‘Positive questions create positive change’: change requires a lot of positive emotion, which positive questions create.
Change requires learning to act in new ways, but it’s also stressful – and people can’t learn when they are stressed.
The Positive Principle rescues us from this paradox.
0:16 – The paradox of change
0:46 – Most large-scale change initiatives fail because people don’t get behind them
1:12 – Positive emotion improves our thinking skills
2:21 – Asking questions that focus on achievements, best experiences, and things people are proud of will improve the emotional climate
Can you learn how to facilitate Appreciative Inquiry processes from an online course?
It turns out you can, as long as the course is live and interactive!
I know this because I’ve run five Practical Appreciative Inquiry courses online with great feedback from participants. The next training starts soon – find out more and book your place here.
Research by Barbara Fredrickson and Alice Isen into the effect of positive emotion on thinking skills is summarised in this readable article: The Value Of Positive Emotions
Books mentioned in the video:
The New Leaders: Transforming the Art of Leadership by Daniel Goleman, Richard Boyatzis, and Annie McKee
Primal Leadership: Unleashing the Power of Emotional Intelligence by Daniel Goleman, Richard Boyatzis, and Annie McKee
(don’t get both, they are the same book but the titles are different in the UK and US!)
Video Transcript – The Positive Principle
Changing the way we work is not easy. It requires us to learn new ways of doing things and new ways of communicating with each other.
At the same time, most people find change stressful. The more fundamental the change, the more stressful it potentially feels.
The problem is that people cannot learn when they are stressed. The more radical the change, the greater the need to learn new ways of working, but the harder it is to learn.
Consequently many, perhaps most, large-scale change initiatives fail, not because of failings in business process redesign, but because people are not willing, or find it impossible, to get behind the change.
To counteract this paradox, successful change requires high levels of positive emotion and social bonding, which tend to improve our capabilities and performance. Psychology researchers like Barbara Fredrickson and Alice Isen have discovered that positive emotions have bottom-line benefits, because they improve our capabilities.
When we feel good we can think more strategically, absorb information quicker, we are more creative, we reach decisions faster, we recover more quickly from setbacks, and even our health improves.
More research, quoted in The New Leaders by Goleman, Boyatzis and McKee, finds that a positive ’emotional climate’ in the workplace improves productivity, the customer experience, and even patient mortality statistics in hospitals.
So how do we make change less stressful and engender a positive emotional climate? How do we ensure that the way we manage, the way we involve people in change, and even the information-gathering process fosters engagement and a good feeling about change, helping people to get into a better state to learn and create new ways of working?
Right from the start, we should be asking questions which focus on the positive – on achievements we are proud of, best practices, and best experiences.
This will tend to generate the positive affect needed for best performance, persistence, learning, and resilience to setbacks.
Want to do the Practical Appreciative Inquiry training but can’t make the next dates? Register here to be notified of the next course!