Our Approach
Our way of working in the various trajectories, as a reflection of our vision, mission and strategy, is characterised by the Appreciative Inquiry, and use of three angles of focus (awareness-raising, inspiring and connecting) as described in more detail below.
Appreciative Inquiry
Appreciative Inquiry is a viewpoint and a method for achieving goals (organising, changing and innovation) that we have been using from within for years and that resonates with us.
The primary starting point is that people create and construct their world (reality) together. Organisations are, therefore, more than just rational economic systems. They are human creations based on personal motives (beliefs) and the heart. The self-image that people have of themselves and their organisation, therefore, determines their ability to change and innovate. Positive images strengthen this ability. Reflection on the way one perceives, what one believes and how one communicates helps to change and shape the transformed organisation.
Appreciative Inquiry is a respectful way of leading, changing, developing, and coaching with a focus on looking for opportunities and possibilities ('and-and' versus 'or-or'). It is a research, the attitude of 'not knowing', into success factors (what works and what has worked?). Appreciative Inquiry, therefore, gives better results than an investigation into the causes of problems (what went wrong?). What goes well is the starting point for improvement, innovation, and competence development of people. A positive attitude in relationships also results in improved interaction (communication) because people feel safe, and, therefore, dare to contribute more of themselves. The sincerely positive approach also offers people and organisations a basis for learning about growth, positive human and organisational functioning, vitality and other positive characteristics. Moreover, this approach works as an antidote to negativism and cynicism.
There are six phases.
1. Exploring - Defining the core theme
A team determines what the positive core theme is. For example, 'excellent service' (instead of the often used 'problem of dissatisfied customers'). The team then determines which questions need to be asked, who should be involved and what the plan of action is.
2. Telling - Valuing 'what is'
The aim is to bring out stories about peak moments of people and the organisation around the core theme. The stories can also include emotional, affective, moral, and spiritual aspects that make the organisation human and liveable (resulting in lower absenteeism and sick leave). The appreciative conversation brings past, present, and future together. At this stage, the team asks provocative, positively formulated questions to break through existing, often impeding practices. Results are essential success factors, core values, best practice examples, hopes and desires for innovation and ideas for implementation.
3. Imagine - What is possible?
This phase aims to break through existing patterns, practices, and ideas by imagining a desired future for the people and the organisation. Wishes and dreams about work, work relationships, etc. connect the work of all the people in the organisation to a higher goal or ambition. These images are based on convincing, positive examples from the past and the imagination of the desired future. The result is an appealing and inspiring vision of who the organisation would be.
4. Innovate - Designing what is needed
During this phase, the team determines which changes are desirable to realise the outlined image or the vision of the future. The group formulates provocative propositions to redefine the impression the organisation has of itself.
5. Achieving - Creating the future
During this phase, the team make things concrete. For example, in workshops in which people commit to action plans in teams. There is a momentum for action and innovation that involves many people in the implementation.
6. Answering -Evaluating the process
During this phase, the team evaluates the entire process briefly: Has the initial situation indeed changed and what has added value?
Angles of Focus
Awareness-raising
One can apply awareness and consciousness to an organisation at various levels. On an individual level, awareness plays a role in getting clear what a person wants with his life and work. Where do his talents lie, which can one develop hir or her competencies further, where do inspiration and motivation come from? Which thoughts and habits are hampering?
On a team, project or departmental level, mutual processes such as motivation, commitment, communication, and team spirit play an essential role. Awareness of these processes is the first step towards increasing collective effectiveness.
At the organisational level, awareness is vital to identify habits that have become restrictive. We also note that it can be instrumental in evaluating the course of action given the formulated vision, mission and strategy of the organisation, department, or employee(s).
Inspiring
Inspiration or being inspired is essential to obtain success. Without inspiration, there is no vision, goal, direction, or passion. Every organisation has evolved from an idea with inspiration or meaning (mission). Unfortunately, this is still too often reduced to mere financial and material gains. As a result, many people remain unhappy (non-fulfilled) in their work (measurable in absenteeism due to illness, burn-out, etc.).
In these times of global change, more attention is being paid to working with passion and pleasure, meaning and slow management. That contributes to satisfying the natural need to do something that matters. In turn, that makes people (as a consequence; not as a goal) joyful and happier. Inspiration leads to a natural, intrinsic way of innovating.
Inspiration is at every level and for everyone in the organisation, something that helps one to move forward. It is the fuel on which people run.
That is why we guide individual employees and teams to use the power of inspiration again.
Connecting
Connecting is a natural inner movement of human beings and, therefore, a crucial activity (task) for all organisations so that employees, customers, and suppliers feel involved in that organisation. Connecting demands honesty, transparency, and authenticity. Communicating clearly without detours and if it is not clear, ask what is meant. In the connection, people experience whether the contact is real and sincere. After all, human beings want to feel that they are taken seriously or at least heard. In connection, an experience is created in which the service provided (requested and unsolicited) counts towards the positive experience.
Connecting is also essential to seek out the talents and competencies that we do not have, or that we do not have enough, from others. The connection creates a combined strength that is greater than the sum of individuals. That also explains why a team performs better or worse than another team.
That is why we guide individual employees, teams, and departments to make the connection from inspiration; with themselves, with each other and with customers and suppliers.
"People will forget what you said. People will forget what you did. But people will never forget how you made them feel." Maya Angelou, Poet