chief Researcher, 4th Floor West Rear, St Andrew’s House, Edinburgh EH1 3DG TABLE OF CONTENTS Page ACKNOWLEDGEMENTS EXECUTIVE SUMMARY CHAPTER ONE INTRODUCTION 1 Background 1 Aims and Objectives 1 Context 2 Methodology 5 CHAPTER TWO THE EXTENT TO WHICH DIALOGUE YOUTH IS ADDRESSING NATIONAL PRIORITIES AND COMMUNITY PLANNING 9 Introduction 9 National Priorities 9 Community Planning 15 CHAPTER THREE THE EXTENT OF YOUTH ENGAGEMENT IN PUBLIC ACTIVITY ACROSS SCOTLAND VIA DIALOGUE YOUTH 17 Introduction 17 Desk research 17 Survey of Secondary School Pupils 19 Young Volunteer Views 25 Conclusion 27 CHAPTER FOUR HOW DIALOGUE YOUTH ADDS VALUE 28 Introduction 28 Partnership Working 28 Young Person
    [Show full text]
  • Highland Nhs Board
    Assynt House Beechwood Park Inverness, IV2 3BW Telephone: 01463 717123 Fax: 01463 235189 Textphone users can contact us via Date of Issue: Typetalk: Tel 0800 959598 Friday 22 November 2013 www.nhshighland.scot.nhs.uk HIGHLAND NHS BOARD MEETING OF BOARD Tuesday 3 December 2013 at 8.30 am Board Room, Assynt House, Beechwood Park, Inverness AGENDA 1 Apologies 1.1 Declarations of Interest – Members are asked to consider whether they have an interest to declare in relation to any item on the agenda for this meeting. Any Member making a declaration of interest should indicate whether it is a financial or non-financial interest and include some information on the nature of the interest. Advice may be sought from the Board Secretary’s Office prior to the meeting taking place. THE HIGHLAND QUALITY APPROACH 1.2 Highland Quality Improvement System – Tier 1 Report Out to the Board – Care at Home Inverness Presentation by Gavin Hookway, Senior Quality Improvement Lead, Nigel Small, Director of Operations, South & Mid Operational Unit and Frances Gair, Adult Services Lead The Board is asked to Note the Tier 1 Report to the Board on the Highland Quality Improvement System. 2 Minute of Meeting of 1 October 2013 and Action Plan (attached) (PP 1 – 22) The Board is asked to approve the Minute. 2.1 Update on Membership of Committees Report by Garry Coutts, Chair, NHS Highland (attached) (PP 23 – 24) The Board is asked to: Agree the updated membership of committees following the recent process to fill outstanding vacancies. Agree that the revised membership should be until 30/06/14 with a further report to the Board in June 2014.
    [Show full text]
  • Youth Opportunity Fund & Youth Capital Fund Guidance Notes
    Youth Opportunity Fund & Youth Capital Fund Guidance Notes PHOTO REDACTED DUE TO THIRD PARTY RIGHTS OR OTHER LEGAL ISSUES Foreword Empowering young people is a key theme of Youth Matters. We want young people to benefit from positive activities which foster their personal and social development and gives them the opportunity to enjoy sport and recreational activities. As part of this we have introduced The Youth Opportunity and The Youth Capital funds which represent a real commitment from government to empower young people and to give them more choice and influence over provision and facilities in their area. Through these funds young people will have a central role as: decision makers and grant givers, project leaders and participants. Substantial resources of £115 million for 2 years from April 2006 – March 2008 have been made available for this purpose. In planning the use of the funds we want Local Authorities to work through children’s trust arrangements and to ensure that young people in the most disadvantaged areas participate in, and benefit from, the funds. Key to this approach is the engagement of young people at neighbourhood level so that they are able to play their part in contributing to stronger more cohesive communities. The two funds are not a substitute for the resources already made available for the delivery of youth work by government. I want this policy and the new funds to be used as a springboard for giving more choice and influence to young people over the provision of services for them. `Hear by Right’ has been an important step, and I know that many local authorities have already begun working this way and will wish to build on the success of this initiative.
    [Show full text]
  • Whole Or in Part
    IItt’’ss MMYY CChhooiiccee!! Information about support for young people leaving secondary school Dear Reader, Dear Reader, P lease feel free to photocopy this directory as a whole or in part. 2007 2 “A checklist would “Some people on give a detailed sketch of what to the autistic spectrum need extra do and could be quite useful” help with decision making. Just going to meetings may not help the person with decision making.” “My preparation for adulthood was a very, very hard road. I was lucky because although I am …. a non-speaker I have a brain that works and I wrote letters on my computer of “Someone came to how I felt and this explained my house, my mum to everyone what I was feeling was there. They and what my dreams were.” talked about college. A log was taken of the meeting.” “I need help with finance, support and information [to complete my moving on plan]. It would have helped” [if these needs had been identified while still at school]. This Directory acknowledges ‘It’s MY Journey’, the consultation with young people undertaken by Highland Children's Forum in partnership with the Highland Council and in collaboration with Barnardo's Springboard. The quotations from young people are taken directly from ‘It’s MY Journey’, and are used throughout this Directory to demonstrate the challenges and needs facing young people during and after transition from secondary education to adulthood. 3 Contents IInnttrroodduuccttiioonn aanndd UUsseeffuull IInnffoorrmmaattiioonn Pages 5 - 8 EEdduuccaattiioonn,, TTrraaiinniinngg aanndd JJoobbss Pages 9 – 24 RReellaattiioonnsshhiippss Pages 25 – 29 IItt’’ss MMYY LLiiffee!! Pages 31 – 42 HHeeaalltthh aanndd SSuuppppoorrtt Pages 43 – 53 MMYY RRiigghhttss Pages 55 – 60 AA HHoommee ooff MMYY OOwwnn Pages 61 – 67 EEvvaalluuaattiioonn FFoorrmm aanndd IInnddeexx Pages 69 – 73 4 Introduction Dear Reader, The “It’s MY Choice!” directory is an information guide for young people and their supporters.
    [Show full text]
  • British Youth Council {Annual Review 2011} BYC - Vision, Mission and Our Values
    british youth council {annual review 2011} BYC - vision, mission and our values {Our Vision} {Strategy} “A world where all young people are respected and able to The British Youth Council aims to achieve its aims and influence and inform decisions that affect their lives or on mission through its three year strategy 2010-2013. This which they have strong opinions.” prioritises the running of a secure and sustainable charity which is visible and credible to decision makers and {Our Mission} young people alike. We do this on behalf of our members, The British Youth Council, as the national youth council of through our Board, and working with others who share our the UK, aims to connect with our member organisations vision, to enable us to reach into local communities and and networks of local youth councils, to empower young across the world. This results in day to day activity which people aged 25 and under, wherever they are from, to have is about empowering and inspiring young people through a say and be heard. We aim to help them to participate a programme of activities and support to giving them in decisions that affect them; have a voice and campaign confidence, experience, skills, and the opportunities to on issues they believe in, inspire them to have a positive use them, to get involved, and affect change in their local, impact, and gain recognition for their positive contribution national and international communities. to communities, society and the world. Aims: • To provide a voice for young people; • To promote equality for young people; • To help young people be more involved in decisions that affect their lives; • To advance young people’s participation in society and civil life.
    [Show full text]
  • An Ethnography of Caithness, North Scotland Kimberley Masson Phd
    Kinship and belonging in the ʻland of strangersʼ : An ethnography of Caithness, North Scotland Kimberley Masson PhD University of Edinburgh 2009 Abstract This thesis is concerned with the heart of Caithness, the northernmost region of mainland Scotland. Based on 18 months participant observation in the coastal village of Lybster and the surrounding area, it explores concepts of kinship and belonging. The thesis examines characters, places, and events in both everyday and ritual settings. I trace the creation and maintainence of community, and the construction and blurring of the boundaries of belonging as well as paths of social transformation. I examine how Caithnessians perceive themselves as 'strangers' in their own nation, thus creating increasingly localized ties that bind. Significant in all of this, in a locality where migration has historically been important, is an analysis of how 'others' and their identities play a constitutive role in the self-identification processes of Caithnessians. I consider ascribed and achieved ways of belonging - the genealogical and performative journeys that are involved in fitting into this locality. I examine the contradictions, nuances, and negotiations that are evident in definitions of selves and others and the constitutive relationship between them. All of this is part of a wider investigation into how people conceptualise themselves and others. I argue that what I have called ‘island-mindedness’ characterises the identities of this mainland population and leads to a side-stepping of national identity. In the context of current research on the nation, such ethnographic illumination of the complexity of notions of identity in specific regions is essential for a rounded anthropological understanding of Scotland.
    [Show full text]
  • İnsanlar Ve Katılım
    İnsanlar ve Katılım: Yurttaşlar karar almanın merkezine nasıl yerleştirilir nasıl merkezine almanın karar Yurttaşlar Katılım: ve İnsanlar İnsanlar ve Katılım Yurttaşlar karar almanın merkezine nasıl yerleştirilir Bu rehber İngiltere Büyükelçiliği tarafından finanse edilen Stratejik Planlama ve Politika Geliştirmede Katılımcılık Projesi kapsamında Involve Türkçeye çevrilmiştir. 212 High Holborn London WC1V 7BF Tel +44 (0)20 7632 0120 Fax +44 (0)20 7242 1180 İngilizce orjinal versiyon ve Türkçe versiyon aşağıdaki adreslerden indirilebilmektedir. www.sp.gov.tr İçindekiler Involve Başkanı Geoff Mulgan’ın Önsözü 2 Rt Hon Hazel Blears MV Önsözü 3 GİRİŞ 5 1 1.1 Rehberin amacı 7 1.2 Yöntemler 8 1.3 Dokümanın yapısı 9 1.4 Bu rehber nasıl hazırlandı 10 KATILIMA GİRİŞ 11 2 2.1 Daha fazla katılım mutlaka daha iyi değildir 12 2.2 Katılım nedir? 16 2.3 Neden katılım? 20 2.4 Meseleler ve gerilimler 22 KATILIM İÇİN PLANLAMA 30 3 3.1 Kapsam 31 3.2 Sürecin amacı 32 3.3 Kim dahil edilmeli 35 3.4 Çıktılar (faaliyetler ve somut ürünler) 37 3.5 Sonuçlar (genel sonuçlar ve etkiler) 38 3.6 Bağlam 40 3.7 Nihai tasarım 42 3.8 Kurumsal tepki 46 3.9 Sürecin gözden geçirilmesi 48 KATILIM YÖNTEMLERİ 50 4 4.2 Yöntemlerin seçim gerekçesi 52 4.3 Yöntemleri belirlemede önemli parametreler 53 4.4 Yöntemlerin alfabetik listesi 56 EKLER 106 1 Involve 107 2 Katılımcı Araştırma Projesinin Özeti 108 3 Rehberler için bir Rehber 110 4 Referanslar / kaynakça 112 People & Participation, halk katılımının işlemesini sağlayan pratik meselelere odaklanan yeni bir kuruluş olan Involve’un ilk yayınıdır.
    [Show full text]