If there is one skill that has proved indispensable in recent months, it is the ability to adapt. More or less suddenly, companies have had to develop new ways of working, and learn to evolve in an environment that is itself changing. There is a method that makes it easier to adapt to change: appreciative inquiry. Julie Rommelaere, human resources consultant and global health coach, explains how it works.
Change, a timeless concept
Today more than ever, the world is testing our capacity to adapt and resilience. The challenges are multiple, complex and extend far beyond our personal sphere. The environment, climate, health, sustainable economy, fair employment, gender equality and equal opportunities, technology and responsible consumption are all issues that are forcing us to rethink the way we think and act. How can we best navigate this context while preserving the balance that is essential to life?
Darwin said that "the species that survive are not the strongest, nor the most intelligent, but those that adapt best to change". And since nothing is permanent except change, we might as well equip ourselves to face it with confidence.
Business reality and new paradigm
The company is a microcosm, a breeding ground for experimentation with change. But how do we move from the current state to the desired situation, to this new equilibrium? And how do you manage this transition phase, which is naturally a source of resistance such as inertia, argument, revolt or sabotage?
As a component of organisations, change has been the subject of countless publications. We have a choice of methods, tools and processes. And yet, the subject remains hotly debated. And why is that? Perhaps simply because "knowledge" is not yet "power"...
A.I. is the answer to this dilemma. Make no mistake, this is not appreciative inquiry. We speak in French of "démarche", "investigation" or "exploration appréciative".
What if we didn't just learn from our mistakes, but above all from our successes? This is the counterpoint taken by appreciative inquiry to the traditional method. This is the well-known "problem-solving" method used by companies. Rather than focusing on failures and trying to find out what goes wrong, this method of managing change is deliberately based on the successes and achievements that make up our experience. The aim is to apply ourselves methodically to rediscovering the positive energies, resources and life forces that every organisation has within it.
Appreciative inquiry: acollective approach
Based on the principles of scientific positive psychology, appreciative inquiry emerged in the late 1980s. It originated in the United States thanks to the research and experimental work of David Cooperrider. It now has many applications, and there is no shortage of examples: building a shared vision, defining a collective project, mergers, restructuring, team cohesion, improving the quality of the service provided, employee commitment, or aligning the management committee.
The strength and uniqueness of this coaching technique lies above all in its participative and collaborative nature. Although it can be applied to the individual, it is in fact about a large-scale change management method. She brings teams together to develop a common project by drawing on the positive experience of all the members of the organisation. It's a big challenge, but it's an exciting one, and above all, it's a unifying one!
Rather than making changes under pressure, in a climate of discomfort or fear, the appreciative approach focuses on skills and confidence, not forgetting pleasure. All we have to do is look at where, why and how we succeeded, in order to reproduce the driving behaviours. After all, it's individual skills and the desire to get things done that make a human group strong.
The 5 D model
The principle is simple: ask questions before putting forward a solution.. The appreciative approach is therefore based above all on the art of asking exclusively positive questions. These, in turn, lead to positive responses and an automatic connection to pleasant feelings. And it has been proven that positive emotions release creativity and the ability to solve problems. CQFD!
From this starting point, the approach is designed to create conditions conducive to exchange and mutual questioning. All members of the organisation discover for themselves their individual strengths, skills and qualities, based on real-life stories. To enable the process to reach its full potential, everyone is required to take part, through two-way interviews, group discussions and public communications.
The positive internal dialogue thus created forms the basis for the development of the organisation through a highly participative process.
The method is designed to be rigorous and is built around 5 clearly defined stages to take the group from the most abstract to the most concrete:
La Definition
Since organisations follow the direction of the questions they are asked, the general theme and the more specific subjects of the intervention, which will be limited to a maximum of 5, must be scrupulously defined. The project, consistent with the company's ambitions, will thus be formulated in the most stimulating way possible to set the system in motion in the right direction.
This essential preparatory work is carried out in chambers by the project leaders and/or managers. They are supported by a representative steering team. For example, an organisation might define its project as follows: "We want to involve everyone in the construction of a corporate project aimed at offering all our current and future customers an unrivalled experience on the market".
La Discover, Or Discovery
This central phase enables us to gather all the information we need to discover the organisation's "positive foundation". In other words, what gives it life and around which the project will be built. It is through structured exchanges on their own professional experiences that the participants themselves discover their sources of energy and motivation, their unique assets and skills.
The discussions, which take place in pairs or small groups, are based on an interview guide drawn up in advance by the steering team. The four unavoidable appreciative questions asked in turn on each theme of the Definition allow everyone to express themselves with confidence:
- Describe a work experience or situation in which they felt fully engaged, resourceful or alive;
- What are their greatest successes? What do they bring to their business?
- What gives them the most pleasure in their activity (organisation)? ;
- What three things would they like to see happen to make their business (organisation) even healthier?
Le Become, Or Dream
This third phase consists of projecting the group into the most desirable future. We then imagine "what could be" based on "what already is", which we value.
At this stage, discussions are held in sub-groups of 6 to 10 people. They focused on the fourth question of the Discover. The themes of the various individual dreams and wishes are grouped together and then presented in a creative, even playful way through drawings, role-playing or slogans. In the end, the selected proposal is enriched before being validated by the group.
La Decision, Or Design
Then comes the time to decide on the major actions to be taken to give ourselves the means to realise this dream. This penultimate phase gives way to construction and the direction we want to give to the use of resources.
Once again, the work is done in sub-groups, starting with the shared vision (of the Become) in order to subtly direct the use of the resources and talents available in-house. The session leader then orchestrates a general discussion, the aim of which is to present, reformulate and group together the proposed decisions in the various relevant areas (strategy, structure, know-how, communication, processes, etc.).
Le Deployment, Or destiny
Finally, a concrete action plan is put in place to turn the "dream" into reality. At the same time, everyone adopts a new method for analysing their work and managing change!
Self-organised groups of enthusiastic volunteers, possibly supported by the steering team, will ensure that the positive momentum is maintained over the long term. Without limiting themselves to communicating about the work already done and the first observable results, these groups decide on the appropriate action plans, the initiatives to be taken and the behaviours to be adopted, while providing the means to measure change.
As a conclusion
If you haven't tried it yet, the appreciative approach will undoubtedly win you over with its resolutely positive approach. It skilfully combines the past, present and future to ensure the continuity of the organisation, facilitate its transition and embrace the new.
Adopting it means satisfying the three essential needs for motivation: autonomy, competence and belonging.
