What we offer
learning from our training to the work you do and impact the bottom
- How do your staff take what
they have learned and apply to their job?
- What outcomes do you expect
to see once they have been on a programme and returned to
- Training is only the start of
the learning journey. Organisations spend lots of money on
training but lose out on their impact as sometimes staff are not
given the space to apply their learning to their job.
As a College that specialises in the ‘wellbeing’ of people, both
mentally and physically - we can further support your organisation
go from “depression” to “Enhanced performance”
CALC will work with you to maximise the learning journey to ensure
you see impact.
Appreciatrive Inquiry (AI)
Appreciative Inquiry is a model for change
management uniquely suited to the values, beliefs and business
challenges facing managers and leaders today in any
Training companies or Learning &
Development Managers often use a form of the ‘Training Needs
Analysis’ or ‘Organisational Needs form’ to help them create
bespoke ‘training solutions’.
Both have value but they are based on asking
staff depreciative questions based on needs. For example, In
response a staff member may answer ‘I’m not good at Excel because I
can create bar charts but not do programming’ AI brings
an appreciative approach where a response might be, ‘I am good at
Excel as I can create bar charts, but I need to improve my
programming skills’. AI brings about a different mindset.
AI offers a positive, strengths-based approach
to organisational development. It values and recognises the best in
people. It gives permission to ask people questions to explore
their strengths and the discovery of new possibilities.
The differences in approach:
The AI Cycle:
The AI cycle can be as rapid and informal as a
conversation with a friend of a colleague, or as an
organisation-wide process involving every stakeholder group.
Fig 1.1: Appreciative Inquiry 4-D Cycle
Engage all stakeholders in the articulation of strengths and best
practices. Identifying “The best of what has been and what is’
Creating a clear results- oriented vision in relation to discovered
potential and in relation to questions of higher purpose, such as,
“What is the world calling us to become?”
Creating possibility propositions of the ideal organisation,
articulating an organisation design that people feel is capable of
drawing upon and magnifying the positive core to realize the newly
Strengthening the affirmative capability of the whole system,
enabling it to build hope and sustain momentum for ongoing positive
change and high performance.
At the centre of the cycle is the affirming
topic choice. The topic could have a clinical or non clinical
This process works particularly well if there are communication
issues amongst departments. Perhaps one department is performing
better than another. AI addresses these issues by bringing in key
stakeholders to discuss and learn from each other to take action.
Staff build relationships with each other which over time enhances
AIl topics become an organisations agenda for
learning knowledge sharing and action.
AI and Action Learning sets
Action learning is an educational
process whereby the participant study their own actions and
experience (possible from our training) in order to improve
performance. Learners acquire knowledge through actual actions and
practice rather than through traditional instruction.
Action learning is done in conjunction with others, in small
groups called action learning sets. It is proposed as particularly
suitable for adults, as it enables each person to reflect on and
review the action they have taken and the learning points arising.
This should then guide future action and improve performance.
Working with you, we can design
bespoke training for organisations and offer Appreciative Inquiry
& Action Learning sets as a process to help support you
articulate how your staff joint learning impacts the work they do
and ultimately their bottom line.
A day rate (6 hours) consultancy costs £1000 plus VAT per
day. We can offer a discount for those who wish to book
a series of sessions.
- Your organisation will get a
sense of what was learned on our programmes and how staff can apply
knowledge together in the AI and Action learning
- Regular reviews – we will
start to see the changes in internal processes.
- The empowerment
of staff to get their job done.
- Each person
starts to appreciate each other’s strengths.
- A group may
produce new internal handbooks that look at new ways of doing
projects better and leaner.
- Builds a culture
of recognition for good work done.
Critten P & Mortimer A 2011 Contrasting
business & Academic Expectations – You can’t get it 'write'
right away, University of Wales Institute
Cooperrider, D & Whitney, D 2005.
Appreciative Inquiry – A Positive Revolution in Change,
Berrett-Koehler Publishers, San Francisco|
For more information contact the CALC
& Business Development Team: Enterprise@rcpsych.ac.uk
; 0203 328 6168