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.

 

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

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

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.

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

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/

 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.  

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. 

Block, P. (2011).  Flawless consulting: a guide to getting your expertise used (3^rd 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

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 

 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.

Block, P. (2011). Flawless consulting: a guide to getting your expertise used (3^rd 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

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.  

 

I think Peter Block accentuated on the value of insight because of the increasing demand on data in the 21^st 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.

 

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.