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Appreciative Intelligence

Appreciative Intelligence

IN April 1990, shuttle Discovery launched the Hubble Space Telescope into its planned orbit. However, within weeks it became obvious that there was a serious problem with the primary mirror. Authors Tojo Thatchenkery and Carol Metzker describe the events that followed in their book Appreciative Intelligence: Seeing the Mighty Oak in the Acorn.

Congress demanded an explanation for the failure. The project and its creators became the butt of late-night television jokes. Stress was high among NASA engineers, as were health problems. “It was traumatic,” said Charlie Pellerin, the former director of NASA’s astrophysics division, who oversaw the launch of the Hubble. Nobody could see how to fix the problem, which many seemed afraid even to address.

Well, nobody except Pellerin. He not only had the initial insight to solve the problem but also found the funding and the resources to repair the telescope, for which he received NASA’s Outstanding Leadership Medal.

What was behind Pellerin’s success? There were dozens of other people at NASA with high IQ and world-class technical knowledge—they were, after all, rocket scientists. They could perform the same analysis, use the same logic, and wield the same models and mathematical formulas.

Pellerin possessed something more than the others did: Appreciative Intelligence. While he lived with the same conditions and circumstances as everyone else, his mind perceived reality very differently than others did. He reframed the situation as a project that was not yet finished, not as a completed product that had failed. He saw the potential for a positive future situation—a working space telescope. He saw how that positive future could happen as the result of technical solutions—a corrective optics package and repairs performed by a crew of astronauts—that were already possible with a rearrangement of funding and resources that already existed within NASA. By reframing, recognizing the positive, or what worked, and envisioning the repaired telescope, he was able to help orchestrate the unfolding of a series of events that changed the future.

Appreciative Intelligence is defined as “the ability to perceive the positive inherent generative potential within the present.” More simply, it is “the ability to see the mighty oak in the acorn. It is the ability to reframe a given situation (or person), to appreciate its positive aspects, and to see how the future unfolds from the generative aspects of the current situation.” These three characteristics form the foundation of appreciative intelligence.

Reframing is about shifting reality by choosing what feedback we will ignore and what feedback we will pay attention to. Appreciating the positive is the ability to see the positive aspects of any given situation. To see how the future unfolds from the present refers to the ability to see what can be done instead of what can’t. Appreciative intelligence is the mindset that allows you to step back and access the situation and move forward instead of being thwarted by circumstances.

Appreciative Intelligence
Appreciative intelligence can, of course, be developed by consciously expanding your responses to situations as they occur. Asking yourself different questions by questioning your assumptions (what you know to be right), looking for positive and different meaning in what you experience, and becoming what Saul Bellow calls a first-class noticer, will help you improve your appreciative intelligence.

Additionally, keep in mind the AI qualities of persistence, conviction that your actions matter, tolerance for uncertainty, and irrepressible resilience. As these qualities develop, so too will your creativity and success in finding a resolution to the issues you face. Appreciative Intelligence: Seeing the Mighty Oak in the Acorn provides in more detail what I have outlined here.

Tomorrow we’ll look at what Charles Pellerin has to say about leadership and project management.

Additional Interest:
  The Prepared Mind of a Leader: Eight Skills Leaders Use to Innovate, Make Decisions, and Solve Problems
  Quiet Leadership: Six Steps to Transforming Performance at Work

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Posted by Michael McKinney at 07:42 AM
| Comments (0) | This post is about Creativity & Innovation , Problem Solving , Thinking



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