Appreciation-Influence-Control

Collaborative Decisionmaking: Workshop-Based Method

"AppreciationInfluenceControl" (AIC) is both a philosophy and a model for action. The philosophy, anchored by the principle that power relationships are central to the process of organizing, was translated into a model for organizing development work by William E. Smith in the late 1970s and early 1980s. AIC is a workshopbased technique that encourages stakeholders to consider social, political, and cultural factors along with technical and economic aspects that influence a given project or policy. AIC (a) helps workshop participants identify a common purpose, (b) encourages participants to recognize the range of stakeholders relevant to that purpose, and (c) creates an enabling forum for stakeholders to pursue that purpose collaboratively. Activities focus on building appreciation through listening, influence through dialogue, and control through action.

AIC is a process that recognizes the centrality of power relationships in development projects and policies. Conferences that are part of the AIC process encourage stakeholders to consider social, political, and cultural factors in addition to technical and economic factors that influence the project or policy with which they are concerned. In other words, AIC facilitates recognition of "the big picture." This process has been implemented in a variety of sectors and settings, including local, regional, and national.

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In the development context, AIC proceeds along the following course: identifying the purpose to be served by a particular plan or intervention, recognizing the range of stakeholders whose needs are addressed by that purpose, and, through the AIC process, facilitating creation of a forum that empowers stakeholders to pursue that purpose collaboratively.

Through the AIC process of meetings, workshops, and activities (collectively referred to as the "conference" in AIC terms), stakeholders are encouraged to do the following:

• Appreciate through listening. Appreciate the realities and possibilities of the situation by taking a step back to gain perspective on the stakeholders and situation.
• Influence through dialogue. Explore the logical and strategic options for action as well as the subjective feelings and values that influence selection of strategies.
• Control through action. Enable the stakeholders to take responsibility for choosing a course of action freely, based on information brought to light in workshops, meetings, and activities.

AIC Philosophy in Practice

AIC was designed to break the patterns of "top-down" planning by stressing the following:

• The value of small, heterogeneous groups. Initially, when stakeholders are meeting, perhaps for the first time, heterogeneous, small groups allow for interaction and learning among people who tend not to interact in daily life. The objectives of these small groups is to interrupt the normal mood, thus opening participants to new ideas and different perspectives.
• The value of homogenous groups. Later on, when a strategy is generated for realizing the vision created during the appreciation phase, the power of homogenous groups of stakeholders, who share a common language, is harnessed for action. The objective of these groups is to consolidate the expertise of like stakeholders, each of whom has recently learned the perspectives of the other stakeholders at the conference.
• The value of symbols. Language and literacy differences can be a stumbling block, particularly at the beginning of a conference when participants are becoming familiar with each other's objectives. Participants often begin by creating nonverbal representations of their experience and understanding-drawings and pictures-to ease communication and to elicit creative thinking.
• The value of the written word. Agreements reached during sessions are promptly written up after the first workshop to clarify and create a common understanding of the elements of the plan. Seeing the groups' progress in writing helps participants to understand their individual responsibilities in context and to move forward on their commitments.
• The importance of a strong facilitator. The type of listening encouraged by AIC can be stressful for people who are used to taking immediate, decisive action. Similarly, certain stakeholders might not be accustomed to voicing their opinions. A skilled facilitator is trained in navigating around tough spots, guiding the entire group through new experiences, and stimulating open discussions and negotiation. The facilitator is a critical catalyst for setting the AIC conference in motion and for steering participants toward a conference closure that leads to action.

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CKearns, James M. and Turid Sato. 1989. "New Practices for Development Professionals." Development, The Journal of the Society for International Development. No. 4.

Smith, William E. 1992. "Planning for the Electricity Sector in Colombia." In Marvin R. Weisbord, 1992. Discovering Common Ground. San Francisco: BennettKohler Publications. pp. 171-187.

Smith, William E. 1991. The AIC Model: Concepts and Practice. Washington, D.C.: ODII.

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Key stakeholders gathered for a three-day AIC conference in Santa Marta, Colombia. The AIC consultant, the Task Manager, and a third facilitator joined ministers, heads of utilities and their suppliers, mayors, congresspeople, opposition party members, interest groups, and others to design a plan to resuscitate the energy sector and to make commitments to carry out the plan. During the first day and a half of the conference, the "appreciative" phase, participants shared information, examined realities of the energy sector, and created group rapport that carried them through the conference. The AIC process encouraged participants to envision clear outcomes, make recommendations, and make commitments that would transform their conference plan into actions. Among the outcomes of the conference were:

• Collaboration between the task force and ministry to implement commitments
• Creation of an interim coordinating body and passage of legislation to support it
• Integration of the electricity and energy sectors
• Further Bank, Inter-American Development Bank, and Japanese Export-Import Bank support for an effort in which Colombian counterparts had shown their initiative to propose and commitment to meet various conditions.