Appreciative Inquiry: Part 1

Happy Monday here we are nice week in May to be together uh and just let before we get started um I'm not sure I can see all of you anymore but um I just want you to think a minute about a team that you work with a team that you're on team that you do your wonderful academic work with are you you're sharing the slides I will be yes but not yet are we good yeah is everything okay guys yes we're great yes you're good yeah there's some delays I don't want to think so over interpret the delay but they are delays so um I just want to get you into the head space before we get started here on this idea of appreciative inquiry and I want you all to think about a team that you work with a team that you may lead or a team that you participate in to do the work that you do together and you know you can just you could even put this in the chat if you want what percent of your time within the team is spent on the operations and getting the work of the team done the actual work working aspects the technical work of the team what percent would you say of of your time to spent doing those things oh 25% Phyllis I'm envious of you already anyone else want to put a number in there 50 so Balan Dr McDonald my goodness 5050 90% David music yes we get to be so busy on our team sometimes 15% I see some of you do have generous amounts of time to do some of the things that we'll be talking about today which is great so let's get started with this little talk and this will be very much a participatory thing that we'll do together let me share and then we'll get going all right there we go everyone should be able to see the slides now I have no conflicts of interest and here are session objectives we're basically going to learn about appreciative inquiry and its potential uses in managership leadership and teams and this is really very much an introductory session Dean Learman I'm so sorry to interrupt you but um we do not see your slides I apologize all right let's try again are we good now yes if you put it in presentation mode we are golden thank I'm sorry about that this this is what I get for going through it twice beforehand to be sure everything worked perfectly and now it's not working perfectly okay so Imagining the possible is the first part of this and there's a lot more we can talk about here but it's a little bit of a taste for you um here's my conflict of interest of slide and here are the session objectives and we'll we'll talk a lot about these two two topics but we're going to use some kind of experiences together to do that with uh and then we'll have you practicing some of the the skills that that come out of this as well so I just want you to imagine something for a moment I want you to imagine that you you slept very deeply and then after you had a really restful sleep you woke up and 10 years had passed and that in the case of this this 10-year-old girl used to be a little baby 10 years ago but just imagine if you were to go to sleep and you were to wake up 10 years later and you were to feel really happy and affirmed by everything you saw you looked around and you were just delighted by how things were going how related you were how close you were to the people around you on your teams how empowered you felt how capable you felt how how validated you felt in your work and that everything was really clicking along in ways that that you hadn't imagine imagined and then after you had that experience you start to look around and notice the things that made that possible so if you were to walk through your work environment to think about what is it now 10 years later and I'm awake now looking walking around what is it around my work day my work environment that is making me feel that that so so affirm so powerful so connected to my mission imagine you know what that would yield if you were to actually do that as a group have that Vision share your impressions of that vision and work together to move toward that Vision that's a flavor of of appreciative inquiry when we bring it to groups of people to start to unfreeze from the urgencies of our daily lives and start to think about how do we empower the The Unbelievable human Talent around us to move toward our shared and co-created and co-produced goals this is where apprecia be very very powerful so we're going to talk about this a little bit first with just some basic definitions it really is a model that seeks to engage stakeholders in self-determined change and um it's it I guess you can con contrast that to a model that seeks to employ stakeholders in change that someone else has determined and you know those of us who um are curious about change management and change processes we realize that the more we co-create a self-determined change the more likely it is to actually be successful and sustained over time it can be messy of course because there's a lot of people who are involved in that process but it's more likely to be something that results in an enduring change the premise here is that organizations are really at their core a series of conversations there are not so much org charts they're not so much technical things they're really a series of conversations that are limited only by our imaginations and how our imaginations agree on what we should be doing in the future and so AI Advocates that this Collective inquiry on the best that we can do is really a very um different way of going about our work than to um talk more about transactional incentives with coercion or persuasion so and you know we'll get to the truth that you need you need both right but the question is at what times is one really important and how do you stay in balance between these two different approaches so to illustrate this we're going to take a little bit of a journey back in time okay you may have remembered some of you may have been alive then but the others of you will remember how we eventually decided to go to the moon and then how we ended up getting to the moon so I'm just going to share a couple of Clips um and that will take us back in time to those important parts of our history and this is the first one I'll play for you there is no Strife no Prejudice no National conflict in outter space as yet it's had a hostile to us all its Conquest deserves the best of all mankind and its opportunity for peaceful cooperation may never come again but why some say the moon why choose this as our goal and they may well ask why climb the highest mountain why 35 years ago fly the Atlantic why does Rice play Texas we choose to go to the Moon we choose to go to the Moon we choose to go to the moon in this decade and do the other things not because they are easy but because they are hard because that goal will serve to organize and measure the best of our energies and skills because that challenge is one that we're willing to accept one we are unwilling to postpone and one we intend to win and the others two wow folks well here's the other side of this coin Houston we have a problem we have a main bus under bolt we've got a lot of Thruster activity Houston there's another Master alarm H got a computer then shall we earns FC they're all over the place going to Gim I keep losing radio signal men are not we have a main bu a under bolt now too uh it's reading 25 and a half main bus B is reading SI right now we got a wicked shimmy up here these guys talking about bangs and shimmies up there doesn't sound like instrumentation to me you get this hat to steal just just sto it we've been hit by a media we'd be dead by now G to try to get us out of this mud did you stay switch to Omni bra Roger and the signal what's the story here Jack we keep fling with gimble loocking over quad C to main a all right well I think you get the picture here um that these are two different very different approaches uh to talking about going to the Moon okay so we have the Visionary who sets forth this idea of why we should do this and that we're going to do it move it forward and then we have the doers who actually have to get it done and so how I mean I would ask you how did you feel when you were hearing about this idea from President Kennedy and then you were dipped into the realities that it took to manage through some of the huge challenges of making this successful and then I would ask you to think about how much of your um typical work day is spent in one or another of these different ways of approaching of the work around you um as humans we are rewarded biologically for the um ladder for the problem solving for the um making it through the urgency of that fight ORF flight survival level level problem and so we get really focused on that in our everyday lives we we make checks we do things we accomplish things this is how we're wired and it's a very important part of our identities particularly in the clinical environment where you have to balance all those urgencies against uh other priorities and it's it's all good because we need to do it we need to do it well but it also comes with some challenges in that we may not spend enough time in a different mode of thinking that allows us to open our minds uh and collectively open our minds in our time to other possibilities so next we're going to learn a little bit about the Neuroscience of AI and understand a little bit more the about the differences between these two different modes of thought hello I'm Andy Smith appreciative inquiry facilitator let's talk about the Neuroscience of appreciative inquiry advances in brain imaging technology from the the 1990s onwards enabled researchers to discover two networks in the brain that in some ways are in opposition to each other the task positive network is activated when you engage in cognitive tasks perception motor control and problem solving including logical analysis it tends to produce stressful feelings activating the so-called sympathetic nervous system the network known as the def mode Network on the other hand enables big picture thinking engagement motivation stress regulation and social and relationship awareness It's associated with positive emotions trust and feeling supported the two networks are opposing domains in the sense that when one network is active it inhibits the other analytic thinking fires up the task positive network but it also turns off the default mode Network on the other hand empathic thinking activates the default mode Network and suppresses the task positive Network so a balance between task positive Network and default mode network is essential for open communication creativity and working together effectively we need to have our default mode Network active when we're bonding as a team when we're taking in new information and especially when we need to come up with Creative Solutions to challenge is then ideally after that we go into task positive mode to carry out those Solutions usually in the workplace we don't have any difficulty in activating the task positive Network we're in that mode most of the time as we work down our to-do list and aim to meet targets and hit deadlines unfortunately the side effects include defensiveness lack of trust seeing other people as either a means to an end to get your goals achieved or as threats or blocks to achieving your goals stress reluctance to try new ways of working and a focus on short-term results rather than longer term and bigger picture aims it's when challeng is hit that we most need to go into default mode Network to learn from each other and break out of the thinking that led to the problems in the first place so how to encourage greater activation of the default mode Network in the face of the pressures of organizational life fortunately appreciative inquiry encourages default mode Network activation and positive emotion in a number of ways just being listened to with 100% attention activates the default mode Network when people are asked about their strengths their achievements and things they're proud of they become less defensive and they open up more it's easier to like and Trust other people people when they're talking about their best experiences their deepest values and their aspirations for the future when they reconnect with their values what's important to them they become more resilient and they have more of a sense of purpose emotional resonance when one person starts to experience the same emotions as another when like they catch emotions of each other helps people to bond positive emotion helps people to engage their visual creative imagination problem focused approaches emphasize external forces and constraints that can lead to feelings of being judged and self-consciousness appreciative inquiry by contrast evokes a sense of safety and self-empowerment that encourages new ideas and scanning the environment for possibilities now that we know about these two networks we can see that if you were to get too analytical as we do in traditional problem analysis mode you risk flipping your group back into task positive Network thinking and shutting down the default mode Network that they need to find Creative Solutions and aspirational goals this is why in appreciative inquiry we focus first on what's working and on positive exceptions even if they're few and far between we'll find them if we look for them all right so we we've sort of heard about these two different modes in our brains and the tendency to focus on problem solving so much that it actually can inhibit some of the positive aspects that come out of an an approach of appreciative inquiry and so this slide sort of summarized is the some of the key differences between these two modes they're sit they're sitting on a scale because they're always to be balanced together there's not just one or the other that works but you know the problem solving arises from a need we feel the need we sense the need we identify the problem we analyze for causes possible solutions we Implement planning we treat the problem and we can come over time to view our entire organizational Life as a problem to be solved puts us into a deficit mode of looking for a problem and solving it in order to feel that we've accomplished our our goals the appreciative approach on the other hand opens up a world of possibilities by sort of first deciding together through en envisioning listening identifying strengths elevating um people's sense of the possible to identifying what is what might be what should be designing what will be and then embarking on a journey to move move toward that aspirational goal you could see how both would be really important for teams and for organizations to not get two stuck in one but but to take time once in a while to reset that goal through appreciative inquiry and then operationalize that through some of the problem solving methodologies and ways of thinking that we know how to do there are five steps according to appreciative inquiry for maintaining a positive organizational culture if one were to implement this as part of organizational transformation you would go to these particular steps you'd build a coalition of leaders who felt the same way to sort of guide the organization through this change process you'd form a discovery team that would go out to do appreciative interviews to share with the organization understand what do people really appreciate about the people they work with the teams they work with and the organization as a whole they would share their positive stories regularly as part of regular items on agendas checking in with team members before the agenda begins debriefing afterward and then having the tasks be that central part of the agenda but always finding a time to share positive stories uh there'd be new habits for incorporating AI into daily work and some of the additional materials U at the end we'll show you how to do that and then we'd actually start linking AI to existing performance Improvement initiatives using those tools to Envision and co-create new strategies for performance Improvement not only only sticking to the whack-a-mole of of hitting the problems where they are but envisioning whole new strategies with a much more creative brain I had the opportunity to see many of these steps implemented at Indiana University when I started as the OBGYN chair there they had already done a lot of this it hadn't yet percolated into the department that I was the chair of so we had a real chance to kind of get caught up to the other departments and to start to understand how the institution was evolving in what's called a way of emergent design in which you move in this direction and the way it it it kind of flows through an institution will look different from Department to department and from unit to unit but the appreciative approach will allow people to feel much more creative and aspirational in terms of where they want to go in the future so um one thing I'd like to do is take us a little bit deeper in how to do appreciative in reviewing because that's one thing you can do rather easily to start understanding the value of this whole approach so we're going to watch this first and then we're going to practice some of these tools really quickly in a breakout session so let's just first take a look at the description of this and then we'll go from there let's look at some different ways you could use appreciative interviews you can use them in a variety of different ways one way that can be useful is in onetoone coaching when you conduct an in depth appreciative interview with the coaching client you'll uncover a wealth of useful information about what works for that individual by asking what they find important and significant about the stories they've selected you can discover something about their values and motivations as well also if you take the time to hear multiple stories of best experiences by noticing what those stories have in common the interviewee may discover patterns of success that they can reproduce in the future another way of using appreciative interviews is for organizational change an organization could train up maybe 10% of its Workforce as appreciative interviewers who then go through the organization doing in-depth interviews of an hour or more with nine or 10 other people at different levels and in different departments in addition to the usual discovery of inspiring in stories and identifications of conditions for Success the interviewers are tremendously increasing their understanding of other people's challenges and perspectives this increased understanding should help communication trust and sharing of ideas between different areas of the organization but people can still do valuable appreciative interviews even without any prior training very often when I facilitate an appreciative inquiry process with a team or a whole organization will'll have tables of six to eight people if it's the whole organization you'd want each table to have a mix of people from different departments different roles different levels the aim being to increase understanding of other people's experience and develop new working relationships across departmental boundaries if we're working with just one team at the very least we'd encourage people not to sit next to their best mate at work we'll give participants an interview sheet with questions that we've crafted around the topic of the inquiry as well as the questions the sheets will have space to make notes I have the participants pair up with someone they don't normally work closely with IDE someone at a different level and from a different functional area and ask them to interview each other using the questions on the sheet as prompts around 15 minutes each way is enough time to do an interview of this kind my brief particip that they should go through all the questions with one person interviewing and the other telling their story and swap roles because if they both attempted to answer question one together then both move on to question two and so on they would be dipping in and out of their memory and wouldn't be able to immerse themselves in it so deeply the other instruction I give participants is this you're not after bullet points or detached analysis you're after a story you'll know when you're doing a good interview when you see the person you're interviewing start to relive the experience and lose themselves in the story experiencing the same positive emotions they felt at the time and you'll know when you're doing a really good interview when you find yourself as the interviewer feeling some of those same positive emotions this process never fails to change the atmosphere in the room as participants feel better recalling their successes and they start to open up and trust each other as sharing their stories activates their default mode networks all right so I thought it'd be fun to sort of um dip into this a little bit so uh if you will uh bear with me and participate in the breakout session that's about to begin we can actually go through at least one of these questions in your breakout groups and here are the four questions that he showed on the screen I I'll send you all of this afterward we'll set it out as a PDF for you so you have all these links um but here um you might concentrate for our breakout session on even just the first question what's been the best experience of your professional life or tell me about a time when your teamed worked together effectively or about a time when your team faced a challenge and emerged stronger from it these additional questions take a little more time sometimes these interviews take 20 or 30 minutes but we're going to ask you in about five minutes to sample what it's like to have one of these conversations focusing on that first question what's been the most the best experience of your professional life we'd like you to um you'll be in breakout sessions of just two people and just start with that question one of you will ask the other the question give them about five minutes to respond to that you can ask follow questions if you if there's time for that and then after that 5 minutes focused entirely on the person you asked the question of you'll reverse your roles and we'll put a we'll put a reminder in the uh breakout room that you need to switch at a certain point remember the goal is to hear stories and to get that person into that mode of telling you the story of the time that they're remembering so after each of you's tried that in the breakout session five minutes each we'll stop at 10 minutes and we'll come back together at that time well welcome back everyone um nice to see you and please uh show us your video if you if you don't mind um so you just listened to each other for about five minutes each using a at least one of the questions that were listed there um with the goal of getting people to tell their story tell you something about what they enjoyed about their work so first you know I hope everyone had a chance to to be interviewed and then to to do some interviewing there may have been one grouping of three in which there was an observer but let me just ask you know for those of you who just who were interviewed Just For Those few minutes how did it feel to be interviewed and I know it's a little bit weird because we're not sitting together this is over a cup of coffee over a meal we're actually doing this in the old-fashioned pandemic way right now through Zoom to reach more people like my old friend Dr Smith who probably couldn't come to Rono for just this particular session hi Roger um so how' it feel to be interviewed folks the shy ones can put it in the chat if you want to others can just speak up whatever you'd like to say a relatively small group so well this is Phyllis Whitehead and I had the uh the um privilege of being interviewed by Dr Smith so it was really it was very natural um it the interview of asking questions it it seemed important and um he was very interested and it it Inc it was very encouraging to talk more about the The Experience so it was like it was nice to be able to gosh I seem like an important person and he's interested in what I it happened and it felt good at that point and appreciate it so I mean I know it's appreciative inquiry but it really did great so you felt um you know that the opportunity to tell talk about something that you and enjoyed doing in your work you felt valued and heard and then that became a very important thing then you know uh we we have that opportunity with our patients of course we always think about that when we interview our patients those of us who see patients but we we don't often gift each other with that it can be really powerful can't it um Dr skolnick it writes in chat I enjoyed my time with Dr mallerie we knew each other which helped the interaction we both related important stories that had special meaning well that is an intriguing word special me we will not ask for any details but we're glad that that there was meaningfulness out of those interactions anyone else wants to talk about the experience of being interviewed this is um Neil McDonald I I'll gladly mirror what what Phyllis has spoken to I I was able to talk to to Tar and um we knew each other just ra rather superficially but you know we've both been involved in some very very important fundamental changes that have gone in here at Virginia Tech Killian um and it was great to again like wow this is you know we are some you know important people doing important things and and it was good I don't often get to to talk about that from from my own personal perspective and I I appreciate it thank you for sharing that Neil did anyone have something to share around about asking the questions how did that feel I felt asking the questions were were pretty straightforward as a physician I'm used to asking colleagues and patients and so I didn't find that asking those questions were at all uncomfortable or or challenging right any for thank you T um any of the folks that aren't familiar with this kind of questioning that it was new for them if that's true how did it go for you uh I feel like it was really great opportunity to ask like positive questions I feel like a lot of times with patients and patient care um you're you're working on something that could be better um or getting to a specific place and so not having an agenda and um having questions in a positive light and framework was pretty refreshing yeah thank you Greta you know it's amazing you know we're surrounded by um gosh an enormous potential the untapped potential of of us when we get into this mode of of not thinking about deficits but thinking about assets and thinking about all the things all the skills we bring to the work and all the human potential that we have together even spending a few minutes doing that can really remind us of all of that positive potential that we have and get us out of a mode that we that we can we can tend to go into deficit mode right and this isn't this is true all the time but of course it's true now that we're coming out of a you know pandemic and we're trying to get our volumes back and our margin to recover and all those things that we all know are challenging us right now and some deficits are perceived and some are actually real right so we've got real deficits uh in addition to what some people may perceive as deficits and it's very helpful to actually spend some time thinking the other way thinking about all the potential we have within the space around us which continues to recover but all the things that we can do together and start planning for the future for when the resources are available and what should we be doing with those resources when the time comes that future oriented thinking and envisioning that we can do about the future has value right now as well as helping inform us about the future um just a few more things to share with you which we'll go back to sharing now so we've already talked about these particular questions and I you know I guess U some of the take home points here are really to remember that um in default mode the mode we were just practicing it's about the stories we create um where we appreciate strengths envision aspirational possibilities and then we of course have to switch into the task positive mode the one that we spend so much time in to you know identify how to move forward toward that Vision toward those stories or to address the very real problems that we have and we need to avert a negative outcome and so this may be a way of remembering that remembering John F Kennedy's speech uh remembering um you know the movie or the reality if you live through it in terms of Houston we have a problem and everything that that happened uh to try to prevent uh the the horrible end of that particular Mission so all of this is part of the same kind of we need both we need them in Balance we need them at the right times and for the right purposes as organizations we need them as people we need them on teams we need them and so this becomes something that you can put into your toolkit as a leader as a team member and without any recipe to follow just a bunch of tools that sit there for you ready to use them if you wish to um and they're list some of them are listed here appreciative check-ins or debriefs at meetings that you lead at the beginning or at the end asking individuals to respond to an appreciative question when you are introduced to them so if you're introduced to someone and saying you know so what's going well for you today or you know what what what something that youd like to tell me about what's going well in your life asking team members to share something positive they observed about and others and we've seen this a lot lately with the kind of shout outs of different different team members that happens we have opportunities within the medical school and Cillian Clinic to do this regularly to give shoutouts to each other appreciative questions with patients you know instead of a p a patient is admitted to the hospital or coming to an outpatient setting for care generally because they have a problem to solve right and that's why they come to us to help them solve the problem but try some appreciative questions with your patients and you'll see that them light up in a different way than you might have otherwise not had the opportunity to observe assuming positive intent is a way of getting curious when you're when something is confronting you in which you're tempted to draw an inference make a conclusion not necessarily look for more information that little thing inside you which says let's get curious and understand this better because there's probably a large number of opportunities to understand this differently than just the negative thing that I'm I'm I'm assuming happened here that is an example of using an appreciative approach uh as well to assume that people stumble they may not intend to do uh do harm to us in certain ways but everyone has a bad day that kind of thing finding the value behind the complaint I try to do this too you know that some folks will we we'll register and and complain and I'll I'll you know my initial response to that will be something that's familiar to me but then I'll said let's let's dig deeper there may be some truth there that is part of a truer truth a way of understanding the whole more accurately because things are actually way more complex than they seem most of the time so how do we build out our understandings to find Value in something that that at first doesn't seem to quite make sense to us and then transforming an obstacle into an opportunity doors open doors close things that slow us down may end up being better for an organization um rather than only being challenging for them so how to constantly kind of recreate that understanding and not get uh not get pulled back back by some of those obstacles and obstructions but try to have it how to you pivot around those and take advantage of that opportunity to think a little bit more clearly about the direction you're heading in so here's some things that that that we can do and I would encourage everyone to um think about something that they'd like to implement in their actual uh practice of appreciative inquiry um so we set out to do these things today these first two things and then in addition the bonus was that uh we had some practice telling stories about about um things we enjoyed about our work and now you can tell that story to others and how you experienced AI in this session and also how you envision using it in the future you'll see some links here that will be circulated to you um after the session is over um and they can take you to various different uh assets here come some come from the AMA American College of Physicians the founders of this uh movement Cooper Rider the AMC in their leading organizations to health program which very much emphasizes these principles and some really good work in the Journal of General Internal Medicine as well that describes how this can transform institutions and finally I'm really appreciative that you came today I see you I appreciate you and I am grateful for you it's not just Ted lasso who feels that way I feel just the same so uh with that we will end the uh presentation let me get back into stop sharing mode and we have a few uh moments for questions if anyone would like to know um what else we can do with appreciative inquiry there's a lot we can do um if anyone wants to bring this into a meeting wants to have a uh an experience like the Deep Sleep um experience or exercise I started with that little baby who went to sleep and W woke up 10 years later and looked around and said isn't this a Wonderful World how did we get here you can do this in organizations you can do this at faculty Retreats at Team Retreats you can help people on um get out of that def deficit mode and problem solving mode and actually uh Harvest their vision of what that looks like in the future Define working groups around that vision and then ask people to just according to their interest dedicate some time to whatever working group they want to be on to try to move that agenda forward toward that Vision this can happen um in in ways that um you know are only that or it can be part of a larger organizational change so if you wanted to do anything in your team uh around a deep sleep exercise where you sort of generate what does that Vision look like and start working on how do we get there you know I'd be happy to to help you if you want to reach out to me we can talk a little bit about how we we could do that um if you want me to to come to some of you I've done this before to help facilitate some of that feel free to do that as well you can tell it's probably a lot more potent in person than by Zoom so we tend to recommend that at the right time when you want to do that um you know just I would just think about whether you want to go little medium or big on this uh because I think there are enormous opportunities in any organization including Virginia Tech school of medicine and krillan Clinic to really start to practice some of this as a regular habit and I would say this even without and I have even before a pandemic even when then when there isn't a financial challenge I would say this at at any time because you know what we get pulled into is problem solving and that leads to more deficit oriented thinking and this we just have to get into the habit of periodically taking a deep breath reflecting and counterbalancing that with a sense of where where are we going and if leaders aren't doing that um on your team you know if if then it's hard it's hard harder to do but it's not impossible uh in the business world there's something called the positive deviant doesn't that sound interesting the positive deviant is is a person or a unit in an organization in which they shouldn't be able to be successful but they are because there's some fundamentals that are challenging in the organization that would challenge any unit to be able to succeed how but if you look carefully enough within an organization and then using this appreciative approach you will find these Little Gems these units that have somehow built armor around the other things and have gotten really creative and have been able to be successful despite some of the challenges that everyone is facing you really learn a lot from from those groups too so and you the the leaders in front of me can try to do those same things in your units and really help uh people feel connected to a shared purpose and supported and appreciated uh and uh sometimes that's the best we can do is is within the units that we control of course my commitment as as the dean is to help anyone do this anywhere they want because I think it's it's ultimately better for the organization and we when we co-create that future we actually probably are going into into a better Direction than if some if a single leader tries to do to articulate that all by themselves so what leaders do is they set a general direction and a general course but the specifics of how we get there and exactly where we're going can be set by the larger group and that's the exciting part of leadership U it makes it a little more challenging of course uh for everything to emerge that particular way but it's uh what keeps recharging my batteries every day and I I think that as you start implementing appreciative inquiry in your um practice in your leadership that you will find um a different experience of coming to work every day also so I'll stop there happy to answer any questions before we uh depart I get getting the thumbs up there thank you Dr Smith appreciate that Applause animated Applause I can can't hear it but I appreciate it anyway ah thank you so much everyone um and this is called part one because there can be other parts as well so if there's an interest you'll give your feedback to the folks that teach and if some folks want to do the Deep Sleep exercise or something like that we can do that next time if anyone's interested in that or any of the other tools that we might introduce Lely thank you so much Dean Learman um and as Dean Learman said said uh if anybody has any questions or follow up or would like to connect with him to bring appreciative inquiry or any aspects of it to your department or smaller group uh please contact us and we will make that happen enjoy the rest of your day everybody than everyone bye bye.