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:
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.
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?
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.
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.
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'.
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Many years ago, there was a period of dislocation in my work life and I was suddenly scrabbling to relaunch my independent career with no work on the horizon. At the time we had very little savings and I was the main earner for our household of four. I was feeling worried and anxious.
A friend, who lived abroad, was briefly in the country and we had a chance to catch up. She asked how I was, and I started to explain my financial worries and work concerns. Abruptly she cut across me to say, ‘But when you’re working you earn good money, right?’