Summation of Advocacy and Inquiry
Summation of Advocacy and Inquiry
Advocacy is defined as how we take a position (state an opinion or make recommendations) or move up the ladder; inquiry allows us to question (revealing how others reached their conclusions or understanding impacts of actions of others) by asking how others see things different or move down on the ladder. (Balancing Advocacy and Inquiry, 2011). The advantage of applying both advocacy and inquiry in team settings is that your group will be able to focus on content being shared without trying to determine a given idea. (Advocacy and Inquiry, 2011). However, the drawback of applying advocacy can be seen as dictating resulting in conflicts. Inquiry, if not permitted, can result in failed open communication. There are four possible combinations which are: low advocacy and low inquiry, high advocacy and low inquiry, low advocacy and high inquiry and high advocacy and high inquiry.
Each of these combinations can be used in a constructive and non-constructive manner. However, some general guidelines for each combination are:
Low Advocacy and Low Inquiry (Observing)
The speaker does not reveal their point of view nor question the point of view of others.
High Advocacy and Low Inquiry (Telling)
The speaker advocates for his/her own point of view but fail to inquire about why the other team members may have a different opinion.
Low Advocacy and High Inquiry (Asking)
The speaker does not state his or her thinking but questions the other team members to explain their points of view.
High Advocacy and High Inquiry (Generating)
The speaker communicates data and reasoning and questions team members to discover gaps in their reasoning.
The power of productive advocacy and inquiry compounds when you use them together; it is never enough in a conversation to advocate only or inquire only. (Advocacy and Inquiry: Combining the Basic Steps of the Dance of Communication, 2011).
References
Advocacy and Inquiry. Imaginal Training.
Advocacy is defined as how we take a position (state an opinion or make recommendations) or move up the ladder; inquiry allows us to question (revealing how others reached their conclusions or understanding impacts of actions of others) by asking how others see things different or move down on the ladder. (Balancing Advocacy and Inquiry, 2011). The advantage of applying both advocacy and inquiry in team settings is that your group will be able to focus on content being shared without trying to determine a given idea. (Advocacy and Inquiry, 2011). However, the drawback of applying advocacy can be seen as dictating resulting in conflicts. Inquiry, if not permitted, can result in failed open communication. There are four possible combinations which are: low advocacy and low inquiry, high advocacy and low inquiry, low advocacy and high inquiry and high advocacy and high inquiry.
Each of these combinations can be used in a constructive and non-constructive manner. However, some general guidelines for each combination are:
Low Advocacy and Low Inquiry (Observing)
The speaker does not reveal their point of view nor question the point of view of others.
High Advocacy and Low Inquiry (Telling)
The speaker advocates for his/her own point of view but fail to inquire about why the other team members may have a different opinion.
Low Advocacy and High Inquiry (Asking)
The speaker does not state his or her thinking but questions the other team members to explain their points of view.
High Advocacy and High Inquiry (Generating)
The speaker communicates data and reasoning and questions team members to discover gaps in their reasoning.
The power of productive advocacy and inquiry compounds when you use them together; it is never enough in a conversation to advocate only or inquire only. (Advocacy and Inquiry: Combining the Basic Steps of the Dance of Communication, 2011).
References
Advocacy and Inquiry. Imaginal Training.
References: Advocacy and Inquiry. Imaginal Training. Retrieved August 13, 2011, from: http://www.imaginal.nl/ArticleAdvocacyandInquiry.htm. Advocacy and Inquiry: Combining the Basic Steps of the Dance of Communication. Retrieved on August 13, 2011 from: http://www.axialent.com/pdf/Advocacy_and _Inquiry_Fred_Kofman.pdf. Balancing Advocacy and Inquiry. ISee Systems, Module 5: Mental Model and Productive Conversation. Retrieved August 13, 2011, from: http://www.iseesystems.com/online_Training/Course/Module5/5-04-3-0balancing. Hargrove, Robert. Masterful Coaching (1995), Jossey-Bass. Retrieved August 13, 2011, from:https://notes.utk.edu/bio/greenberg.nsf/1104f7aa5bbc1382852564820047c877/28cf82196b1ef06585256a83006c3e8e?OpenDocument. Advocacy and Inquiry Summary - Unit 4.doc