Using Appr
Using Appreciat
eciative Inqui
ive Inquiry to drive chang
ry to drive change at
e at the BBC
the BBC
Sam Berrisford
Sam Berrisford,, internal commuinternal communicatnications partneions partner,r, BBC BBC Eve
Ever heard the phrase:r heard the phrase: it’it’s not what you says not what you say,, it’it’s the way that you say it? s the way that you say it? ThisThis observ
observation gets to the ation gets to the heart of Appreciativheart of Appreciative Inquiry,e Inquiry, an engagementan engagement technique with the potential to change the way people within an technique with the potential to change the way people within an organiz
organization talation talk to each otherk to each other.. Here,Here, Sam Berrisford deSam Berrisford describes hoscribes how thisw this simple techniqu
simple technique not only involve not only involved employed employees in change at the BBC,ees in change at the BBC, butbut placed them in the driving seat of a major cultural transformation.
placed them in the driving seat of a major cultural transformation.
Appreciative Inquiry (AI) uses structured dialogue to generate a collective image Appreciative Inquiry (AI) uses structured dialogue to generate a collective image of a new and better future for an o
of a new and better future for an organization.rganization. It explores the best of what isIt explores the best of what is within the organizatio
within the organization and what has been before.n and what has been before. It attaches an element of It attaches an element of formality to the process of learning from organizational experience and is, formality to the process of learning from organizational experience and is, criti
criticallycally,, forwforward-lard-lookiooking and positing and positive.ve. In practiIn practice,ce, AI can take many formsAI can take many forms,, although its most vigo
although its most vigorous exponents Coorous exponents Cooperrider & Srivastva,perrider & Srivastva, strive to maintainstrive to maintain the integrity of the fo
the integrity of the formal process.rmal process. In their 1987 article In their 1987 article “Appreciativ“Appreciative Inquiry ine Inquiry in Organizatio
Organizational Life”nal Life” they describe the they describe the process in process in detail.detail. Put simply
Put simply,, you ask people what’you ask people what’s good about their organization and hos good about their organization and how it couldw it could be made even
be made even better,better, rather than asking rather than asking them “them “what’s what’s wrong?”wrong?” The negativeThe negative framing of this question tends to generate the very issues and problems you’re framing of this question tends to generate the very issues and problems you’re trying to
trying to understand and understand and resolve.resolve. Ideally,Ideally, AI breaks AI breaks this cycle this cycle of negativeof negative think
thinking,ing, unlocunlocks experienks experience and knowledgce and knowledge,e, and releases the creatiand releases the creativity andvity and development potential of the
development potential of the organization.organization.
Appreciative Inquiry and the BBC
Appreciative Inquiry and the BBC
W
We have to watch our terminology at the BBC.e have to watch our terminology at the BBC. In addition to ApprIn addition to Appreciate Inquiry,eciate Inquiry, AI also stands for Appreciation Index – a standard measure of audience reaction AI also stands for Appreciation Index – a standard measure of audience reaction to a progra
to a program (the higher thm (the higher the AI,e AI, the morthe more appreciae appreciated the proted the program).gram). In ITIn IT research
research AI stands for artificial intellAI stands for artificial intelligence,igence, and in animal and in animal husbandry it refers tohusbandry it refers to artificial insemination.
artificial insemination. There’There’s also some debate within the BBC about thes also some debate within the BBC about the spelling of
spelling of “inquiry”“inquiry” which manwhich many regard as a miy regard as a misspell of “enqsspell of “enquiry.uiry.”” (A call to our(A call to our pronunciation unit and a consultation with the OED attaches equal value to both pronunciation unit and a consultation with the OED attaches equal value to both spell
spellings,ings, hence hence “inqu“inquiry”iry” is used in thiis used in this articles article).).
Concern around meaning and usage of language reflects the kind of culture that Concern around meaning and usage of language reflects the kind of culture that exists wi
exists within the BBCthin the BBC.. It’It’s doubtfus doubtful,l, for examfor example,ple, we could havwe could have introde introduced auced a process o
process overtly called vertly called “Appreciativ“Appreciative Inquiry”e Inquiry” into thinto the organize organization.ation. Our peoplOur peoplee are highly suspicious
are highly suspicious of jargon,of jargon, especially when it’especially when it’s business related.s business related. This is partlyThis is partly a result of the organization’s focus on journalism – the BBC employs more than a result of the organization’s focus on journalism – the BBC employs more than 5,000 journalists and a larger number of independent-minded producers and 5,000 journalists and a larger number of independent-minded producers and editors.
editors. Many of oMany of our senior managers and leaders come from this prour senior managers and leaders come from this professionalfessional backgr
background.Tyound.Typicallpically y they are questioninthey are questioning,g, challchallenging and critical;enging and critical; analyanalyticaltical and mistrusting
and mistrusting rather than rather than constructive,constructive, intuitive and intuitive and trusting.trusting. This is a This is a cultureculture where dialogue is the norm to resol
where dialogue is the norm to resolve an issue,ve an issue, where autocracy is resisted as awhere autocracy is resisted as a matter of course and where every decision is challenged as of right.
matter of course and where every decision is challenged as of right. Things getThings get done by influence and persuasion.
done by influence and persuasion.
These attitudes also support a truly creative cult
These attitudes also support a truly creative culture.ure. Our core vision talks inOur core vision talks in terms of making an inspiring creative and cultural contribution to the UK and to terms of making an inspiring creative and cultural contribution to the UK and to the world.
the world. A look at our A look at our TVTV,, radio and online output will provide strong evidenceradio and online output will provide strong evidence CASE CASE STUDY STUDY
of our ability to deliver this vision.
However, in mid-2002, when the story of AI in the BBC really begins, it was an organization perceived by its people as being a difficult place to be creative, where teamwork was low, leadership poor and competitive behavior was high on
personal agendas. The BBC’s then executive committee, under the leadership of director general Greg Dyke, started to look at how this culture could be changed. The program was called “Making it Happen” and it’s worth reading the account of this culture change program and the leadership approach that underpinned it in Dyke’s book, Inside Story1. Making it Happen used the application of
Appreciative Inquiry in a complex employee consultation exercise called “Just Imagine.”
Using AI as a culture change tool
For six months in 2002, over 10,000 employees (approximately 40 percent of the total BBC) took part in over 200 meetings across the UK and around the world. Attendance was voluntary and, in sessions that could include from 25 to over 200 at one time, people paired up and held reciprocal interviews about their positive experiences at the BBC. They talked about successful moments and about what made them proud. The simplified AI structure we used asked them to consider three key questions:
1. What has been the most creative/valued experience in your time at the BBC? 2. What were the conditions that made that experience possible?
3. If those experiences were to become the norm, how would the BBC have to change?
Each pair discussed what they had discovered at their table, usually of about 10 colleagues, and the most powerful and affecting stories were then shared with the whole group. The process had a profound impact on some people – 15 minutes of absolute focus and attention – and for some it was the first time anybody had asked them what they thought and felt about the BBC.
Unlocking the emotions of affection, pride and loyalty could be a very moving experience for participants and throws light on the complex nature of the psychological contract our people have with the organization. Exposing the
relationship between the individual and their organization was an unexpected by-product of this, and may yet be the most subtle and significant consequence of using the process.
How the AI process worked
In process terms, Just Imagine was carefully designed and extensively piloted before launch. Core elements were fixed so that data could be generated in a standardized way and stories, quotes and ideas for action were recorded on laptops during the sessions.
In all there were over 98,000 ideas and suggestions (15,000 unique ones) which were captured, analyzed and fed back to divisional and pan-BBC change teams for evaluation and implementation. It led to 35 concrete initiatives for change at the BBC, from new insights into the BBC’s audiences to new flexible working and holiday arrangements.
A mandate for change
In his book, Greg Dyke writes, “The amount of raw data that came from staff who had participated in the Just Imagine sessions was worth its weight in gold. Most of all, it gave me a powerful mandate for change. I no longer had to say, ‘This is what I believe should happen,’ or ‘‘This is what the executive believes should happen.’ I could look staff in the eye and say, ‘This is what you told us you wanted.’”
There were a lot of quick wins that were cheap and easy to achieve. They were implemented almost immediately, demonstrating visible engagement with the outputs of the sessions. Some issues were more complex and difficult to address. These included a demand for more feedback and development; a flexible holiday scheme; job shadowing; an enhanced induction program for new joiners; and a new development program for the BBC’s 7,000 leaders. These initiatives continue today because the ownership and commitment to them lies with the people who created them.
The process generated nearly 4,000 comments and suggestions about the values and behaviors of the organization. These were distilled down to six core
aspirational values:
• Trust is the foundation of the BBC: we are independent, impartial and honest. • Audiences are at the heart of everything we do.
• We take pride in delivering quality and value for money. • Creativity is the lifeblood of our organization.
• We respect each other and celebrate our diversity so that everyone can give their best.
• We are one BBC: great things happen when we work together.
Gaining support for values
Our most recent employee survey results continue to show significant support for these values – even a year after Greg Dyke’s departure. They will endure because they are a reflection of the core intrinsic values of our people and have been created by them. They are owned by staff, not imposed from “the top.”
Overall, the Just Imagine process and its application of AI principles has helped shift the culture of the BBC. It reconnected people with their emotions and gave them a positive sense of what could be. This positive energy created a powerful momentum, people felt that their opinions mattered and that they could make a difference. The organizational mindset was significantly changed.
The role of leadership
Much of this culture change was led by Greg Dyke in his role as director general. He associated himself strongly and personally with the project and developed a powerful emotional connection with large numbers of BBC staff – and they with him. When assessing the impact of initiatives like this it’s impossible to discount the impact of a charismatic and committed leader.
The power of this connection was graphically illustrated by employees’
spontaneous outburst of emotion following Dyke’s resignation in January 2 004 as a result of the publication of the Hutton Report2. Employees demonstrated
outside BBC buildings all over the country, pleading for him to stay. An exceptional reaction to the departure of a senior executive.
Life after Making it Happen
Dyke’s departure and the subsequent appointment of a new director general, Mark Thompson, represented a major disruption in organizational life at the BBC, a period from which it’s only now beginning to emerge. Clearly, disruption can create positive opportunities for change and we’re seeking to make a further radical transformation. Under Thompson’s leadership, we’re working to create a BBC fit to fulfill its public service role in the future digital world.3
The BBC’s organizational development and internal communication teams are building on the relationships developed during Making it Happen to help make this transformation a success. This isn’t always easy during structural change, where jobs are at stake. But as we move into the next phase, which includes the reinvention of our program, genre and creative strategies, our ability to have a creative dialogue at team level will be a hugely valuable asset.
Lessons learned
The application of Appreciative Inquiry as a tool to unlock the collective
intelligence and experience of our people has been important to the success of the culture change program at the BBC. However, we recognized from the
beginning that our use of AI was limited in scope. If we had developed its use to the full, then the origination and ownership of change would have stayed at team level (possibly with a strong and supportive corporate integration strategy).
We took a basic approach and simply used AI as a means to facilitate consultation and involvement in a positive framework. Critically, we called it something staff could identify with – Just Imagine.
Our people generated powerful creative ideas about our corporate values and how we could improve the BBC and make it a better place to work. These ideas were then evaluated by senior project teams, prioritized, approved by the Executive Committee and implemented in the organization through new corporate mechanisms.
Clearly, every organization is different and has different needs depending on its stage of evolution and the demands of its external environment. For the BBC, AI was the right tool at the right time. It set up a willingness to be involved which still permeates our workplace. It initiated some key change projects around
leadership training, feedback and development, working conditions and the use of space in our buildings.
AI also provided, and continues to provide, a platform for creative dialogue. At team level it helped build communication within and between teams and through the line and, most importantly, it ensured ownership and “buy in” to our
corporate values.
Any face-to-face encounter has the power to generate energy. This can have a negative effect, which drives confidence down and diminishes the individuals
concerned as well as their organization. Or the encounter can be a positive event which is creative and life enhancing. AI is about releasing positive energy from the communication between individuals to their personal benefit and the overall well-being of the organization of which they are a part.
The views expressed in this article are those of the author and not those of the BBC. References
1.Inside Story by Greg Dyke, Harper Collins, 2004
2.The published findings of an inquiry into the circumstances surrounding the death of civil servant Dr David Kelly, and the actions of government and the BBC (www.the-hutton-inquiry.org.uk/content/report/).
3.For more information about the BBC: www.bbc.co.uk/info/
Web resources:
Appreciate Inquiry Commons (http://connection.cwru.edu/ai) AI Consulting (www.aiconsulting.org)
