Appreciative-Leadership

Chapter 3
The Practitioner’s Story: Appreciative Organisation, Appreciative Leadership and Appreciative Inquiry
My own dream was to help to develop a team that wants to come to work, wants to
make a difference, and one where members are fully supportive of each other.
I wanted to develop a team that understands its relationship with the services, the service users and the wider
organisation so as to embed good practice and quality outcomes. Most importantly, my dream was about nurturing
a team to be able to see the improvements those differences have made and sustain those differences through
partnership working, adaptability to internal and external forces, and striving for excellence in practice.
Key Objectives
This specific piece of work had the following set of key objectives:
• Making improvements through conversation-based change with services – attendance at meetings at every
level of the organisation using language that means something to the audience
• Creating new futures – utilising every opportunity within the organisation to engage and wave the flag, e.g.
Trust Engage Events, Service Away Days and Trust Study Events. This is what we can offer, how it will
impact positively to improve service delivery, resource utilisation, reduce avoidable errors, cut costs, and
innovate to improve – new technologies
• Challenge thinking that is stuck – motivate, engage, get the “buzz” back and enjoy
The key words used or acted upon in all conversations are:
• Integrity
• Respect
• Teamwork
• Accountability
• Compassion
• Excellence
These are the Values of our Trust.
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