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The process of diagnosis has evolved over the years (Block, 2011, p. 159) and so has Block's approach to diagnosis and data gathering, with his years of consulting experience. Block's revised emphasis on generating insight could be attributed to his evolving preference for strengths-based approaches. A strengths-based approach focuses on possibility rather than a presenting problem that can be diagnosed (Block, 2011, p. 160). Block (2011) explains that diagnosis implies a third party perspective which analyzes problems and prescribes corrective actions. The diagnosis approach works well in technical systems, but in social systems, human resistance may prevent an accurate diagnosis from moving into action. When clients are actively involved in the data gathering phases, or discovery phase, they have time to explore and participate in the process of discovery. They are more likely to rethink, rearrange and relearn (Block, 2011, p. 162). To put this another way, research leads to insight, insight leads to decisions, and decisions lead to action. Individuals are more invested in actions that they have planned on their own.

One resource that gives a practical example of how to use appreciative inquiry in a group is from the same author included in this week's readings, G.R. Bushe. Bushe (1998) lists a line of questioning to use in groups that help them to identify positive team building behaviors using accurate thinking and feeling words. Bushe suggests facilitators pose this discussion prompt, "Recall the best team experience you have ever been a part of," and then guide the group to combine the elements of the shared stories to compile a description of the ideal team. This example illustrates the value of a strengths-based approach; it focuses on the experience of excellent teamwork, even though the presenting problem is poor teamwork among the coworkers. In a way, it allows the team to redefine the problem they are experiencing (challenges in teamwork). They bring insights from other experiences to their current experience and use the discovery process to create their own insights, make their own decisions and change their own actions, to have a better chance of implementing lasting change.

Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3rd ed.). San Francisco, CA: Pfeiffer.

Bushe, G.R. (1998). Appreciative inquiry in teams. The Organization Development Journal, 16(3), p. 41-50.

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Explain why you think Peter Block decided to put a greater emphasis on the importance of generating insight when he published the third edition of Flawless Consulting.

I think Peter Block accentuated on the value of insight because of the increasing demand on data in the 21st century which is expected to evolve in years to come and become more complex as the amount of data options swell across multiple technology platforms. And as this demand increases, organizations would have to cultivate value from what is referred to as “BIG DATA” through insight for change, value, and success.

As quoted from Peter Block, “Instead of looking at what is wrong, at deficiencies, we look at what is working, what the strengths and gifts are, and seek to deepen and take advantage of those assets.  This is variously called an asset-based approach or a strength-based approach" (p. 159).An interpretation of what is described here as an asset based approach to me has more to do with technology than anything else. Technology has evolved from being the powerhouse for information gathering and collection to a mystical “fortune-teller” like google.

2)      How does generating insight impact the potential for creating action?

According to Peter Block, “a good contractor will ask questions about the client expectations” (pp.64) and the reason why this is important is to generate insight. Good insights help narrow and simplify the transfer of information into actionable intelligence. The more clear and articulate you are able to present the information, the more likely you are able to address deal with resistance each step of the way.

3)      Share a useful resource in the third part of this discussion post that helps explain asset-based, strengths-based, or appreciative inquiry approaches to consultation.

See attached copy of a strengths based planning strategy for rural localities in Finland.  (Strength Based Planning - Article.pdf )

4)      Explain the difference between a problem-centered approach compared to a strengths based approach.

The problem centered approach addresses the organizational side of the problem in the consultation process. The strengths based approach provides a holistic view of the problem in much more detail assessing both internal and external factors.

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"The shift from problem to possibility grows out of the belief that dramatic change or transformation comes not from problem solving but from a more future-minded way of proceeding," (Block, Flawless Consulting, 2011, p. 159).   Block needed to shift consulting as the market was shifting.  Focusing on the bad and fixing it is a reactive approach and will likely still have problems later.  If one can become more proactive, the organization will see less issues in the long run since the team will be able to recognize arising issues before they affect the business in a big way.  Also, getting the organization to focus on the possibilities instead of their shortcomings gives them hope.  Call me a millenial, but I think there is something extremely powerful in hope.  Block is showing the shift in focusing on the negative to focusing on the positive.  The human psyche thrives on positivity but the negativity is much more natural.

Block also focuses on how the relationship can either help or hurt the discovery phase (Block 2011, p. 160).   If the consultant hasn't built enough rapport with the client, the discovery phase could fall apart.  The discovery phase will help the client open up and help both parties figure out what the issues really are.  By getting the client to verbalize the issues, it will help the client also understand the process and can help reduce resistance.  This also can get the client into the right habits when figuring out how to solve future problems long after the consultant has left.  As a consultant, if you can break down the issues with the client's help, the client can learn to the discovery process as well.  Giving the client insight allows the client to become part of the process instead of just sitting back and letting the consultant do all the work; that leaves the client in the same spot they were in before the consultant arrived - unable to solve these problems.

Diane Kinsella wrote an article about strength-based consulting and noted that teams perform their best this way (Kinsella, SuccessQuest). She also points out that without effective communication, this method will fall apart.  A big reason teams do not perform at their best most of the time is because of poor communication.  She uses an assessment tool before beginning with each organization to find the team's strengths.  This way she can maximize on what they are good at to help solve any 'problems' within the organization.  The assessment can also be used to open up communication.  This allows organizations to use the strengths they have instead of focusing on what they are lacking.  This gives them hope that they can move forward with what they have.  Going back to being a millenial, most of us function on hope.  We are more risk takers on ourselves than ever before.  We have been raised to chase our dreams instead of getting a job that pays the bills; or at least I have.  If as a consultant, I can give an organization hope that they can function successfully well after I have left them, I have been successful.  As much as I would love to have to come back to help them solve more problems, that means I haven't done my job.  As a consultant, we need to leave our clients with the tools to fix future issues down the road on their own.  By helping them focus on their strengths, they should be able to see the hope better than they could before.

Block, P. 2011. Flawless Consulting: A Guide to Getting Your Expertise Used. 3rd Edition. San Francisco, CA: Jossey-Bass & Pfeiffer.

Kinsella, Diane. 2017. SuccessQuest. Strength-Based Consulting That Will Make Teams Soar.

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As Block wrote, (Block, 2001, p. 160), focusing on relationships that was emphasized in contracting continues to be important in the discovery phase, regardless of whether a problem-based discovery process or a future and strength-base discovery is chosen. These relationships will help in the gathering of needed information and data, based on your field of expertise. This data (insight) can come from many sources and it opens dialog for a positive experience that creates possibilities more so than simply concentrating on the problem-solving-base change efforts. (Block, 2011, p. 162) Everyone wants a quick fix to the problem at hand. We want it done now, the cheapest way possible with least amount of interruption but fail to see that the process requires rethinking and a rearrangement of the way they work. Part of the rethinking requires insight to take place. The consultant asking questions to get channels of dialog opened. When the clients are put at ease and opens up, they will begin to see possibilities and opportunities rather than simply having the mindset of solving any given problem at any given time. When giving insight on the processes and procedures, clients and see the potential for future growth and it changes their way of thinking and well as causes them to be eager for action.

Using YouTube videos and Ted Talks to further learn principles and concepts of what we learn is a positive action. Here is a YouTube video created by Jackie Kelm, titled “What is Appreciative Inquiry”. This is a hi-def training video that includes the 5 principles, 4-D Cycle, positive core, Summit Process, and story of how Appreciative inquiry began.

https://www.youtube.com/watch?time_continue=37&v=ZwGNZ63hj5k

Block, P. (2011). Flawless consulting: a guide to getting your expertise used (3rd ed.). San Francisco, CA: Jossey-Bass & Pfeiffer.

Kelm, J. (2011, October 04). What is Appreciative Inquiry.mov. Retrieved February 14, 2018, from https://www.youtube.com/watch?time_continue=37&v=ZwGNZ63hj5k

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Within the third of Flawless Consulting, Peter Block (2011) puts a greater emphasis on the importance of gaining insight within the discovery phase. I believe he places this heavy emphasis because of his new mindset and practice that focuses on the asset-based and future-based approaches.  After reviewing the work done by Jerry and Monique Sternin, who deal directly with problems that almost seem impossible to solve as consultants, there is hope to focus on what the strengths of the community or organization are and how to approach these "unsolvable" problems (Block, 2011).  The Sternin'sapproached sections within organizations where people were successful, gaining helpful insight to what is actually working within the discovery stage on consultation (Block, 2011).  When you begin to ask the questions on what is working for one group you begin to gain the insight to help other units mimic the success.  Organizations can build and learn off one another, creating a plan of action that will generate the same achievements.

A strengths based approach focuses on the strengths of the organization and the individuals that make up that organization.  While consulting, you should be gathering data on what is working and help that drive your recommendations.  Looking more at the positives of what the company is doing right, will show an appreciation.  The more common method that consultants use is a problem-centered approach. This is when there is a problem within the organization and the consultant is brought in as the expert to solve that problem. I found a YouTube Video on the strengths based approach that breaks down the meaning in a clear and concise way. It is a nice reference to turn back to when you need a reminder of what the strengths based approach is about.

https://youtu.be/eGaEAzqWeQQ

Block, P. (2011).  Flawless consulting: a guide to getting your expertise used (3rd ed.). San Francisco, CA: Jossey-Bass & Pfeiffer

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Research, insight and action are important to the discovery phase of a consulting project.  According to Block (2011), “there are two primary purposes for this phase: to develop an independent and fresh way of looking at what is going on and to create a process that leads to client commitment, ownership, and action.  This means that the goal of discovery is not to be right but to be effective and powerful” (p. 159).  Consultant/client relationships, invested interest of both working toward positive solutions matters the most in order for action and implementation to be successful.  Consultants need to build and maintain relationships and collaboration during the discovery phase which is why there is a greater emphasis on the importance of generating insight.  Generating insight is important during the discovery phase because it is important for consultants to serve as a guide for the client(s) seeking insight about what is working, their needs, wants and goals and ensure that the client(s) are fully engaged and participate in the entire discovery process, which will motivate the client(s) toward action and successful implementation.  Block (2011) underscores this consultant methodology approach by stating, “the stance we want to take is that we can be a guide through a process of discovery, engagement, and dialogue in which our clients will find an answer to their question and launch an implementation that will be enduring and productive” (p. 163).  Generating insight by process of discovery and dialogue can reveal the real problem (not just the presenting problem) long-term solutions require the client to rethink and rearrange the way they work and perform which affects the potential of creating action.

In order for consultants to guide clients toward the potential of creating positive action, they need to allow space for resistance and have continued dialogue on why there may be resistance as well as building the client’s internal commitment each step of the process (Block, 2011, p. 163).  In order for the client to maintain strong commitment toward a positive solution, they need to be engaged and collaborate with the consultant on ways to handle politics, personalities and other factors that they have control over that can affect the situation.  The consultant should pay attention to the attitude of the client throughout the entire process (Block, 2011, p. 165) which will influence the client’s level of engagement.  According to Block (2011), four ways to create action is for the consultant to communicate to the client about what they can do and next steps, use everyday language to provide clarity, pay attention to their relationship with the client every step throughout the process, determine how the organization is functioning and the client group is being managed (p. 165).

Many clients within organizations come to the contracting/discovery phases with a problem-centered approach.  “Organizations become problems to be solved if we focus on the problems and weaknesses” as stated by Jon Townsin (2013).  Appreciative Inquiry is a more effective way to promote positive change within organizations.  Appreciative inquiry engages people within organizations to focus on people’s strengths and what is already working (Townsin, 2013).  People like to share stories about their successes and experiences that effected positive change.  “Generating a positive image of the future influences our behavior in the present which brings positive result” as stated by Townsin (2013).  Appreciative Inquiry facilitates learning and organizational innovation because by prioritizing time to have teams recognize, reflect and share positive achievements and successes will enhance inspiration and motivation to create opportunities for new successes.  Surveys that capture low morale of the employees will prevent motivation and inhibit innovation and new programs for organizational development and growth (Cooperrider, 2011).  For instance, recently I attended a campus-wide meeting presented by a top financial administrator at our institution who shared success stories about faculty and staff who created innovative programs, which maintained a healthy financial infrastructure for the institution.  He also posed the question, imagine how good it could improve if we work together collaboratively using our strengths and talents in order to expand our financial infrastructure?  This question posed created a unified excitement and motivation among faculty and staff in the room to explore new possibilities using a new financial infrastructure to design new learning programs campus wide.  By having the focus of the presentation capture the strengths and positive successes campus-wide leads the employees to want to work together as a unified team that will positively influence our future financial landscape and endless possibilities of growth and innovation.  The same appreciative inquiry approach is important for the consultant/client relationship to motivate and ensure a strong commitment level of engagement every step of the way toward a positive and innovative solution.

There are differences between a problem-centered approach and a strength-based approach.  According to Block (2011), a problem-centered approach is having clients/consultants focus on what is wrong, deficiencies or what is lacking within an organization rather than a strength-based approach that focuses on what is working, and utilizing the strengths and talents within the organization toward a positive solution (p. 159).  For the strength-based approach, consultants and clients should direct the dialogue seeking insight about what is unique to the successes and listen to examples of what is working.  The main difference is using an approach that either focuses on the problem or an approach that focuses on possibilities and forward thinking.  Utilizing a strength-based approach aligns with appreciative inquiry in focusing on the strengths, talents, what is working as well as the client(s) dreams and visions for the future, which maintains a positive and motivating dialogue during the discovery phase of the consulting project.

References

Block, P. (2011).  Flawless consulting: a guide to getting your expertise used (3rd ed.). San Francisco, CA: Jossey-Bass & Pfeiffer.

Cooperrider, D. (2011, September 1).  Appreciative Inquiry: A Conversation with David Cooperrider.  Retrieved from YouTube: https://www.youtube.com/watch?v=3JDfr6KGV-k

Townsin, J. (2013, July 12). Appreciative Inquiry. Retrieved from YouTube: https://www.youtube.com/watch?v=QzW22wwh1J4

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We often hear people speak of their “Aha” moment. Although cliche’, the term captures the excitement experienced when one obtains true understanding and insight into their perceived problem. This excitement often acts as a catalyst and provides the motivation to turn understanding into action.  It is an acknowledgement of this excitement and the positive energy it generates that I believe influenced Block’s decision to emphasize the importance of generating insight through the consulting process in his third edition of Flawless Consulting. As Block (2011) shares, when the client can decipher the puzzle and come to a true understanding of what is causing the discomfort caused by their problem, they will find the answers and implement sustainable solutions. The “Aha” moment provides the stimulant for the client to think and act differently. Therefore, in his opinion, the role of the consultant is to facilitate the process of exploration and assist the client in asking the right questions to understand the root cause of the problem.

When comparing problem centered approaches to strength-based approaches the most obvious difference is the focus on what is positive vs. what is often perceived as negative. As Block (2011) points out by identifying something as a problem it already has a negative connotation as something that is wrong. Whether intended or not, this approach can lead to a person believing that they are wrong, and the source of what needs fixing (Block, 2011). This can in turn have negative effects on morale. Problem centered approaches also are cemented in the past, the history, the causes, the options for correction (Block, 2011). Strength based approaches focus more on the future by identifying the strengths of the organization and capitalizing on them to move ahead. The best of the past is brought forward, and the focus is on what can be.

Relevant article: https://gbr.pepperdine.edu/2010/08/a-blueprint-for-change-appreciative-inquiry/
In this article, Egan, T. and Feyerherm, A. (2005) suggest that in using Appreciative Inquiry the consultant offers the client the opportunity dream about the future and to create the ideal. The past is relevant, but only to serve the purpose of identifying what is good and right and worthy of incorporating into the future state.  Egan, et. al (2005) identify that through this unique form of questioning, the people involved begin to collectively learn more about themselves, their passions and their hope for what can be.  Once this future state is identified, the process of transforming the design into reality begins. This positive momentum creates a level of commitment and accountability that offers an opportunity for true transformation rather than just a “fix” of a problem.

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The third addition of Flawless Consulting contains a new emphasis on insight. Block (2011), states “The shift from problem to possibility grows out of the belief that dramatic change or transformation comes not from problem solving but from a more future-minded way of proceeding” (p. 160). While he was discussing diagnosis and discovery there, it helps to answer his new emphasis on insight. Adding the emphasis on insight was a way of Block being more future-minded; he saw a shift in what he was doing so he made an adjustment. In an effort to show clients that we will help to answer their question and assist in implementing change it is important for them to see we can guide them. We can guide them through discovery, engagement and dialogue (Block, 2011). To guide a client through those steps a consultant must gain insight.

Some people in the workplace find something wrong in a process, procedure or person and some look at what is working and aim to highlight and deepen those strengths (Block, 2011). In a problem-centered approach, the consultant and client focus on the bad. They focus on the deficiencies rather than strengths (Block, 2011). In strengths based approach consultants and clients focus on the opposite. They focus on what is working; the gifts and they seek to take advantage of those assets (Block, 2011).

Block, P. (2011).  Flawless consulting a guide to getting your expertise used (3rd ed.). San Francisco, CA: Jossey-Bass & Pfeiffer

C. (2016, April 20). Appreciative Inquiry: 4 Steps To Creating Your Dream Future. https://positivepsychologyprogram.com/appreciative-inquiry/

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I personally feel that Block put a great emphasis on insight in this book because as times change, we learn to evolve and discover new ways to do things. This can be said about any aspect of life, but especially consulting. He describes how consulting once was looked at as, there is a problem, lets follow the approach to fix it. But this isn’t always the best approach nor the most productive. One question that stood out to me in reading was “Are we here to solve a problem or create a new future for ourselves” (Block, 2011, p.160)? If we take the time to recognize the issue, but also learn further background information to encompass the whole situation, we can start off on the right foot to produce a stronger future and tackle the problem along the way.

When we focus on discovery, the idea of action needs to be in mind. They must go hand-in-hand rather than thinking of discovery as a means of research. We as the consultant must go much further than simply research and then addressing the issues we see. “The purpose of discovery is to mobilize actin that will improve the organization’s functioning. The purpose is not research, which is aimed at simply understanding something and treats the understanding itself as enough…Our objective is action, not understanding” (Block, 2011, p.164-165). With taking an action approach, the client will most likely have a more positive experience and be onboard for implementation to a positive future as it will show that you took the time to gain the insight rather than the cut and dry research approach.

Helpful resource(video): The Strengths Based Approach - Experiencing Success In Meaningful Way

The difference between a strength-base approach and a problem-based approach is clear. If we focus on the problem, we are recognizing all the negative factors that created an issue. “When we focus on the problems, we deny the people the chance to face the challenge” (TeamResil, 2013). When we switch our perspective to a strength-based approach, we are not neglecting the problem but instead focusing on our strengths that we can use to help accomplish the issue at hand. I thought this video (referenced below) was extremely helpful in gain clarification about the two difference perspectives and provided a great learning opportunity.

Block, P. (2011). Flawless consulting: A guide to getting your expertise used (3 rd ed.). San Francisco, CA: Pfeiffer

TeamResil. (2013, April 8). The strengths based approach - experiencing success in meaningful ways. [Video file]. Retrieved from https://www.youtube.com/watch?v=eGaEAzqWeQQ

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Data is a crucial tool in consulting whether you are an internal or external consultant. My belief is that Block decided to emphasize the importance of generating insight because as the roles of line managers, and consultants changed data has become crucial in telling the story. Block presents the idea of the "presenting problem". The presenting problem is a term used to describe the cause of difficulties according to the line manager (Block, Flawless Consulting, 2011, p. 168). Line managers will always point to a cause that will keep their credibility intact. As a consultant our job is to identify the true issue faced by the organization, technically or culturally. Hearing that the issue lies with them may be met with resistance from these line managers.

By including line managers in the insight gathering process an easier path to success in the consulting process is created, but there are risks. As Block mentions in his book one of the biggest risks with including line managers is that the data may be distorted by the organization to remain in good standing (Block, Flawless Consulting, 2011, p. 32). However the risk may be worth the reward in many situations. In my opinion if the line managers are included in this process they are going to witness the story being told through the data that is being discovered. If managers are included they will see the whole story, and it will help build the relationship between consultant and manager. This data collection and relationship building will result in the consultants potential for creating action.
Link to Appreciative Approach Chapter

http://bit.ly/2niAHeZ

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I think that Block started to emphasize the importance of generating insight because as the market started to change, so did his thoughts on approach. Block states that "As common as this expectation is, it has the limitations of being strictly problem focused, and it has the consultant doing the bulk of the discovery" (2011, p. 159). Although there are two approaches, it seems that Block really believes that creating a new future and being asset-based creates the relationship with clients that is needed (Block, 2011, p. 160). Block comments that when there is a specific problem, a direct analytical and technical solution is what is required however both paths are important and needed (2011, p. 160).

Generating insight impacts the potential for creating action because the relationship is vital to success in the project. Block comments that if you want to create ownership of what you come up with, the relationship aspect of the discovery process is very important (2011, p. 160). Involving the clients in the process of discovery helps to get the clients on board and for them to understand the action that is needed.

A great resource about asset-based consulting is this conversation with Fred Balboni, of IBM Global Business Services, a global leader of business analytics and optimization.  https://www.youtube.com/watch?v=n046tpFD9UE

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Positive perspective is an empowering and a team building approach. When you look at what is right, you can build a better system around those attributes.  We all can come up with the laundry list of what is wrong, pretty quickly.  In compiling said list, an individual could get discouraged and feel like the task is too big to tackle.  Meaningful change is derived from teams pulling together for a positive change in positive light.  Focusing on what is right frames the attitude of the project because people can see the assets more than the liabilities.  What I have learned from multiple data driven projects is data can lead to insight which leads to action.  If you have data, clean data, and interpret it well, the right questions can be asked and insight is gained.  The data and dialog are key to insight and with great insight the correct action plan becomes very clear.  The challenge with insight is not all individuals a part of the project can come to the same conclusions from the data. Merging perspectives of the group can enhance insight to action.  https://www.ncda.org/aws/NCDA/asset_manager/get_file/54958?ver=390 This is an article I found on the National Career Development Association helped me understand the Appreciative Inquiry.

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Peter Block chooses to place a greater emphasis on generating insight because it implies a deeper under understanding of the problem, process, or strength in the focus of the engagement paired with action which can be carried out by the consultant or client after the engagement.  The insights delivered should offer a higher level of value to the client.  My immediate thoughts went to data, information, knowledge, and wisdom hierarchy.  At the base level you have plethora of data.  The data is without context is of limited value though.  As you make your way through the maturity model you gain context, understanding, and higher value out of a smaller subset of information until you arrive at wisdom.  When you have a clear picture to the meaning of the information, you are able to make the best decisions using it and potentially even predict future elements and outcomes.  Insight to me follows a similar trajectory where you start with data and observations which ultimately resolve into actionable insights with a higher value.  In performing flawless consulting, we should strive to Block (p.164) "mobilize action that will improve the organization's functioning. The purpose is not research, which is aimed at simply understanding something and treats the understanding itself as enough."

Data by itself can lead to action, but the action most often is without structure and focus.  To efficiently leverage the data the best approach is to apply context to the data.  Applying the context lends a deeper understanding the whole picture which is required to make the best possible decisions in support of the initiative you are engaged in.  The context is made up of business processes, policies, and people that shape the work being performed.  When those begin to come into focus, solutions or innovations can be found to improve on the current state.  Business process or policies can be changed with a predicted outcome in mind.  The act of generating insights often, critically, involves the collaboration of your client.  So even in this early stage they are engaged. Additional opportunities for improvements outside of the scope of your work may surface, which I have also seen lead to action due to their engagement in the process.
The following Ted talk by Cormac Russell (https://www.youtube.com/watch?v=a5xR4QB1ADw), I found to be a very good overview of the differences between a problem-centered approach and a strength-centered approach.