APPRECIATIVE INQUIRY

Background

This toolbox has been developed using content and ideas generated during two large scale conversations in January 2023.

Over 90 people from across the Commission attended and shared stories, hopes and ideas around 5 conversation areas:

• Liberating Leadership
• Appreciative Conversations
• Strengths
• Belonging
• Personal Development

These conversations were underpinned by the Personal Leadership Programme. This programme created the opportunity for everyone in the Commission to complete a 3-month self-directed development programme. This programme explored:

• Values and Beliefs
• Responses to Change
• Communication Patterns and Impacts
• Strengths and Appreciation

Process

The process used to conduct the conversations is called Appreciative Inquiry(AI). You can learn more about Appreciative Inquiry by watching the two videos below.

The first is an overview from a UK psychologist Sarah Lewis who has written and practiced AI extensively in the UK and worldwide, and the second is a practical introduction to the 4D model, which is ‘how’ you do AI.
The latter is the framework that we used in the January conversations.

Appreciative Inquiry is about having different kinds of conversations about all the things that matter to us as people. In the case of the conversations that we had in the Commission in January these are all about important areas that make people feel better at work: How you are led, how you are communicated with and communicate with others in turn, how you can play more to your strengths and help others to do the same, how you belong and how you can help others to belong, and how you have those conversations about development, improvement and personal change.

The 4D format of the conversation on Liberating Leadership is shown below. All conversations followed this format.

Outputs and Artefacts

One of the highly significant things about Appreciative Inquiry is that at each stage of the 4D framework, themes and insights are agreed by everyone who is part of the conversation. This means that the visions and actions for the future are co-created at each stage of the conversation. Therefore, when you get into each section of this toolbox, the words, the hopes and dreams, the ideas, and the actions have all come from the people at the table during that conversation.

The Output

The output is this website. Everything that was spoken about has been brought together here in this website. That will include themes of what mattered to them personally in the context of the conversation. These will be represented as guidelines and founding principles for the kinds of conversations they want to have moving forward. In addition, this creates a vision for how the Commission can be the best version of itself and what is needed from leadership to make that happen.

The Artefacts

Appreciative Inquiry is a creative way to have a conversation that is ‘generative’. In other words, something happens after the conversation is over – there is energy and a roadmap for change.
The artefacts that are shared on this website have been created by your colleagues on A1 foam boards with prepared colours and guidance to ensure consistency that makes it easy for anyone not in the room to get engaged with the forward plan.

Below you can see the overall ‘picture’ of the two conversations.

Connecting to the Commission’s desired Culture and Strategy

It is helpful to understand how this work fits with other strategic initiatives within the Commission. Below the detail of the Commission Charter, take time to connect the types of conversations outlined above to the commitments below. You can notice how the intentions to have different conversations can help to deliver on the charter.

 

Electoral Commission Charter

 

We are inclusive and respectful by:

• Being open to new ideas and new ways of thinking, and valuing different knowledge and skills
• Creating a workplace where everyone feels supported and encouraged to contribute and achieve their
  potential
• Standing up against bullying and harassment and having the tools and support to report behaviour of
  this nature
• Creating an open, welcoming and inclusive environment for all

 

We are professional and supportive by:

• Striving to develop professionally and personally with a focus on high-quality work
• Providing everyone with opportunities to learn and develop, prioritising and encouraging growth
• Welcoming and delivering feedback in a positive and constructive way
• Asking for help where we need it and being prepared to help others
• Championing others’ professional or personal achievements

 

We are collaborative and flexible by:

• Working collaboratively with teams across the Commission, sharing resources, knowledge and ideas,
  and supporting each other to achieve the Commission’s goals
• Being understanding and flexible to our colleagues’ individual needs and circumstances and to
  different ways of working
• Being open to change and the opportunities it brings

Connecting to the Corporate Plan and the People Strategy

We are a learning organisation where improvement is continuous and resources are used effectively.

We offer our employees lifelong skills by creating a positive environment for learning which will be continuous and actively encouraged in order to empower and incentivise employees to learn and grow, and to take ownership
for developing their career.

We want to reshape the performance Review Process making it more sustainable with a long-term focus on Development, through an emphasis on an open, honest, and constructive conversation and by integrating it with
other vertical people practices.

We are a skilled organisation where diversity is valued.

We will implement refreshed working practices to reflect wider changes in our work environment and culture, attract, retain, and develop the people we need and maintain and improve high standards of leadership and
management, with a focus on developing our people.

Listen to your colleagues talk about their experiences.

If you would like to join a conversation, please contact Laura De Shivanovits: [email protected]

LIBERATING LEADERSHIP

18 of your colleagues were asked, ‘Tell us about a time when you had a manager/leader that liberated the best in you?’. This story could be about any manager or leader and didn’t need to be work related. Irrespective of who the person was, the themes around why they ended up feeling that way were very strong.

25 January the following people co-created this graphic:

Ben Hancock, Esrar Ahmed, Gulderen Harwood, Jenny McKenzie, Katy Knock, Louise Edwards, Sarah Wass and Shaun McNally

EMERGING VISION

THE IDEA

The Playground – The idea is a space, both virtual and physical, where people can ‘play’. They can take ideas out for a spin (roundabout), free from judgement. They can collaborate with others back and forth (see-saw), they can pilot ideas in a safe space (sandbox), and they can share their lived experiences for others to learn from (playhouse). A place to be creative and innovative, yet supported and safe, and maybe even with jigsaws or games to get the creative juices flowing.

26 January the following people co-created this graphic:

Carol Sweetenham, Denise Morgan, Jane Gordon, Jonny Mitchell, Kieran Rix, Mel Davidson,
Natasha Brissenden and Stephen Wilson

EMERGING VISION

THE IDEA

The idea was to form an ‘A’ team – a team comprising of different levels/ areas of the organisation that could ‘parachute’ in when requested to help a team grapple with a particular issue/ piece of work/ problem. The idea being that this would foster a culture of empowerment and trust in all levels of the organisation and that everyone has an idea/ something to contribute.

PERSONAL DEVELOPMENT

18 of your colleagues were asked, ‘Tell us about a personal development conversation that really shaped you? This story could be about any conversation and didn’t need to be work related. Irrespective of who the person was, the themes around why the conversation shaped people were very strong.

25 January the following people co-created this graphic:

Alice Taylor, Amy Symons, Andrew Simpson, Dan Adamson, Fadilah Shuaibu, John Franks, Ryan McCulloch and Tracey Blackman

EMERGING VISION

THE IDEA

Personal Development through Practice. Moving from hierarchal development processes to making use of greater autonomy and skills across the commission. This process will develop confidence and trust and support people to think beyond their current roles and responsibilities. In this way of working, people can come forward and ask for support and have that provided by colleagues.

26 January the following people co-created this graphic:

Andy O’Neill, Cindy Williams, Craig Westwood, Dan Adamson, Jane Clarke, Joanne Anderson, Shaun McNally and Tim Crowley

EMERGING VISION

THE IDEA

Our idea is to create time and space to allow the conversations everyone wants to have, to happen. For everyone to build into their schedule (with the same priority as operational work), the time to give meaningful feedback, and for leaders to allow the time for others to think and solve problems themselves.

CONNECTING TO STRENGTHS

18 of your colleagues were asked, ‘Tell us about a time when you were part of a team, playing to your strengths and making a difference?’
This story could be about any team and didn’t need to be work related. Irrespective of who the person was and what the team was doing, the themes around making a difference were very strong.

25 January the following people co-created this graphic:

Aaron Bowater, Adrian Fryer, Hamish Love, Jay Padharia, John Clubb, Neil Tingay and Niki Nixon

EMERGING VISION

THE IDEA

Challenge tank – an advisory group made up of colleagues from across the Commission, based on their strengths and skills, rather than their job role or seniority. The challenge tank would review and scrutinise corporate projects and decisions and then make recommendations for action. The membership would rotate and renew on a regular basis, ensuring colleagues with the appropriate strengths were advising on each project.

26 January the following people co-created this graphic:

Adrian Green, Kathryn Dunn, Mark Pascoe, Michela Palese, Sarah Mackie and Tom Hawthorn

EMERGING VISION

THE IDEA

Historically we allocated and completed work based on what we ‘thought’ our strengths and the strengths of others were. If we use the Strengths Reports completed across the Commission to increase awareness of ‘actual’ strengths, we create a free and open starting point to have different and more curious conversations. This fosters growth at all levels and impacts autonomy, appreciation, and well-being.

APPRECIATIVE CONVERSATIONS

18 of your colleagues were asked, ‘Tell us about a time when you communicated in an appreciative way and were proud of the outcome?’ This story could be about any conversation and didn’t need to be work related. Irrespective of who the conversation was with, the themes around being proud of the outcome were very strong.

25 January the following people co-created this graphic:

Amy Tijou, Caroline Dunmore, Claudia Botturi, Gilly Bloom, Jessica Cook, Laura de Schivanovits, Martin Carr and Phil Thompson

EMERGING VISION

THE IDEA

Marble Moments: seeing things from a different perspective. Create a social platform where people can upload as much personal information as they feel comfortable with, i.e. hobbies/ non-work related skills/ knowledge they possess. This can be accessed by everyone and can help to create social connections and appreciate each other by seeing one another from a different perspective. This is supported by weekly ideas for different conversations.

26 January the following people co-created this graphic:

Heather Bush, Jeremy Bridge, Katharine Sparrow, Kieran Docherty, Laura de Schivanovits, Mark Nyack, Peter Forrester and Zoe Rodkoff

EMERGING VISION

THE IDEA

We trial a way of problem-solving that involves people from a range of skill sets and directorates coming together to discuss an issue. The focus will be on trying to utilise different skill sets to produce novel and innovative solutions that push the Commission forward. The meetings would be short and intensive, focussing on bringing forward a range of voices.

BELONGING

18 of your colleagues were asked, ‘Tell us about a time when you were part of a team/ organisation where you really belonged?’ This story could be about any team or organisation and didn’t need to be work related. Irrespective of where that was, the stories around the feeling of belonging were very strong.

25 January the following people co-created this graphic:

Andreea Ghita, Ailsa Irvine, Catherine Uphill, Denise Bottom, Laura Douglas, Mathias Rosengren and Olu Otedola

EMERGING VISION

THE IDEA

We trial a way of problem-solving that involves people from a range of skill sets and directorates coming together to discuss an issue. The focus will be on trying to utilise different skill sets to produce novel and innovative solutions that push the Commission forward. The meetings would be short and intensive, focussing on bringing forward a range of voices.

26 January the following people co-created this graphic:

Binnie Goh, Bola Raj, Cahir Hughes, Charlotte Griffiths, Harriet Fielding, Mark Williams and Orla Hennessy

EMERGING VISION

THE IDEA

We want to democratise the organisation that loves democracy. We thought this should be done by a more open and shared means of making decisions across the organisation. The idea is that the decision-making would be transparent and give an opportunity for everyone to share their view. In addition, the idea of a regular event with the CEO in which he made only very short opening remarks, and the rest of the time was for an honest and open question time where people could raise anything on their minds.