Transformative Learning & Appreciative Inquiry V2.1
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This document discusses how transformative learning theory and appreciative inquiry can be combined to promote deep organizational change. It argues that integrating these approaches can provide a theoretical framework for transforming perspectives and behaviors at both the individual and group levels. The summary proposes combining the theories' focus on generating positive visions of change through reflective practices like questioning, storytelling, and exploring strengths to encourage appreciation transformative learning. This integrative process is said to cultivate both individual and collective transformation by challenging assumptions and co-creating exceptional futures through collaborative dialogue and reflection.
Transformative Learning & Appreciative Inquiry V2.1
- 1. TRANSFORMATIVE LEARNING & APPRECIATIVE INQUIRY: A More Perfect Union for Deep Organizational Change Loretta L. Donovan, Teachers College, Columbia University Susan R. Meyer, Teachers College, Columbia University Stephen P. Fitzgerald, Touro University International Academy of Management, Organizational Development & Change Division Philadelphia, August 6, 2007
- 2. Changed Perspectives Attempts at altering organizational strategy, operations and culture imply that shifts in performance will occur due to changed or enlightened perspectives. Davis & Ziegler, 2000; Kasl & Elias, 2000; Shaw & Taylor, 2000; Yorks & Marsick, 2000
- 3. Theoretical Synergy To make the leap from insights and behavior change at individual level to comparable results at the group level calls for incorporation of theories that uphold similar principles of the nature of the person, of learning, of the organization, and of change.
- 4. Perspective Shifts Involve Learning Perspective transformation is: “ . . . the process of becoming critically aware of how and why our assumptions have come to constrain the way we perceive, understand and feel about our world” (Mezirow, 1999)
- 5. Constructivism & Constructionism Transformative Learning fosters Constructivism Appreciative Inquiry encourages Constructionism
- 6. Theory related to individual learning in the midst of change can provide a conceptual platform to propose a similar process at the group level. Building a New Bridging Construct
- 7. Meaning Making: Descriptive & Applied Transformative Learning offers Descriptive Theory Appreciative Inquiry provides Applied Construct and Generative Worldview
- 8. Change Is Perspective Transformation in Action Mezirow: Individual shifts personal meaning perspectives and measures transformation through altered behavior Cooperrider: Group engaged to find new shared meaning in lived experience to shift meaning perspectives and alter socio-technical systems
- 9. To result in new behaviors at the organizational level, change must be embedded in the cognition, memory, and perspective of individuals and the whole. Change Derived from Collective Learning
- 10. Tapping the Self-Reflective Process Collective ideation was found critical to transformational outcomes across 20 AI cases (Bushe & Kassam, 2005). Mezirow (2000) calls for a strategy to actualize transformative learning, AI and TL can inform and support one another.
- 11. Reflection Upon Experience TL - Individual Experiences impromptu disorienting dilemma Engages in self-examination ad hoc AI - Collective Scaffold of generative questions raise confidence Stories reveal group’s core strengths Appreciative Transformative Learning Scaffold of generative questions encourages individuals and groups to: Inquire together about meaningful experiences Inspire disorienting dilemmas Reflect on the assumptions of previously hidden stories Elevate individual and collective strengths and capacities
- 12. TL – Individual Critically assess role assumptions Recognize that one’s problem is shared AI - Collective Envision what might be/what the world is calling for Agree on and write possibility statements Appreciative Transformative Learning As previous role assumptions and performance requirements are challenged, individuals and groups: Recognize that they share tremendous strengths and capacities Co-create positive images of an exceptional future Dialogue, reflect and reframe expectations collaboratively Reflection Upon Expectations
- 13. TL - Individual Explores options for new ways of acting AI - Collective Defines the social system to involve all stakeholder groups in planning Aligns values, structures, and processes with vision of the ideal Appreciative Transformative Learning As a new mindset emerges, individuals and groups: Explore options for embedding the mindset in socio-technical systems Reflect to the intention that opportunities for change imply Reflection Upon Opportunities
- 14. TL - Individual Build competence and self-confidence in new roles AI - Collective Co-construct a sustainable preferred future embracing innovation at many levels Appreciative Transformative Learning As individuals and groups experiment and live with new roles, relationships and performance requirements, they: Continuously invest in systematic competence and confidence Participate in emerging opportunities for inquiry Reflection about how they learn in and from actions Embed learning to develop individuals and reinforce the system Reflection Upon Action
- 15. Conclusion AI may generate transformative change more consistently by ensuring opportunities for reflection in action. Appreciative Transformative Learning incorporates those practices and fosters both individual and organizational transformation