PEFORMANCE ANALYSIS VERSUS

APPRECIATIVE INQUIRY &THE EFFECTS ON AN ORGANIZATION

Linda D. Waycaster

HRD-847

March 7,2011

Analyze

Design

Develop

Implement

Evaluate Define

Discovery

Dream

Design

Delivery

PERFORMANCE ANALYSIS

APPRECIATIVE INQUIRY

Seeks to solve a problem by evaluating: Business goals or results Job Performance Training Needs

Seeks to discover the gap in the current level of performance and the desired level of performance.

Digs deeply to discover the “root” cause of the problem

Analysts typically utilize the A.D.D.I.E. Method as their preferred method of problem solving

PEFORMANCE ANALYSIS

APPRECIATIVE INQUIRYOperates on the premise that organizations change in the way they inquire

Focuses on:• Recognizing the best in people, their

organizations and the relevant world around them

• Affirms past and present strengths, successes and potentials

• Asking questions that focus on new potentials and possibilities

Appreciative Inquiry Analysts utilize the 4-D or 4-I approach to problem solving

Discovery

Dream

DeliveryDesign

Initiation

Inquire

InnovateImagine

Each day managers and supervisors deal with complaints and evaluate present and desired levels of performance. “They use some rudimentary form of cause analysis, select solutions from what they have found to be successful in the past, make an intervention and evaluate the results” (Chevalier, 2008).

During their analysis it is important to discover the “root” cause of the problem:

Physical Causes-tangible causes of failure Human Causes-errors of commission or omission Latent Causes-organizational causes-something is wrong

with the system people use to make their decisions

If a manager does not seek the root cause of the issue they are doomed to repeat the same vicious cycle of mistakes or failures repeatedly.

For example , a 9-1-1 center manager is presented with a problem of emergency crews not arriving at their destination in a reasonable amount of time and sometimes arriving at the incorrect location.

The managers rudimentary analysis leads him to believe that the situation could easily be remedied if his dispatchers ensured they asked for and verified cross streets and addresses on every call.Unfortunately, the manager did not dig deeper to discover the root causes of the issue:

Performance Analysis

The new CAD(computer aided dispatch) system often auto filled the venue(city) on many calls overriding what the dispatcher originally entered.

If a caller gave the incorrect road type (street, avenue, drive, circle, place or road) the CAD auto filled based upon that response placing the call in a different city or area form where the actual call originated. Many callers new to the area did not know where they were and could not provide any further information.

Duplicate street names and close proximity to other cities presented major problems for address verification. Many roads change names as they go from city to county to other cities. A caller may say they are on Main street in Belmont but actually be on Hickory Grove road in the county.

Even when all information is correctly entered and dispatched, many new responders do not carefully listen to the dispatch and proceed to areas they recognize as opposed to what is dispatched. A unit in south Gastonia responded to Skyland Drive in Bessemer City instead of Skyland Avenue in their district because they did not know that there was a Skyland Avenue.

The results of the managers initial attempts to solve the issue failed miserably and he was consistently bombarded with further complaints concerning the issue and additional finger pointing at dispatch as the “root” cause of the problem.

The same manager dealing with the same issue was encouraged by the training supervisor to look more closely at the issue and speak with the employees involved

The picture then became much clearer and issues causing the delayed responses could then be dealt with individually.

He began working with the street departments to rename some streets, working with IT and the CAD coordinator to repair the issue with auto filling the venue, he did a television interview encouraging all residents of the county to know where they lived and informed them of the information needed when they called.

This helped motivate the dispatchers and call-takers feel more a part of the organization and not a scapegoat for other agencies problems.

Appreciative Inquiry

Performance Analysis and its constant faultfinding and negativity squashes morale and demotivates employees. It also, after months of negativity begins to affect their self-esteem and problem-solving abilities. This then affects their work output and further impacts the organization

Appreciative Inquiry empowers and motivates employees. Makes them feel that they are a part of the organization and have a say in what happens in the company. It breathes new life into the organization.

What an organization focuses on becomes their reality and that reality is created in the moment and by the language that we use

If we use negative language and constantly seek problems, we will find them in abundance.

If we use positive language and seek the best in the organization focusing on the best qualities and strengths of our employees new life is breathed into the organization

It is not what happens to use that matters, but how you take it.

Through positive reinforcement and appreciative inquiry, “individuals gain social competence, problem solving skills, autonomy, and a sense of purpose and future. They also gain the ability to cope successfully with significant change, adversity and risk” (Luthans, 2002).

In Conclusion