Reading through the prologue and the first chapter of Preskill and Catsambas’ book “Reframing Evaluation Through Appreciative Inquiry” made me think about the way change is made. With the Presidential Election running at full speed it seems like life is all about change these days; two candidates screaming that they are the road to change. While I will use this topic to quickly show my endorsement for Barack Obama, that is not the point of the blog. Yes, Barack Obama is clearly the candidate of change, but how does that figure into Appreciative Inquiry? I believe change, even the most basic change in a small program, and change that happens because of a new President, happens through listening to people, understanding, really comprehending, what will make people happy, and then doing just that.
Appreciative Inquiry is just that. Listening to people in an evaluation and asking one simple question, “When were you most happy?” In the brief example in the prologue, the book shows an evaluator asking this question to employees, ” In would like you to think about a time when, as a staff member in this department, you had an exceptional experience- when you were most proud of being here doing this work.” What the evaluator is looking for the employee to find the time when they were the most happy at work, what the evaluator is really searching for are those moments that lead to the happiness. Because of the evaluator can replicate those moments, happiness will surely follow.
In the text, they discuss positive images and positive thoughts as the link to finding what is needed in an evaluation. The text refers to it as a heliotropic principle, “the underlying assumption of positive images is that organizations operate like plants; they move toward what gives them life and energy, similar to how sunflowers grow toward the sun (Elliott, 1999). I love this idea of focusing people’s minds on what makes them happy, replacing “positive images” of work rather than those elements that are not working. Focusing on the positive, just like forcing a smile, will have a responsive effect, just as the sunflower that leans towards the sun, the employee will move towards what they know makes them feel “positive”.
When it comes to an evaluation we obviously must still start with the aspects of the program that need to be improved. This is the center of the reason behind the evaluation. And like any evaluation, bettering the company is the end result. However, with Appreciative Inquiry, the values of both the company and those who are being evaluated, the customers’ happiness or the students’ success, it is important to bridge the values of the company and those involved. That will lead to positive change, that will lead to innovation, and and that will lead to inquiry on what else then can be improved. This is an ongoing circle, as expressed in the EnCompass Model of Appreciative Inquiry on page 15 of the text. I really understood that diagram for being the root of change… change comes from determining what needs to be done and imagining what could be, being innovative in making change, and then moving towards that change.