AU Dissertation Fulltext 202643

TDASSVMPTJONUNIVERSITYIJBB.
AllY
The Effect of Appreciative Inquiry (Al) as ODI on Organizational Planning and

Service Quality Improvement in St. Francis School (ICSE)
Chandramouli P. More
A Dissertation Submitted in Partial Fulfillment of the Requirements

for the Degree of Doctor of Philosophy in Organization Development
Faculty of Graduate School of Business
Assumption University
Academic Year 2010
Copyright of Assumption University
The Effect of Appreciative Inquiry (Al) as ODI on Organizational Planning and
Service Quality Improvement in St. Francis School (ICSE)
Chandramouli P. More
A Dissertation Submitted in Partial Fulfillment of the Requirements

for the Degree of Doctor of Philosophy in Organization Development
Faculty of Graduate School of Business
Assumption University
Academic Year 2010
Copyright of Assumption University
Dissertation Title The Effect of Appreciative Inquiry (AI) as ODI on Organizational
Planning and Service Quality Improvement in St. Francis School
(ICSE)
By Chandramouli P. More
Major Doctor of Philosophy in Organization Development (Ph.DOD)
Dissertation Advisor Maria Socorro Cristina Fernando, Ph.D.
Dissertation Co-advisor Program Director of OD, Perla Rizalina Maturan Tayko, Ph.D.
Academic Year 2/2010
The Graduate School/Faculty of Graduate School of Business, Assumption University,

has approved this dissertation as a partial fulfillment of the requirements for the Degree of
Doctor of Philosophy in Organization Development.
K~-lJt,
............................................................
Dean of Graduate School of Business, Kitti Phothikitti, Ph.D
DISSERTATION EXAMINATION COMMITTEE
Program Director of OD, Perla Rizalina Maturan Tayko, Ph.D.
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Maria Socorro Cristina Fernando, Ph.D.
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........................................................ External Member
Somchai Tantasanee, Ph.D .
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Kumiko Watanuki, Ph.D.

ii
ABSTRACT
An increasing premium is being placed on providing generation future with a

sound school education with the aim of better equipping them to face the demands and
challenges of the Knowledge Economy. The organization under this study is a ten-year
old secondary school in the city of Bengaluru (Bangalore). The school is affiliated to the
Council for Indian School Certificate Examination and follows the syllabus and norms
prescribed by the said Council. The main purpose of this study is to formulate a holistic
three year development plan for St. Francis School (ICSE) by opening up a new planning
process and to study the effect of OD Intervention on the school service quality.
A participatory action research method known as Appreciative Inquiry (using

Strengths, Opportunities, Aspirations, measurable Results framework) was employed as
Organizational Development Intervention in the school to craft the development plan.
The action research was conducted in three phases, pre-ODI, implementation of ODI and
post-ODI.
The pre-ODI phase activities included a series of meetings with multiple

stakeholders, organizational analysis using SOAR tool to understand the existing
elements in the organization and collection of organization-related information. A survey
questionnaire modeled on the popular SERVQUAL scale was used to obtain data on the
pre-ODI level of service quality.
The OD Intervention phase which is the critical part of the study involved two
steps. In the first, thirty participants representing various stakeholder groups held a one-
day affirmative topic choice workshop and chose five themes - one, to reinvent as
thinking pupils and evolving school; two, to promote retention-rich practices; three, to
improve school image and credibility; four, to enhance school service quality; and finally
five, to build an appreciative school organization - as focus of further inquiry. The
themes set the tone and direction for the Intervention. The second step took the form of
Appreciative Inquiry Summit which is the heart of the OD Intervention. The Summit
registered one hundred and fifteen members giving equal voice to the multiple
stakeholder groups and spanned for four days. During the Summit days the participants
iii
deliberated on the five themes applying the Appreciative Inquiry Guide as a tool. On day
one, they collectively discovered the strengths/assets of the organization; on day two,
they envisioned an ideal future image, on day three; they articulated their Aspirations in
the form of inspirational statements and on the final day four, the participants worked on
crafting a holistic three year development plan. This co-created and co-committed action
plan was the prized chief output of the Summit
The third and final phase of the action research included a second round of data
collection on service quality in order to determine the effect of the OD Intervention.
Besides the data collection, the activities in the phase involved analysis of data, testing of
hypotheses, interpretation of the results, validating the findings and submission of final
report to the trustees.
The output of the study, the three-year development plan was group-owned,
group-committed, group-implemented, successfully opened up a strategically important
planning process in the school organization which positively looked forward to a
promising future. The use of quantitative procedures in data collection and analysis in
conjunction with Appreciative Inquiry Approach enhanced the accuracy, credibility and
reliability of the findings. This substantiation pointing to the success of AI as a planned
change model in OD Intervention literature remains significantly difficult to ignore. For
further ODI, the researcher recommended a Master Development Plan covering all the
two dozen educational institutions owned and run by the school management with the
objective of maximum utilization of the resources under its disposal. For future research,
the study recommended that Appreciative Inquiry as a large-scale OD Interventional
methodology be used in combination with quantitative techniques in order to gi:ve
credibility to the findings and lastly called on the researchers to look into the possibility
of developing a sophisticated service quality scale for exclusive use in school education.
An important finding of the study is, as a result of the OD Intervention marginal

to moderate improvements were recorded in the parents' satisfaction towards service
quality in four out of the six dimensions on the service quality.
iv
Acknowledgment
I would like to place on record my sincere appreciation and gratitude to all those
men and women of good will who gave me invaluable support while conducting this
research work.
At a vulnerable point of time of my studies, Rev. Bro. Jose Valliara, Superior

General, CMSF made a positive Intervention and helped me complete it. I owe him much
and will not be able to thank him sufficiently. While I was scouting for an organization
to do the OD Intervention, Bro. Peter Lemos, Principal St. Francis School (ICSE) threw
open the doors of his school and gave me excellent cooperation. Likewise, Bro.
Mariadasu, School Administrator helped me with records, registers and logistics support.
Thanks to you Brothers.
Dr. Marissa L. Fernando, my Advisor is a gift for me. She has deep roots in her
subject and gave me intellectual guidance at each critical stage of this study. She is an
Ajan in the true sense always passionate to disseminate her learning with the students.
Always affirming and appreciating she stretched my thinking limits beyond and helped
me accomplish more than I could have thought.
My respects and thanks to Dr. Perla Rizalina M. Tayko, Program Director for
transmitting her valuable knowledge and being a pillar of support. She is exceptionally
skilled in bringing the best out of her students and makes them think out-of-the-box,
I would not forget the AU Community with whom I lived for three 'short' years,
enjoyed Montfortian hospitality and le~t a lot. Thanks to you dear Brothers of the
Society of St. Gabriel.
My special thanks to all my class-3 colleagues notably Khun Sawat, Khun

Udomsak and Khun Piya and other friends in ABAC. You are warm and wonderful!
"Abide in Me, and I shall abide in you, so shall you bear much fruit." (John 5:24).
Thanks You Lord for your abundant Blessings!
Chandramouli P.More (Class -3)

Id: 511-9902
v
Dedication
This Study is dedicated to my late grand mother to whom I owe my existence and
everything. Unfading memories of your sacrifice shall live in my heart. Thank You!
TDASSVMPTION UNIVERSITYIJBR4Jll'
vi
Table of Contents
Page No.
Abstract i
Acknowledgements ii
Dedication v
Table of Contents vi
List of Tables viii
List of Figures x
Chapter 1: The potential challenge for Change 1
1.1 Generalities of the Study 1

1.1.1 The Global Scenario 2
1.1.2 The Asian Scenario 5
. 1.1.3 The Indian Scenario 12
1.2 Background of the Focal System 15

1.3 Potential Statement 28
1.4 Statement of the Problem 28
1.5 Research Objectives 28
. 1.6 Research Questions 29
1.7 Research Hypotheses 29
· 1.8 Purpose of the Study 30
1.9 Significance of the Study 30
1.10 Scope and Limitations of the Study 32
1.11 Definition of terms 33
Chapter 2: Review of Related Literature, Theoretical Foundations and

and Conceptual Frameworks 36
2.1 Organization Development 36

2.2 Concepts related to Organization Development 37
2.3 Organization Development Intervention 44
vii
2.4 Planned Change Models in OD 47

2.5 Appreciative Inquiry Theory and Approach in OD 55
2.6 Service Quality 78
2.7 The Conceptual Framework 86
2.8 The Action Research Framework 89
Chapter 3: Research Methodology 93
3.1 Action Research Design 93

3.2 Appreciative Inquiry Methodoiogy 97
3.3 Respondents and Sampling Procedures for QA 99
3.4 The Survey Questionnaire 102
3.5 Reliability Test 105
3.6 Administration of questionnaire & collection of data 106
3.7 Collection of secondary data 107
3.8 Procedure for data analysis under quantitative method 108
3.9 Validating the research findings 110
Chapter 4: Presentation and Analysis of data 112
4.1 ATC Selection Workshop 112

4.2 Appreciative Inquiry Summit 117
4.3 Key points of the Development Plan 145
4.4 AI values differences 152
4.5 Pre-ODI level of Service Quality 155
4.6 Post-ODI level of Service Quality 158
4.7 Paired Samples Test 166
4.8 Test of Hypotheses 189
4.9 Member Checking . 201
Chapter 5: Summary, Conclusions and Recommendations 203
5.1 Summary 203

5.2 Conclusions 213
5.3 Recommendations 214
Epilogue: 220
Bibliography: 221
Appendices: 233
viii
List of Tables
Tables Page No.
Table 1.1: Determinants of economic competitiveness and their implications to education ....... 2
Table 1.2: Responses for the Knowledge Age by some of the countries in Asia-Pacific Region 6
Table 1.3: A comparison of the global competitiveness rankings between 2009-2010 and
2000-2001 of select nations . . . . ... . . .. . . . . . . . . . .... .. ... .. ... . .. . .. .. . . . . . .. . . . . .. . .. . .. 8
Table 1.4: St. Francis School (ICSE), Bengaluru Statistics at a glance . . . . . . . . . . . . . . . . . . . . . . . . .. 18
Table 1.5: SOAR Framework of St. Francis School (ICSE) .................................. .............. 21
Table 1.6: Critical Challenges facing the school ........................................................ 24
Table 2.1: The Shift from Deficit-Based Change to Positive Change .............................. 57
Table 3 .1: Theoretical Sample Sizes for Different Sizes of Population ............................ 100
Table 3 .2: Number of pupils & staff in the school for the academic year 2009 - 2010 ......... 101
Table 3.3: Descriptive statements of the questionnaire .............................................. 103
Table 3.4: Research Instrument Design ................................................................ 104
Table 3.5: Pre-test Results .............................................................................. 106
Table 3.6: Range of Mean Score of Satisfaction Level .............................................. 109
Table 3.7 Summary of Research Process ............................................................... 111
Table 4.1: Statement of Strengths/Assets............................................................ 122
Table 4.2: Statement of Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 129
Table 4.3: School Development Plan .................................................................. 140
Table 4.4: Celebration of diversity ...................................................................... 152
Table 4.5: Parents' Satisfaction toward service quality pre-OD I ................................... 155
Table 4.6: Parents' Satisfaction toward service quality post- ODI ................................. 159
Table 4.7: Comparison of difference between pre-ODI and post-ODI ............................ 160
Table 4.8: The Difference of ODI between Pre-ODI and Post-ODI on Tangibility item no.1 166
Table 4.13: The Difference of ODI between Pre-ODI and Post-ODI on Reliability item no.1 169
Table 4.16: The Difference of ODI between Pre.:.ODI and Post-ODI on Reliability item no.4 171
Table 4.18: The Dif. of ODI between Pre-ODI and Post-ODI on Responsiveness item no.1 173
ix
Table 4.23: The Dif. of ODI between Pre-ODI and Post-OD! on Assurance item no.l 176
Table 4.24: The Dif. of ODI between Pre-ODI and Post-OD! on Assurance item no.2 177
Table 4.25: The Dif. of ODI between Pre-ODI and Post-OD! on Assurance item no.3 177
Table 4.26: The Dif. of ODI between Pre-OD I and Post-ODI on Assurance item no.4 178
Table 4.27: The Dif. of ODI between Pre-ODI and Post-ODI on Assurance item no.5 178
Table 4.28: The Dif. of ODI between Pre-ODI and Post-OD! on Empathy item no.1 179
Table 4.29: The Dif. of ODI between Pre-ODI and Post-ODI on Empathy item no.2 180
Table 4.30: The Dif. of ODI between Pre-ODI and Post-OD! on Empathy item no.3 180
Table 4.31: The Dif. of ODI between Pre-ODI and Post-ODI on Empathy item no.4 181
Table 4.32: The Dif. of ODI between Pre-OD I and Post-OD I on Empathy item no.5 182
Table 4.33: The Difference of ODI between Pre-OD I and Post-ODI on Fees item no.1 182
Table 4.34: The Difference of ODI between Pre-ODI and Post-OD! on Fees item no.2 183
Table 4.35: The Difference of ODI between Pre-ODI and Post-ODI on Fees item no.3 184
Table 4.36: The Difference of ODI between Pre-OD I and Post-ODI on Fees item no.4 185
Table 4.37: The Difference of ODI between Pre-OD I and Post-OD! on Fees item no.5 185
Table 4.38: The Difference of ODI variable by variable..................................... 186
Table 4.39: Paired Samples Statistics - tangibles dimension . . .. ... . .. . . .. .. . . . . .. . .. . .. . ... 190
Table 4.40: Paired Samples Statistics - reliability dimension . .. . . . . .. . . .. . . . . .. ... . .. . . . . .. 191
Table 4.41: Paired Samples Statistics - responsiveness dimension . . . . . . . . . . . . . . . . . . . . . . . . 193
Table 4.42: Paired Samples Statistics - assurance dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 194
Table 4.43: Paired Samples Statistics - empathy dimension . . .. . .. . . . . .. . .. . . . . ...... .. . ... 195
Table 4.44: Paired Samples Statistics - fees dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 196
Table 4.45: Summary of hypotheses testing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 197
Table 5.1: The OD Intervention activities, objectives and outcome........................ 206
Table 5.2: Summary of overall findings of parents' satisfaction toward service quality 207
Table 5.3 Conclusions of Hypotheses Testing ........,......................................... 213
Table 5.5: Recommended Post ODI activities/initiatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 217
x
List of Figures
Figures Page No.
Figure 1.1: The Pyramid Approach ........................................................... . 14
Figure 1.2: St. Francis School (ICSE) Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ... 17
Figure 2.1: The organization as an open system...................................................... 39
Figure 2.2: The Organization Development Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45
Figure 2.3: SWOT Matrix Model...................................................................... 49
Figure 2.4: The McKinsey 7- S Model............................................................... 50
Figure 2.5: SOAR Framework.......................................................................... 53
Figure 2.6: The shift in AI process from traditional process . . . . . . . . . ... . . . . . . . . . . . . . . . . . . . . . . . . . . . 59
Figure 2.7: The 4-D Cycle ................................................................................ 67
Figure 2.8: Gap Model of Service Quality .............................................................. 80
Figure 2.9: Correspondence bet. SERVQUAL dimensions and the original 10 dimensions 82
Figure 2.10: The Disconfirmation of Expectation Model ............................................. 84
Figure 2.11: The Conceptual Framework .......... , ..... , .............................................. 87
Figure 2.12: The Action Research Framework ......................................................... 90
Figure 3 .1: The Action Research Design ................................................................ 93
Figure 4.1: ATC selection process flowchart .......................................................... 114
Figure 4.2: Appreciative Interview Protocol ........................................................... 118
Figure 4.3: Appreciative Inquiry Summit flowchart................................................ 120
Figure 4.4: Development Plan in Action Research Loop ........................................ ; . 150
Figure 4.5: Action Research Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. . . . . .. . .. . . . . . . . . . . . . . . 151

1
CHAPTERl
The Potential Challenge for Change
The first chapter of this research highlights the importance of strong
foundations with regard to school education in this era of heightened globalization,
competition and the various measures taken by nations around the world. It also
presents the background, focus and the organization of the study. Furthermore,
chapter one defines the research objectives, questions, scope, significance, limitations,
key definitions of terms used in the study.
1.1 Generalities of the Study
Globalization and the evolution of a knowledge-based economy have caused
dramatic changes to the character and function of school education in most countries
around the world. The power engines of a knowledge economy are. the knowledge
workers who are equipped with very specific skills and attributes. The economic
competitiveness and sustained growth of a nation depends on the quality of the
knowledge workers, which in tum depends on the quality of school education. This
decisive association between school education and economic competitiveness of a
country as captured by eminent educationist Sahlberg is presented in Table 1.1. This
way, strong foundations of school education and knowledge economy in an implicit
way have become inextricably linked. Among the citizens, the critical understanding
is wide spread that the coveted knowledge worker's roots lies in quality education and
the preparation for such quality education begins in schools. On the one hand,
schools have emerged as key players in the new economic order, on the other, they
2
are also challenged to rise to the occasion and deliver the desired result of high quality
academic education.
Table 1.1 Determinants of economic competitiveness and their implications to
education (Source: Sahlberg, P cited in Evoh, J.C. 2007, p.5)
·.·· . .
Determinants of Human Capital Use of Innovations and

economic (education and training) Information and technological
competitiveness Communication adaptation
Technologies
-Enrolment ratios and -Student/computer -School-business

Restructuring participation rates ratio partnerships
and adjustment
-Access and mobility -ICT in curriculum -Investments in
tertiary
- Length of schooling -Flexibility and education
choice
-Academic -Teacher readiness to -Use of various
knowledge/skills use ICT in teaching teaching
-Literacy methods
Quality • Mathematics -Schools' ICT -Focus on both
• Science infrastructure indivi-
• Meta-cognitive dual and team
and interpersonal -Assessment policies learning
skills -Creativity & risk-
taking
-Education spending -Information -Increasing higher
Financing, Management Education
infrastructure -Life-long learning System expenditures
\ and
-Decentralization -Investing in -Increasing
management
infrastructure and financing of
net working R&D
1.1.1 The Global Scenario
In the new economy of the millennium, human knowledge has emerged as an
asset to be developed, valued and sustained. As the economies of nations are

3
expanding, knowledge is increasingly acknowledged as a pre-eminent asset and
competitive resource of a country.
Governments all over the world have realized the most critical component in
the knowledge based economy is to have a well educated workforce. An appreciation
of the economic success and education has led to initiation of fundamental shifts in
the education system and new political priorities. Some of the initiatives by world
leaders in a bid to build up their education system are:
• President Barack Obama has set up a new $4.35 billion grant program
to encourage Americart Schools to develop internationally competitive
standards to take on "folks in Beijing and Bangalore. " This fund,
called "Race to the Top" is one of the largest federal investments in
school reforms in US history. Speaking on the need and importance of
developing international standards in schools he said: "these young
people are growing up to be in an environment where they are
competing not just against kinds in Chicago or Los Angeles for jobs,
but they are fighting against folks in Beijing and Bangalore." (Obama,
2009)
• Education for All (EFA) is an international initiative first launched in

Jomtien, Thailand, in 1990 to bring the benefits of education to "every
citizen in every society." In order to realize this aim, a broad coalition
of national governments, civil society groups, and development
agencies such as Ul\'ESCO and the World Bank committed to
achieving specific education goals (World Bank, 1997)
• The Right of Children to Free and Compulsory Education Act, 2009

(RTE) was announced by the HRD Ministry, Govt. of India. This Act
embarks on far-reaching reforms in India's Education by providing
free and compulsory education to the children.
4
Central features/highlights of this Act
• Free and compulsory education of every child in the age group

six to fourteen years in a neighborhood school until completion
of elementary education - Std. I to Vill. Twenty-five percent of
seats in a class are to be set aside for children of weaker
sections and disadvantaged groups.
• No child shall be liable to pay any kind of fee or charges or
expenses.
• No interviews at the time of admission and no screening of
parents.
• No child shall be denied admission for lack of age proof.
• No child shall be detained in any class or expelled from school
for any reason.
• The Govt. shall determine reimbursement of per child
expenditure.
(Source: The Gazette of India, Ministry of Law and Justice, August
27, 2009)
This act came into force on 01 April, 2010. This sweeping new act is intended
to achieve cent percent literacy by offering every citizen an equal opportunity and
level _playing field to become literate and develop economically.
Among the citizens of the world, the emergence and clear insight that
education is the sure route to economic prosperity, reduced income inequalities and
social cohesion is compelling young people to heavily invest in their education. In the
pursuit of high quality education, schools have metamorphosed as bedrocks of laying
strong academic foundations at an early age for later higher learning and skill
development.
5
Expanding globalization dictates that nations that will succeed will be those
that will bring out the best in the people and their potential. The challenge before all
the nations is to unlock these talents and unleash the potential of all their people. It is
in this context of empowering children from an early age, development planning for
the future and excellence in service quality delivery become critical factors in
unveiling a future win-win scenario for all stakeholders.
1.1.2 The Asian Scenario
Asia consists of two-thirds of the world's population. The continent is also
home to India and China, two fastest growing economies in the world. Given the fact
that education is not only an output of economic growth but also a major input to it,
the 'Asian economic century' may be synonymous with an 'Asian education century'
(Kennedy and Lee, 2008). The growing list of nations joining the knowledge
economy has vastly changed the face of schooling in the region with profound
implications for the future.
1.1.2.1 Challenges faced by schools in Asia
The phenomenal economic growth of many Asian nations has led to certain
challenges specific to the school education in the continent. Some of these are:
• Increasing pressures and demands of knowledge economy
• High expectation of parents from their children as well as teachers
• Increased competition due to privatization of school education in many
countries
• Threatening competition from international schools (IB & Cambridge) and
corporate schools
6
• Severe shortage of qualified and competent teachers
• Unscrupulous managements sensing a chance to make fast bucks
• Governments pre-occupied with urgent issues rather than important issues .
Kennedy & Lee (2008) in their study on the Changing role of schools in Asian
Societies have found the above problems. According to the researcher, increasing
commercialization of education, industry demanding skilled and globally employable
workforce, shortage of qualified and experienced teachers, governments interested in
consolidating their vote banks rather than improving educational standards are most
common in India, the country of the focal organization under study.
1.3.2 Government initiated responses in Asia-Pacific Region
Studies point out the different modes of planning by some of the countries to
equip and prepare their students for the demands of knowledge economy (Asian
Development Bank, 2000). The interventions by some of the governments in Asia are
outlined in Table 1.2
Table 1.2: Responses for the Knowledge Age by some of the countries in Asia-Pacific
· Region (Source: Adapted from Kennedy & Lee, 2008, p.24)
Singapore Thinking Schools, 1997 'A "learning nation" envisions a

Leaming Nation national culture and social
environment that promotes lifelong
learning in our people'
7
Malaysia Smart School 1999 'To foster the knowledge, skills and
Curriculum attitudes appropriate for success in the
Information Age'
Hong Learning for Life - 2000 'Help students to build up their

Kong, SAR Learning Through capabilities to learn independently'
Life 'To build a lifelong learning society '
Japan The Education 200 l 'Establish an educational philosophy
R.eform Plan for the suitabl~ fof>the ri¢o//bentury and
21st century improve the provisicmforeducation"
Korea Adapting education to 2001 'A reform of the educational system
the Information Age for the new society through ICT
China Curriculum ReforIIi 2001 'Focus (jµ stu~ent~' .• l~ing int~~ests
of Basic Education aJ:lcl . eo~ri~n~e, )ncluding knowledge
iui<l §ki11§ w~~h are .ri~bessacy for
lifelong learning;·
Philippines Restructured Basic 2002 'Raising the quality of the Filipino
Education Curriculum learners and graduates and
empowering them for lifelong
learning'
How far these educational interventions by the countries in Asia-Pacific
Region have been effective in enhancing the competitiveness of their respective
citizens? The researcher attempts to answer this query partially with the help of the
comparison table 1.3 given below.
Tablel.3: A comparison of the global competitiveness rankings between 2009-2010
and 2000-2001 of select nations. (Source: The Global Competitiveness Reports 2009-
2010, 2000-2001 ©World Economic Forum)

8
2009-2010 2000- 2001

Country Rank Country Rank
Switzerland 1 t . Switzerland 5
United States 2 .. United States 2
Singapore 3 Singapore 9
Sweden 4 t Sweden 7
Denmark 5 t Denmark 6
Finland 6 ~ Finland 1
Germany 7 ~ Germany 3
Japan 8 Japan 14
Canada 9 Canada 11
Netherlands 10 Netherlands 4
Hongkong, SAR 11 Hongkong, SAR 16
Taiwan 12 Taiwan 21
Korea 19 Korea 27
Malaysia 24 Malaysia 30
China 29 China 44
Thailand 36 t Thailand 40
India 49 India 37
The comparison table 1.3 is arranged in the manner consisting of the top ten
ranking countries as listed within the Global Competitiveness Report of 2009-2010.
These results are then compared against the Global Competitiveness Report (GCR),
2000-2001. The other countries appearing in the list are from the Asia-Pacific Region
as shown in Table 1.2. India being the context country in this study is included.
These countries have also been compared against the GCR, 2000-2001 for evaluation.
The Global Competitiveness Report 2009-2010 (GCR, 09) defines
competitiveness as "the set of institutions. policies and factors that determine the level
of productivity of a country." The determinants of competitiveness of a country are
many and complex. For the purposes of its study, the report has grouped all the
9
economic components into 12 Pillars of Competition. Primary Health and Education,
as well as Higher Education is indicated as the 4th and 5th pillars in the report.
The competitiveness of a country is an outcome of the interplay of the twelve
factors and it is a given fact that educational quality has a significant impact on the
quality of the competitiveness and economic growth
(http://librarv1.nida.ac. th/worldbankf/fulltext/wps04122. pdt). Hence, the researcher
has implemented Tabie 1.3 to study the impact of the educational intervention of each
of the country listed in Table 1.2. Accordingly, Singapore has moved up from the 9th
position in 2000-01 to 3rd position in the 2009-10 report and finds itself in the top ten
countries in the world. Similarly, Japan has occupied the gth position from its previous
14th position while Hong Kong too has ascended from the 16th position to the 11th
position. Likewise, Taiwan, Korea and Malaysia hold 11th, 19th and 24th positions
from the previous 21st, 27th and 30th respectively. China which has emerged as the
second largest economy has improved its rank from 44th to 29th. Thailand has ~teadily
marched to 36th place from the 40th place even as India the second most populous
country slipped from 37th to 49th position. In the case of Philippines the country has
seen a steep fall from a rank of 46th to 87th.
In the case of countries, Singapore, Hong Kong, Japan, Korea, Malaysia,
Taiwan, and China the educational intervention by the respective country seems to
have had a significant positive impact. For Thailand which has witnessed spells of
political and economic uncertainty the intervention appears to have had a marginal
positive effect. The deterioration in the rank of Philippines could be attributed to
population increase, recurring natural disasters and rampant political corruption in the
country. In the case of India, by Government's own admission (abolition of Sarva
Shiksha Abhiyan 2004- Govt. of India's flagship program to provide education for all)
10
its literacy programs have been failed by un-cooperative bureaucrats, corrupt
politicians and inept judicial system. Therefore, it is no wonder it has slipped to 49th
rank from the earlier 37th.
• School Excellence Model of Singapore
The researcher has two chief reasons for preferring Singapore also fondly
called as the 1 little dragon of Asia. First, it holds the first rank in Asia in the Global
Competitiveness Report, 2009-10 and a ranking of three at the global level (cited in
Table 1.3). Second, it has no natural resources at all but its spectacular economic
growth and competitiveness has been powered by the highest quality human capital.
The govt. of Singapore since 1997 (cited in Table 1.2) has been proactively involved
in promoting high quality school education in preparing the country's citizens to
overcome the challenges of Knowledge driven global economy. The School
Excellence Model (SEM) is a govt. policy meant to promote quality education in this
tiny nation-state. The main features of this policy:
Vision: SEM is a systematic framework for helping schools become excellent
organizations. Achieving continual improvement and passion for excellence are the
comer stone of success.
• Features of SEM framework
Self-assessment. This requires schools to be self-questioning and self-initiative in
reviewing their own current practices. They are allowed to benchmark processes
against all appropriate organizations in drawing up their improvement programs. The
focus of the assessment is student learning and performance excellence. The schools
are required to pay attention to developing strategic plans, set strategic directions,
T.llEASSUMPTION UNIVERSITYLWJUllY 11
46497 c.1
utilize the full potential of its staff, and improve external partnerships and finally
provide a holistic education which enhances student well-being and improves school
efficiency and effectiveness.
Integration. Integration provides a framework for schools to examine their practices
comprehensively but not discretely. Principals can use the SEM to link and
communicate so that the various initiatives complement each other instead of
competing each other.
Dynamism. SEM is not a "one-size-fits-all" instrument. Therefore, different
approaches are relevant m achieving the desired outcomes of education. The
framework can continue to be dynamic and relevant m alignment with current
expectations and thinking.
External validation. The framework requires schools to be externally validated once
every five years by the School Appraisal Branch. The main purpose of the validation
is to introduce an external perspective to a school's assessment. (all inputs from MoE,
2000 cited in Mok, K 2003).
For the researcher, the case of Singapore is a living demonstration of how a
nation irrespective of its size, population and natural resources can bring prosperity to
its citizens by getting developmental priorities right. As pointed out by Sahelberg
(cited in Table 1.1) the highest priority is educational reforms in the form of
investments in high quality relevant education coupled with judicious mix of ICT in
education starting from the enrolment of a child in the school. This Singapore
formula/mantra if emulated successfully can help any country foster rapid economic
growth and remain highly competitive in the global market place. In a knowledge
IDASSUMPTIONUNIVERSITYLIBBABY 12
based economy the contribution of schools towards economic growth cannot be
ignored as seen from the Singapore case.
1.1.3 The Indian Scenario (The Future is Bright and the Future is India)
For India, the country's young demographic profile of an estimated 435
million in the age group of 1 - 14 years offers an inherent advantage in terms of
human resources. The huge and complex net work of academic infrastructure chums
out 0.5 million English-speaking technical graduates, 2.3 million arts and science
graduates, and 0.3 million post-graduates every year. Added to this, India's
emergence as a preferred outsourcing destination based on current estimates has
created an insatiable demand for skilled knowledge workers. According to
NASSCOM's (National Association of Software Services Companies) Perspective
2020 document, estimated software export revenues are likely to see a quantum jump
from $ 50 billion in 2008 to $ 175 billion by 2020. The survey further states that
focused initiatives in education, infrastructure and innovation could drive the
revenues to an estimated $ 300 billion in 2020. While there is a huge potential for
export based revenues accomplishment of ambitious targets solely depends on the
quality of the future workforce. (http://www.nasscom.in/)
1.1.4 The Indian Education System
Education in India falls under the control of both the central government and
states, with some responsibility lying in the center with the state having autonomy for
others. Broadly, the various bodies governing India's school education system are:
• The state government boards, in which the majority of Indian children are
enrolled (these are mostly vernacular schools).

13
• The Central Board of Secondary Education (CBSE) board
• The Council for the Indian School Certificate Examinations (CISCE) board
• The National Institute of Open Schooling (NIOS) board
• International schools affiliated with the International Baccalaureate Program
and/or the Cambridge International Examinations.
• Islamic Madrasah (religious) schools controlled by local state governments, or
autonomous, or affiliated with Darul Uloom Deoband.
• Autonomous schools like Woodstock School, Auroville, Patha Bhavan and
Ananda Marga Gurukula. (http://www.mapsofindia.com/india-education.html)
Education in India is broadly divided into the following stages:
• Pre-Primary - It consists of children of 3 - 5 years of age studying in nursery,
lower kindergarten and upper kindergarten.
• Primary - It includes the age group of children of 6 - 11 years studying in
classes from first to fifth.
• Middle - It consists of children studying in classes from sixth to eighth.
• Secondary - It consists of students studying in ninth and tenth classes
• Higher Secondary - Includes students studying in eleventh and twelfth classes
(http://www.mapsofindia.com/india-education.html)
1.1.5 Altered Indian Education Landscape
The various unparalleled opportunities for exports and the shortage of
diversely skilled man-power have dramatically altered the Indian Education
Landscape. As a result the potential links for business and the potentials of the future
generation of knowledge workers, has a potential to vastly alter the Indian education
14
landscape. Figure 1.1 in the form of Pyramid approach recasts the crucial role of
schools in the relation between economy and education.
Top of the Pyramid
Represents the high end skills

and competencies that are
required for globally deployable
workforce demanded by the ICT
industry
Middle of the Pyramid
Represents the 0.8 million

mainstream skill workers that are
produced every year by the
MoP network of technical and
academic institutes across the
country
Bottom of the Pyramid
Represents the vast net work of

schools spread over the country
BoP serving as the feeding point for
getting groomed in universities
as per the requirements of the
industry
Figure 1.1: The Pyramid approach (Source: adapted from http://www.nasscom.in/)
For India, its growing economic stature and ambitions of becoming 'world's
knowledge center' or 'world's knowledge capital' would keep dictating terms with
regard to the future shape of schools and its output. The challenges that are likely to ·
be confronted by the schools in the future would be vastly different from that of the
current generation. How prepared are the schools in India to face the challenges of
such magnitude? How are they to respond adequately?

15
1.2 The Focal System
St. Francis School (ICSE), affiliated to the Council for I.S.C.E. Examination,
New Delhi was established in the year 2000 in Bengaluru (Bangalore). The school is
owned and administered by St. Francis Xavier Province of the International
Charitable Religious organization known as Congregation of Missionary Brothers of
St. Francis of Assisi (CMSF) founded in the year 1901 under the Roman Catholic
Church. For over hundred years this reiigious society in India has actively engaged in
the various socio-charitable activities, the spread of education being its core activity.
The sprawling 20-acre campus in Koramanagala, Bengaluru houses several
educational institutions under the common umbrella term "Sevasadan Institutions".
They are: Sevasadan Vocational Training School, Sevasadan Boys' Home,
Jyothisadan Scholasticate, St. Francis School (State Syllabus), St. Francis School
(!CSE Syllabus), St. Francis P.U. Composite College, and St. Francis B.Ed. College.
The outstanding feature of the campus is that it has something to offer to every
individual irrespective of the level of literacy, socio-economic standing, caste, creed
and religious affiliations.
The city of Bengaluru hailed as the Silicon Valley of India houses a number of
leading software companies like Infosys, Wipro, TCS, HP, Sun Micro Systems and·
innumerable small and medium sized software/technology companies. It is also the
technological R&D capital of India with Fortune-500 companies like Microsoft, IBM,
Texas Instruments, setting up their R&D centers. This sort of development in the last
ten years or so has attracted an enlightened population who prefers English as the
medium of instruction, emphasize on science and mathematics, and desire a smaller
teacher-pupil ratio. In addition, they favor centralized syllabus so that their mobility in
!!llABSVMPTION UNIVERSlTYLIBlWlY
16
case becomes a necessity from one city to another in India remains unhampered. St.
Francis School (ICSE) was born out of the necessity to cater specifically to the
children of this class of people who have no interest in the state syllabus (vernacular
schools), conscious of high standards demanded in education and financially sound.
1.2.1 St. Francis in Global Partnership in Education
St. Francis School (ICSE), Bengaluru is one of the nine schools in India who
have a School Linking Program with schools in Nottinghamshire County in U.K.
Under this project, the Principal and four senior teachers made their first academic
visitation from 27th October, 2007 to 3rd November, 2007 to Fairfield Primary School
and the George Spencer Foundation School and Technology College. The department
for international development and the British Council in India sponsored this
academic exchange. Each academic year four teachers chosen by seniority continue to
visit different schools under India-UK School Linking Program and Global
Partnership in Education and Leaming.
• Alumni Association & Angel's Club
St. Francis School (ICSE) has an Alumni Association. It conducted its first
alumni re-union meeting on 10th May 2009. Forty-five students who passed the March
2009 board examinations were present. Yet another new venture of St. Francis
School is the inauguration of the "Angels Club" on 03 August 2009. The logo of the
club is "Dare to Care" which is an initiative to address socio-economic, educational
and environmental issues which actively engages schoolchildren and inspires them to
think beyond themselves and their little worlds.

17
1.2.2 The Organization Chart & Statistics
The organizational chart in Figure 1.2 depicts the organizational bureaucratic
set up in St. Francis SchooL The highest authority i~ vested in the bands of the Board
of Trustees. They hold the authority Lo appoint tl1e Principal, the Administrator and
allocate resources for the school. As prescribed by the law U1ey hold the governing
body meeting of the trustees every quarter in which all major decisions are taken. The
secretary of tbe trust bolds all executive powers and reports to the government on
behalf of the trust.
St Francis School (l~E} 0rganization Chart

~-- ......................
~' ~~ ~
Board ofTrustees(S)
·············•····················································
Academfc Supervisor (1)
Pre-Primary Higher Primary Higher

Teachers (21) Teachers (15} 5ecan®s;y (l~)
T@~I
A~mlnistrative staff
-------..................... ........····· ···~ (11)

Manager-
Administration (lL , ······ ..............................,..\;;;;lll!lli;;;j
Figure J.2: St. .Francis School (ICSE) Organization Chart (Source: !he school office
records as on 30-09-2009)
18
The Principal is charged with the academic affairs of the school. ll is his sole
responsibility lo recruit, relain leachers and monitor the academic quality of the
purlls. He also acts as the interface between the whoo! management and
pa.rcrus/ISCE Council at New Delhi. The Academic Supervisor is the most senior
teacher who plays lhc role of adviser/guide to other leachers and the go-between
between the principal and junior teachers. In the absence of lhe principal this person
discharges all 1be duties of t11e office of the Principal. 111e adminisirutor is placed
directly under the board of trustees and looks uftcr the financial administration and
maintenance of the school.
Tuble 1.4: SL Francis School (lCSE). Bcngaluru Stllustics at a glance (Source: 1hc
school office records M on 30-09-2009)
Section No. of No.of T otal

stu den ts T cachini:/Administrative
Staff
Pre Primar.· 379 21 400
Lower Primarv 357 16 373
Jligher Primary 316 15 331
Hie.her Secondury 263 19 282
Academic Suncrvisor 01 OJ
Princi12aJ 01 - 01
Tomi 73 1388
Manager- 01
,____ Administration
Administrative Slafl 11
Facilitatine. Staff 21
Total 33
Grand Total 1315 106 1421
Table l.4 prcs.,,nts the number of students and teachers section-wise along
wilh the administrative and facilitating staff in St. Francis School as available from
the school office records daled 30 September, 2009. Acc.ordingly, the school has a
total number of 1315 pupils comprising of pre-pri mary, lower primary, higher
19
primary, secondary and higher secondary sections. The school is staffed with 106
employees categorized as teaching staff which number 73 and non-teaching staff of
33. The non-teaching staff is further classified as administrative staff which means the
staff who works in the school office and facilitating staff is made up of security,
cleaning and transport (bus) section employees.
1.2.3 Vision, Mission and Values
School Vision
It is our Vision to be a Model School in the l.C.S.E. Syllabus School category
m the country, accessible to all sections of society for learning in a dynamic
educational environment, empowering students to achieve their maximum potential,
imbibing sound value system and contributing to the school, the society and the
environment.
School Mission
Our aim is to provide:
Accessibility to all sections of society
By keeping the fees affordable and by providing scholarships to the
economically challenged.
A dynamic learning environment
By employing competent teachers, state-of-the-art teaching aids, using l.C.
Technologies, facilitating opportunities for flourishing the creativity in the
young minds.
Empowering to achieve maximum potential

20
By encouraging self and team learning, giving appreciation and awards for
extraordinary performances, helping with decision making skills and creating
room for undertaking responsibility.
Inculcating sound values
By imparting high value education, strictly monitoring pupils' character,
behavior and giving timely corrections.
Contribution to school, society and environment
By encouraging an awareness of the urgent need to preserve the environment
students are encouraged to participate in their own small way and through
participation in the activities of NGOs and government led initiatives.
School Values
• Integrity: honesty, trustworthiness and loyalty

• Love: compassion, care and concern
• Service: self less, unbiased and timely
1.2.S Analysis of the Focal System using SOAR Framework
The elements of the current reality of SFS using the SOAR framework are
spelled out in a one day group session that involved sixty five members representing
different stakeholders participating in the workshop. It also served as AI orientation
(see Appendix C) to the participants. The AI process sketched out the organization's
SOAR as shown in Table 1.5. This AI session served as a preparation phase to the AI
Summit five months later

21
.Table 1.5: SOAR Framework of St. Francis School (ICSE) (Source: Researcher)
What are we doing really well? What are the best possible market
• Creating a conducive atmosphere for opportunities?
teaching and learning Located in an up-scale residential
Principal being dynamic and good colony
educational leader The location is home for the highest
Focus on connecting the curriculum to number of software firms.
real life situations • Growing population in the city of
Stress on value education and character Bangalore
building Increasing awareness of the
• Continuous monitoring and evaluation importance of English medium
What are our greatest assets? education
A spacious school bldg with adequate A buoyant economy and expanding
class rooms, labs, library and job opportunities at a global level
auditorium How are we to best partner with others?
• Large play ground and ample open Inviting teachers from other ICSE
space on all sides schools to teach/talk/share
Visibility and accessibility from the • Expanding collaboration with other
main road schools beyond the UK
Qualified and experienced teaching Developing interactive website
faculty • Increasing parental involvement
• Service minded administrative and Networking with professional bodies,
facilitating staff research institutions and NGOs in the
field of education
• •. ~piratio~
What is our preferred future? What are our measureable results?
• To become a model center of learning • To become no.1 school in ICSE
Stra- and holistic growth of students category in Bangalore by 2015
To remain committed to secularism To implement VI Pay Commission
and democratic ideals recommended salaries and reduce
tegic
• To admit 5 students minimum in each teacher attrition
class from the economically To produce one student minimum
Inquiry
challenged section of society on every year who will figure in the Top-
scholarship basis. 100 students in the country
To What do we aspire? • Keep sending nominations for best
To rise up to the aspirations and principal, best teacher awards given by
expectations of India's K.E. CISCE
To be remembered as one who made a To develop one single software for
difference in the lives of students administration, tracking student
• To be rated as one of the best ICSE progress and networking with extems.
syllabus schools in the country. What do we want to be known for?
• To become one of the most sought • To be a premier school of learning and
after schools in the state of Karnataka. holistic growth in the country
• To promote creativity, ingenuity and As a school that voluntarily created
innovation in the young minds reservation for the marginalized
sections to provide quality education
• An inspiring example of secularism
Contribution to education in the
country
22
Strengths
The core strength of the school is its location in a residential area inhabited by
middle class and upper middle class segments of the society and its large building
having ample open space for growth. Added to this, the incumbent Principal is an
effective educational leader. The school's management is vested in the hands of a
religious class of people owing allegiance to the Roman Catholic Church. Overall, the
school has a nurturing and conducive environment for high quality teaching and
learning. The school has a medium size playground and encourages sports activities
mainly volley ball, basket ball and badminton. It enforces strict discipline, emphasizes
good character and values, and focuses on linking classroom teaching with real life
situations. The school claims to have a qualified, competent and experienced teaching
faculty.
Opportunities
The massive migration of educated people into the metropolis who seek
English Medium and Central Syllabus education for their children is a pivotal factor
which needs to be fully exploited. More schools are needed for educating a growing
number of children. In this context, St. Francis having the brand value as a Catholic
School stands a better chance of attracting a higher percentage of new applicants than ,
its competitors.
More over, India's robust economy powered by knowledge workers demands
a highly educated and skilled workforce, whose qualities are instilled in early school
education. In other words, school is the starting point for the future knowledge
worker. Parents in their part have become extremely quality conscious in academics.
An increasing premium is being placed by them on sound school education with the
23
aim of preparing their children to exploit the opportunities at the global level. On the
whole, schools have emerged as key players in the new economic order. In this altered
landscape, the early and alert bird seizes the best of opportunities. In order to leverage
the expanding opportunities, the school requires networking with professional bodies,
non-governmental organizations, research institutions in the field of education,
increased parental involvement and expansion of overseas collaboration.
Aspirations
The school's management has high aspirations with regard to the future of the
school is concerned. The other stakeholders - the faculty and parents share in this
optimism. The stakeholders would like to see the school as a model center of high
quality academic learning and holistic growth of the students. They aspire to develop
the school to meet the challenges imposed by the knowledge economy. The teachers
on their part wish to make valuable contribution to the life and quality of their
students by promoting creativity, ingenuity and innovative skills in the youngsters.
One day, all the stakeholders dream that their beloved school is rated as one of the
best and most sought after schools in the ICSE category of schools in the
state/province of Karnataka.
Measurable Results
There is an old saying which says what is measurable is achievable. The
school has set some highly ambitious targets whose accomplishment will deliver
measurable and concrete results. Targets included are: to become #1 school by 2015
in the city of Bangalore; to produce one student every year in the annual merit list of
CISCE; inspiring a model of voluntary reservation for the marginalized sections; and
24
become a shining example of secularism and religious pluralism; and selfless
contribution to the education in the country.
1.2.6 Statement of Research Problem
Into the tenth year of its foundation, St. Francis School (ICSE), Bengaluru is
faced with dramatically changed circumstances in the environment. The changes were
so swift and sweeping the school authorities is finding it difficult to comprehend and
evolve an adequate response. A few of the critical challenges are presented below in
Table 1.6.
Table 1.6: Critical Challenges facing the school (Source: Researcher)
• Competition from corporate schools

• Competition from International Baccalaureate Schools
• New generation parents' preference for IB schools
• Mushrooming private-run schools following various curriculum patterns
• Unethical practices and unhealthy competition
• Indian Economy emphasizing human intellectual capital
• Industry demand for high academic standards
• Large turnover of teaching faculty
• Lack of career development opportunities for faculty
• Demanding ICSE syllabus
• Low salaries & low job satisfaction
• Complacent management
It is found that in the recent past many large corporate houses have instituted
their own schools mainly for their own employees and secondarily for the wealthy
parents. This sort of trend is becoming more visible in the case of IT-BPO industries
and R & D centers run by multinational companies. These corporate-owned schools
are ideally located nearer to the software parks, designated Special Economic Zones
(SEZ) and in the thick of commercial centers. For parents working in these places, a
school nearer to their workplace suits their needs. As a result of more number of
25
corporate run schools coming up and parents even more favorably inclined toward
such schools St. Francis is facing a formidable challenge.
These corporate schools in view of their ownership by large public and private
limited companies, are generally cash-rich, well-equipped and better managed. They
are able to lure qualified and competent teachers from other schools into their fold
with attractive compensation packages and career development opportunities. St.
Francis finds itseif as a viciim of this unequal competition and is struggling to keep its
own flock securely in its fold.
In addition to the corporate schools, privately-owned schools are springing up
in each nook and comer of the city. These schools are found resorting to unethical
practices and create an unhealthy competition. They also undertook a false and
misleading propaganda war in the media. St. Francis countered a stem threat from
these schools in the vicinity.
There are apparent growing signs or shifts in the patterns of new age parents in
the preference of schools. More and more of them are opting for International
Schools, International Baccalaureate Schools, Concept Schools and 'gurukul
vidyalays' (mentor-discipleship model inspired by the age-old Indian Tradition of
learning) which are mushrooming on the fringes of the city. This infectious,
penchant of parents for this type of school posed an existential threat for St. Francis
School.
The robust Indian Economy driven by human intellectual capital is known to
create a cascading impact on the current education systems /models in the country.
Schools are witnessing increased pressure from the industry demanding high
standards in education. St. Francis being situated in the hinter land of Silicon Valley
26
of India (Bangalore) is experiencing the heat much more intensely than schools
situated in other urban and rural centers.
A serious internal problem facing the school is the large turnover of teaching
faculty specifically in physics, chemistry, mathematics and English Language
subjects. Added to this, there is also low job satisfaction among the existing faculty
members due to non implementation of the 6th pay commission recommended salaries
and benefits. Tne teachers are also iacking in motivation due to iack of career growth
opportunities in the school. The rigorous ICSE syllabus, packed class schedules,
unrelenting pressure from parents have caused bum out in many teachers
St. Francis is owned, administered and run by the board of trustees who are
religious class of people owing allegiance to the Roman Catholic Church. The school
Management it appears failed to notice the fast-paced changes which have taken place
in the environment and consequently failed to calibrate appropriate responses. The
complacency on the part of the top management of the school is yet another serious
concern.
• The need for an OD Intervention
·All these ten years, the school is used to annual planning. The planning model
has a shorter time period and is beleaguered by many weaknesses. The process of
drawing up the plan itself contained many fundamental flaws. In the first place, it is
conventional and bureaucratic. The Principal and a few senior teachers institued the
plan and thrust it on the others. The PTA representing the parent stakeholders is
completely ignored. The plan is short-sighted in its nature. It just confined to routine
academic tasks like fixing a time table of subjects, allotting teachers, quarterly, half-
yearly and annual examination schedules, announcement of holidays, various

27
celebrations, annual p1crnc, alternate working days in anticipation of unforeseen
holidays and ended with proposing a fresh date for commencement of next academic
year. The plan did not give any attention to development issues nor showed any
concern to the daunting challenges facing the school.
According to the researcher a midterm school development plan is one of the
ways by which St. Francis can brace itself to counter the internal and external
challenges that it faces. A schooi deveiopment pian is a road map that set out the
changes a school needs to make to improve the level of student achievement and
shows how and when these changes will be made. It is helpful to the principal,
teachers, students and parents. It provides them a list of priorities to focus on, devises
strategies for better curriculum delivery, identifies the skills needed for teachers,
improves communication, monitors student success and enhances parental
involvement. In order to reap the full benefits of a development plan, generally, it is
made as three-year plans: Year 1: Designing the development planning process; Year
2: Implementation of the development plan; and Year 3: Evaluation, amendments and
implementation continues.
(http://www.edu.gov.on.ca/eng/documents/reports/sihande.pdf.)
In conjunction with this plan, the researcher wishes to open up a new process
m formulating the development plan. The process would be such that, it would
eliminate the shortcomings in the annual planning process and provide an opportunity
for all the stakeholders to participate and have their voices heard. Over all, the
precarious nature of the issues facing the school and the urgency involved in
addressing them gives rise to the need for an appropriate and effective OD
Intervention program. Accordingly, the following research problem, objectives,
questions and hypothesis are drawn up.

28
1.3 Potential Statement
St. Francis School (ICSE) has an embedded tradition of potentiality which has
been ingrained in its core for over a century. At the heart of the core value is the
desire to make a significant contribution to the early learning of young students and to
empower them to succeed in the face of every day challenges.
1.4 Statement of Problem
The main concern of this research is to formulate a holistic three year
development plan for St. Francis School (ICSE) by opening up a new planning
process and to study the effect of OD Intervention on the school service quality.
1.5 Research Objectives
The following research objectives are set out as the basic focus for the study.
1. To assess the existing Strengths, Opportunities, Aspirations and measurable

Results (SOAR) present in St. Francis School (ICSE).
2. To craft a three-year Development Plan for St. Francis School (ICSE) using
Appreciative Inquiry Approach (SOAR framework).
3. To determine the currenUPre-OD Intervention level of Service Quality in
terms of parents' satisfaction in St. Francis School (ICSE).
4. To determine the effect of OD Intervention on the Service Quality in terms of

parents' satisfaction in St. Francis School (ICSE).
1.6 Research Questions
The following questions are established in order to accomplish the objectives

of this study.
29
1. What are the Strengths (S), Opportunities (0), Aspirations (A), and measurable
Results (R) present in the context of St. Francis School (ICSE) that could be
used in crafting the three-year development plan for the school employing
Appreciative Inquiry (SOAR framework) as an Organization Development
Intervention?
2. What is the current/Pre-OD Intervention level of parents' satisfaction of the

Service Quality in St. Francis School (ICSE)?
3. What is the effect of OD Intervention on the level of Service Quality in terms of

parents' satisfaction in St. Francis School (ICSE)?
1.7 Research Hypothesis
A hypothesis is a statement, an assumption or a guess (Zikmund, 2003). This
study has set up the following hypothesis.
• Ho1: There is no significant difference between Pre-ODI and Post-OD!
on the level of service quality in the dimensions of: (a) Tangibles, (b)
Reliability, (c) Responsiveness, (d) Assurance, (e) Empathy and (f)
Fees.
• Ha1: There is a significant difference between Pre-ODI and Post-OD!

on the level of service quality in the dimensions of: (a) Tangibles, (b)
Reliability, (c) Responsiveness, (d) Assurance, (e) Empathy and (f)
Fees.
1.8 Purpose of the study
The school has completed a decade of service in the field of education. At this
point of time it is facing an external threat in the form of increasing competition from
30
schools springing up in each nook and comer of the city. There is also an internal
danger in the form of large scale teachers' migration. The Management is also aware
of the flaws in the annual planning process. In short, they were finding themselves at
a crossroads as far as the future procedures were concerned. At this critical time, the
researcher intervened and proposed an alternate planning model which will open up
many new possibilities in the planning process and chart the future course and
directions for the school through crafting of a three-year development plan. This plan
which will be holistic in nature will employ an Appreciative Inquiry Process using the
SOAR framework. Ultimately, the plan will not merely enable the school to withstand
and respond to competition but also create a competitive edge,
In the service industries, providing quality service has emerged as the single
most important factor which distinguishes a good service provider from a bad. With
the ICSE school syllabus remaining uniform and standardized all over the country,
what distinguishes a meritorious/estimable school from the run-of-the-mill is the
service quality rendered and the parents' satisfaction toward the service quality. For
this reason the researcher chose to measure service quality.
1.9 Significance of the study
The significance of the current study is viewed from three perspectives, '
namely, the management, the organization (school) and contribution to the body of
knowledge.
1. The school management having their headquarters in Bangalore also own and
administer over a two dozen schools - academic and vocational in different
provinces/states of south and west India. Irrespective of the organization's
location, the common concerns confronting them were, increasing competition,

31
growing migration of teachers, and routine confrontations with the PTA
According to the researcher, the success of the AI Intervention would encourage
the management to replicate this model in other institutions run by them. In this
way, the benefits of the study go beyond the organization under study.
2. According to the researcher, the AI process will create among the stakeholders
a sense of engagement and empowerment leading to enhanced self worth and
dignity. It will also instill a sense of greater commitment and loyalty to the
organization. In this way, AI lays sure foundations for St. Francis School as an
organization embedded in affirmation and appreciation.
3. AI today is being successfully applied to a wide spectrum of issues from
academic quality improvement, evaluation of teachers, youth engagement,
improving creativity, & innovation, promoting entrepreneurship to creating
developments plans and so on. This study is an addition to the ever-growing
body of knowledge on the success stories of AI and its expansive nature.
Thus this research is an effort to aid the school by providing an integrated
development planning model, a tool for sustained development in the shape of AI and
add one more colorful feather to AI hat.
1.10 Scope and Limitations of the Study
The scope of the study encompasses formulating a holistic three-year
development plan for St. Francis School (ICSE) by adapting Appreciative Inquiry
approach (using SOAR framework) to over come the pitfalls in the traditional annual
planning model. The study also includes measuring the effect of researcher's OD
32
Intervention on the school service quality. Effect of ODI in this study means "the
initial change in the perceptions of the parents". The participants covered under the
study are the stakeholders of the organization. Thus the study is organization specific
and not generic in nature.
The researcher limits the study to the crafting of the development plan while
placing the oversight, implementation and particulars in the hands of the management.
in the case of an airiines company for exampie or of a restaurant it is easy to
determine the level of service quality by directly interviewing or sending out a
questionnaire to the service users. But determination of service quality in the case of
schools poses certain special challenges as stated below.
• For a school the main customers are the students on register. Since,
they are too young in terms of age to participate and lacking in mature
judgment; their parents (derived customers) were invited on their
behalf to be participants as respondents in the survey questionnaire.
This difference is to be borne in my mind during the study.
• In general, parents fear inviting reprisals/retaliation on their children
from the school authorities. Hence, there is a possibility that the
parents may not have been candid in their response to the survey
instrument. This is a serious limiting factor.
• The relationship between the school and children/parents lasts over a
number of years and cannot be abruptly ended like in other cases of
services in the service sector. A parent has to weigh many options
before quitting or pulling out his/her child from a school. In a sense,
they are at the receiving end for much of the time and have no real
freedom to choose. This is another huge limiting factor.

33
• In this study effect of OD Intervention refers to the initial change in the
perceptions of the parents and not lasting change. This is a limitation.
• In the time gap between the Pre-ODI and Post-ODI (new academic
year started) survey two pupils left the school. In their place two others
who did not participate in the first survey are taken/included in the
survey to arrive at the required sample size. This is a limitation.
• Steps undertaken to minimize the limitations
• The researcher ensures the completed responses are returned in sealed covers .
The school personnel are not involved in any of the data analysis to assure that
responses remained anonymous, except to the researcher.
• It is specifically informed in the opening lines of the survey instrument that the
information provided will be dealt with the utmost care and confidentiality and
it will not in any way jeopardize the safety and/or interests of theirs sons or
daughters.
1.11 Definition of terms
Appreciative Inquiry (Al): is a form of action research that looks for what works in
an organization. The tangible result of the inquiry process is a series of statements that
describe where the organization wants to be, based on the high moments of when they
have been. Because the statements are grounded in real experiences and history,
people knew how to repeat their success (Hammond, 1998).
Appreciative Inquiry Summit (AIS): A three-to-four day Appreciative Inquiry
Intervention that seeks to gather the whole system in one room to collectively go
34
through all the phases of the 4-D cycle. The process can include hundreds to
thousands of participants (Cooperrider, Whitney and Stavros, 2003).
The "4-D" cycle: It is the process of four steps, namely, Discovery, Dream, Design
and Destiny used to generate the power of Appreciative Inquiry. It is based on the
notion that human systems, individuals, teams organizations and communities grow
and change in the direction of what they study (Whitney & Trosten-Bloom, 2003).
SOAR Framework: SOAR stands for Strengths, Opportunities, Aspirations and
Results. It is an innovative strategic planning method involving the all the
stakeholders in the process to move the organization forward to its preferred future
with measureable results (Lewis S, et al., 2008). This SOAR framework is used in
conjunction with Appreciative Inquiry.
ICSE School: A school affiliated to the Council for Indian School Certificate
Examination (CISCE), New Delhi and following the syllabus recommended by it. The
Council is registered as a society under the Societies Registration Act, XXI of 1860
(http://www.cisce.org/).
Planned Change: is the intentional effort or deliberate attempt to modify some
aspects of the organization or practices in school.
Development Plan: is a road map consisting of measures to be implemented in a time
bound manner in order to improve the academic achievement of the students, improve
professional standards of the teachers and create a distinct image of the school.
Effect of ODI: It means "the initial change m the perceptions of the parents"
following the OD Intervention of the researcher.

35
Customer satisfaction: is a measurement or indicator of the degree to which
customers of an organization's products or services are pleased with those products or
services, typically measured by an attitude questionnaire
(www .ndu.edu/irrnc/elearninglprimer/glossarv.htm).
Service Quality: It is a function of expected quality and actual quality. Expected
quality is related to what the customers think as well as what the customers may
receive from a service. Actual quality is the performance of the service. A gap may
occur in the view of customers due to the differences between expected service and
the actual quality of that service.
SERVQUAL: It is a model used to assess all user satisfaction by averaging their
scores on 22 statements making up of five dimensions including tangibles, reliability
responsiveness, assurance and empathy (Parasuraman, Zeithaml & Berry, 1988).
Tangibles: It is the appearance of physical facilities, equipment, personnel, and

communication materials
Reliability: It is the ability to perform the promised service dependably and

accurately.
Responsiveness: It is the willingness to help customers and provide prompt service.
Assurance: It means knowing customers' wants, being courteous, and able to inspire ,
confidence.
Empathy: Is the care of individual/customized attention.
Fees: The amount paid to the school every month towards tuition.
Gap Analysis: It is a model that uses the gap between expectations and the actual
experiences of consumers of a service or services
36
CHAPTER2
Review of Related Literature, Theoretical foundations and Conceptual
Frameworks
This chapter reviews the relevant previous literature on the subject matter with
the goal of laying a focused theoretical underpinning for the study. The researcher
discusses briefly select theories in the organization deveiopment fieid, popular
planning models and Appreciative Inquiry Theory which is the OD Intervention in
this study and follows it by service quality theories. In the end, the conceptual
framework and action research framework of the study is introduced.
2.1. Organization Development (OD)
French, Bell & Zawacki, (2005) defines Organization Development (OD) as
a powerful set of concepts and techniques for improving organizational effectiveness
and individual well-being. Cummings & Worley, (2009) offer a definition of OD as
"a system-wide application and transfer of behavioral science knowledge to the
planned development, improvement, and reinforcement of the strategies, structures,
and processes that lead to organization effectiveness." Brown & Harvey, (2006) echo
the same ideas when they describe OD as "an effort planned organization-wide,
managed from the top, to increase organization's effectiveness and health, through
planned interventions in the organization's processes using behavioral science
knowledge."
The emphasis of OD envelopes both macro and micro organizational changes:
macro changes are intended to ultimately improve the effectiveness of the

37
organization, whereas micro changes are directed at individuals, small groups, and
teams. As Desimone, Werner & Harries (2002) have pointed out, "If organizations are
going to make a fundamental change, they must be able to learn, adapt, and change."
According to Daft (2004), OD uses knowledge and techniques from the
behavioral sciences to create a learning environment through increased trust, open
confrontation of problems, employee empowerment and participation, knowledge and
information sharing, the design of meaningful work, cooperation and collaboration
between groups, and the full use of human potential . OD also attempts at enabling
organizations to be able to attain their short term and long term objectives. These
objectives, according to, French, Bell & Zawacki, (2005) is achieved by teaching the
organization members to mange their organization process, structures, and culture
more effectively.
After going through many definitions put forward by OD scholars from
different perspectives, the researcher would like to offer a synthesis: OD is a planned
change effort. The change is simultaneously directed towards the improvement of the
organization (macro) as well as the individual (micro).
2.2 Concepts related to Organization Development (OD)
The concepts of organization and system have been associated together since
the beginning of the scientific management era. Kendall, writing in 1912 (cited in
Cleland & King, 1975) perceived this relationship and spoke of the need to be
organized so that separate processes and unit members are brought into systematic
connection and operation as efficient parts of the whole. French and Bell, (1995) who
38
put forward the organization development systems theory argued organizations as
open systems in active exchange with their surrounding environments. It is one of the
most power conceptual tools available for understanding the dynamics of
organizations and organizational change. System theory provides a simple way to
model organizations by focusing on the structure and relationship or interdependence
among parts of the organization. A systems approach conveys the idea that
organizations are made up of parts and that these parts interact with each other to
accomplish the organization's goals (Kast & Rosenzweig, 1985).
2.2.1 The Organization as an Open System
As proposed by Brown and Harvey, (2006) organization systems consist of
open and closed systems. The closed system is one which is self contained, unrelated
and isolated from its environment. In real world, such system does not exist at all. On
the other hand, an open system will relate with its environment and is the most
important type of system. The open system interacts with its environment with a
purpose to achieve a dynamic balance; it continually receives information as the
feedback from environment to help it adjust. The system could not be alive without
the continuous influence of transformational outflow. The departments in the
organization also interact with each other because they have interacting tasks to '
perform. So it can be said that the efficiency of the system depends on the level of
interaction.
IBIASSVMPTION UN!VERSITYLIBB.A..lll 39
Information Organization
Equipment Human Resources
Products
Materials
Facilities
-
l
Workplace Actions
~
Goods
Money
•• Services
People
Technology
t
·~ Feedback from
Environment
Employees, Customers,
Investors, Govt.
Regulators
Figure 2.1: The organization as an open system (Source: Brown & Harvey 2006, p.
40)
The organization as an open system is illustrated in Figure 2. As a created
system, it consists of three basic groups of factors. The first, called resource inputs are
the resources such as information, equipments, money, people that are influenced to
the processing function. Second, transformation processes are the activities and
functions that are performed to produce goods and services; and third, outcome
process is the finished goods or services that are ultimately produced by the
organization for consumers.
Implications of the theory for this study
Based on the above review of literature, the researcher would view the school
organization under the study as an open system. The arguments in favor are: schools
get their inputs from the outside environment in the form of students, teachers, funds,
40
and technological equipments. The school acts as the meeting point where the
transformation process is conducted in the form of teachers ,disseminating their
knowledge and pupils receiving them and thus enabled, enriched and empowered
they return to the outside society to undertake various assignments. The effectiveness
of a school is evaluated from the perspective of student achievement, while a
continuous flow of input from the parents, the society, and government constitute the
feedback from the environment
2.2.2. School as Learning Organization
In the most widely read book on the learning organization," The Fifth
Discipline: The Art and Practice of the Leaming Organization" Peter Senge, (1990)
states the essence of the learning organization as "an organization that is continually
expanding its capacity to create its future. For such an organization, it is not enough
merely to survive. 'Survival learning' or what is more often termed 'adaptive (single-
loop) learning' is important - indeed it is necessary. But for a learning organization,
'adaptive learning' must be joined by 'generative (double-loop) learning', learning
that enhances our capacity to be creative." Senge, further describes the key
dimensions of a learning organization as five "competent technologies": systems
theory, personal mastery, mental models, building shared vision and team working.
Each of the aspect is described below.
1. Systems thinking. This views organizations as complex open social systems
which take input from the larger environment and subject that input into
various transformation processes that result in output. The key focus of OD
and the learning organization is on the transformation process. Employee
involvement schemes such as team working and quality circles are features of
41
enabling structures that can flex in response to change, enhance organizational
learning and improve the creative problem-solving capacity of organization
members.
2. Personal Mastery. The term personal mastery refers to the personal growth
and learning of organization members. The rationale for an organization to
support personal mastery is that the organization members may become more
committed to the organizational task, take more initiative, develop a broader
and deeper sense of responsibility in their work and enhance the learning of
the organization's members. This is an important challenge faced by
contemporary business organizations.
3. Mental Models. This refers to the deeply seated assumptions, generalizations,
or images that influence how we understand organizational settings and that
guide our organizational behavior. Most often organizational members are not
consciously aware of their mental models or the effects they have on their
behavior. Working with mental models begins with looking inward: learning
to unearth the internal pictures that organizational members hold, to bring
them to the surface and hold them rigorously to scrutiny. Surfacing, testing
and improving the mental models are central to building a learning
organization.
4. Building a shared vision. A shared vision is one to which organization
members are committed. It reflects their own values and norms. Building a
shared vision is critical because it provides the focus and energy for the
42
individual, team, organizational learning and action. An organization that
seeks to build a shared vision may need to unearth shared "pictures of the
future" that foster genuine commitment to the orgartization.
5. Team learning. Team learning is vital because teams and their organization
members are the key learning components in organizations. The importance of
team working in managing transformational change is threefold. First, the
complexity of this may require multiple perspectives from a full range of
organization members. Second, there may be a need for innovative
coordinated actions across the organization. Third, in the formulation of
policy decisions and its implementation team members may work on a variety
of other teams at any one point in time.
Overall, in the opinion of Senge, when these five" competent technologies" or
"five disciplines" are evident in an organization they may help managements to
replace conventional thinking and practices with new and novel ways so as to survive
and prosper in today's turbulent business environment.
hnplications of the theory for this study
It is not only just business organizations, Sillins and Mulfort (2002) have
made a strong case for schools also to pursue the ideal of learning organization. The
researcher from his experience of working in schools has found that student learning
directly depends on teachers' knowledge; and also on how and what they do in the
classrooms. Hence, the teachers should be given opportunities to learn and develop
themselves in an ongoing manner. Not confining learning to teachers alone, the
researcher sees schools as temples of learning where all stakeholders - students,

43
teachers, principals, and parents are engaged in a process of continuous and on-going
double-loop learning in the true spirit of a learning organization.
2.2.3 The Organization-as-Living-Human-System Theory
The perspective of an organization as living human system recognizes that
people, in relationship with each other, create organization; and that without people
working together organizations would not exist. According to Lewis, S., Passmore, J.,
& Cantore, S. (2008) the phrase 'living human system' has three specific attributes of
organizations. First, they are alive rather than the Industrial Age viewing of
organizations as inert and expressing it through machine metaphor. Second, they are
human, that is, they are made up of people. And third, they are systems composed or
related elements. The authors capture each of these attribute by the phrase living
human system and explain further.
To talk about an organization as 'living' suggests that the potential exists for
both growth and renewal. It also suggests that the organization as 'living' will have a
need for sustenance, something which gives it life. Therefore, it is essential to know
what/which organizational activities are that give it life. Having identified the life-
giving forces, organizational Change can be achieved through nurturing and
nourishing them. Viewing the organization as 'alive' has yet another dimension: to
see them as living systems located within and responsive to their environment and
become part of the bigger environment. To be alive is to be dynamic in the behavior,
to experience constant change and adaptation.
Organizations only exist because of people. Organizations are made up of
people. It is people who create organizations and sustain them. Therefore, clearly
organizations are a human phenomenon. Being made up of people, organizations are

44
places where all sorts of human nature become visible: love, pride, joy, happiness,
satisfaction, sense of accomplishment, rewards, recognitions and on the other side,
misunderstanding, confusion, chaos, jealousy, anger and so on turning the
organization messy.
An organization is also a system. French, Bell & Zawacki, (2005) argue the
living-human system understanding of organizations is in contrast to the traditional
understanding of a system as interdependent, inter-reliant and interconnected. This
alternative approach looks at organizations from a humanistic perspective. Therefore,
it is necessary to understand the patterns of belief, patterns of communication,
patterns of action and reaction existing in the system and more critically to discover
the aspects and elements that give life to the patterns in the system.
Implications of the theory for the study
This new perspective of looking at organizations as human system living in
relation to one another marks a contrast from the machine age mindset where
organizations were considered as interdependent and interconnected sub systems in a
large system. This relationship aspect of people in organizations is the heart of
Appreciative Inquiry Process, the methodology used in this study.
2.3. Organization Development Intervention (ODI)
<;ummings and Worley, (2009) refer Organization development intervention
as a set of sequenced planned actions or even,ts intended to help an organization
increase its effectiveness. Interventions are deliberate attempts to disrupt the status
quo and lead the organization to a better state. According to Nelson, D.L & Quick,
J.C. (2006) all Organizations typically follow an OD Intervention process which is
known as OD cycle. This cycle is shown in Figure 2.2 below.

45
Diagnosis and
needs analysis
Follow-up
Figure 2.2: Organization Development Cycle (Source: Nelson, D.L., & Quick,
J.C. 2006, p.616)
In the action research model used in this study, the diagnosis and needs
analysis phase constitute the Pre-ODI functions, the Intervention represents the AI led
OD Intervention and the follow-up includes the Post-ODI activities. All these three
major functions work in a cyclical process, look, act and think.
2.3.l Whole System OD Intervention in State Bank of India (SBI)
One of the most successful models of OD Intervention in recent times in the .
Indian corporate world is undertaken by State Bank of India (SBI). This intervention
was aimed to tum improve employee and organizational effectiveness, tum around the
bank and put in on a path of robust growth. The following lines explain the OD
Intervention program as told by the person who conceived and executed the program
at the inauguration of Asia Organization Development Network (AODN) Summit -
2009, Indian School of Business, Hyderabad on 20th August, 2009.

46
Background & Problems: The SBI is the country's oldest bank and premier in terms
of balance sheet size, number of branches, number of employees and market
capitalization. This was the situation until the Govt. of India initiated sweeping
reforms in the banking sector. It was as though overnight the situation changed. This
public sector behemoth lost customers in thousands and its markets share was steadily
declining. Added to this, it was in no position to withstand the aggressive competition
from new generation banks. The situation was bad and was getting worse by the day
when O.P. Bhatt took over as Chairman. Soon the innovative Chairman unveiled a
well planned and meticulously executed OD Intervention in the history of public
sector industries in the country. His first priority was driving the Change in the
employees.
The whole system OD Intervention (Parivartan): While his predecessors worked on
arresting the fall of market share he emphasized the positive on how to improve the
market share. As a first step, he called on his regional managers and explained them
his outlandish idea. With the aim of make them believe in his idea and boost their
confidence he baptized them by fire by making them walk on red-hot charcoal fire.
Thus Parivartan (Sanskrit word) meaning Transformative Change was kicked off at
SBI.
Process of Intervention: In the frrst of a kind, the Chairman sent emails to each
employee reminding them the glorious legacy of the bank, pride of employees in their
contribution to nation building and economic development for over two hundred
years. Next, he rolled out a series of intervention programs over the next 15months or
so. Chief among them: 3300 two day workshops covering 130,000 employees using
47
400 trainers to drive home the message of change and inclusiveness. The workshops
and the incessant communications in different modes fired the imagination of the
employees.
Relentlessly he followed it up with cutting edge technology and innovative
banking models, massive installation of ATMs, ambitious proposal to bring 100,000
villages under the banking net work (http://www.statebankofindia.com/user.htm)
Awards. - SBI adjudged the Best Bank for 2009 by Business-India.
O.P. Bhatt, Indian of the Year Award 2008 -CNN IBN Network 18
0 .P. Bhatt, One of the "25 Most Valuable Indians" 2009 Week Magazine
SBI today. The researcher wanted a demand draft (cash cheque) and went to SBI
branch, Nariman Point, Mumbai 400 021 on 6th October 2009. The researcher found
the Change was unbelievable. As the researcher entered the bank, the security pulled
out a token from the machine, handed it over and directed him to be seated and wait
for the tum. When the number was called out, money was received, draft was
prepared, got it signed by the branch manager and delivered back to the client by one
employee under single window system, in flat 22 minutes the transaction was
completed. A paradigm change in the mindset, attitude and customer service in SBI
was seen and experienced:
As on 13 August 2010, SBI reported a robust 25% growth in its net profit at
Rs. 2,914.2 crore in the first quarter of 2010-11 fiscal vis-a-vis the net profit of Rs.
2,330.37 crore in the corresponding quarter of the previous fiscal. This better than
expected performance pushed the SBI stock up by 6.93% on the Bombay Stock
Exchange (BSE) (Financial Express, Friday, August 13, 2010).
The elephant has indeed started to dance (Bhatt, 2009).
2.4. Planned Change Models in Organization Development

48
The five models, the SWOT analysis, the Mckinsey 7-S theory, Preferred
Futuring, the SOAR framework, and Future Search described in the following pages
narrate the different approaches and multiple stages through which planned change in
organizations are affected.
2.4.1 The SWOT Analysis
SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. It
is a tool for auditing an organization and its environment. It is the first stage in the
long process of planning and it helps organizations to focus on key issues. Strengths
and weaknesses are classified as internal factors while opportunities and threats as
external factors.
It is also known as TOWS analysis which stands for Threats, Opportunities,
Weaknesses and Strengths. This way of analysis looks at the negative factors first
with the aim of turning them into positive factors for the organization. One of the
ways of presenting the SWOT as a matrix or grid is presented in Figure 2.3
.$.
Negative
or
potential to
be
negative
Figure 2.3: SWOT Matrix Model (Source: http://www.swotimages.com0

49
Merits of SWOT lie in its simplicity of understanding and easy application.
Additionally, the tool is flexible and versatile which enhances its usage value across a
variety of organizations and a host of activities ranging from business innovation to
the traditional problem solving. To get the best out of this tool, the analysis should
always start with a clear goal or objective in mind. If not the exercise runs the risk of
an exercise for the sake of an exercise. In other words, SWOT meaning "Significant
Waste Of Time" (Hill & Westbrook, 1997).
SWOT is just an analytical tool and not a robust process. Therefore, it has its
own limitations. A common criticism of the SWOT framework is it's over
simplification of environmental factors into categories which may not always fit. The
classifications of factors too remain arbitrary. In order to overcome the shortcomings,
OD practitioners in most cases use the SWOT in conjunction with other analytical
tools like PESTEL, and Porter's Five-Forces Model.
2.4.2 The Mc.Kinsey 7S Model
Tom Peters and Robert Waterman, two employees at the McKinsey consulting
firm in 1980 developed the popular McKinsey 7S framework. The basic premise of
this model is that there are seven internal aspects of an organization that need to be
aligned if it is to be successful.
50
The way the model is presented in Figure 2.4 depicts the interdependency of
the elements and indicates how a change in one affects all the others.
Figure 1: The McK.h1sey vs f\t1pdel
Figure 2.4: The McKinsey 7S Model
(Source: http://www.mindtools.com/pages/article/newSTR 91.htm retrieved 27

November 2009)
Broadly, the above 7 elements can be classified into "hard" and "soft"
categories. "Hard" elements are easier to define or identify and management can have
a direct influence on them. They are: Strategy, Structure and Systems. "Soft"
elements, on the other hand, can be more difficult to describe, are less tangible and
more influenced by culture. These are Shared Values, Skills, Style and Staff (Bryan,
2008; Gill, 2006; and Vaneevae, 2005).
By placing shared values in the middle, the model emphasizes that these
values are central to the development of all other critical elements. Noted researchers,
Price & Chahal, (2006) have criticized this model for its lack of clarity of external
environment indicated in the model.

51
The researcher based on the extensive review of literature found that the 7-S
model has stood the test of time and even amidst today's fast-paced changes it is
widely used as an effective organizational planning tool albeit in most cases alongside
other modem techniques.
2.4.3 Preferred Futuring
Preferred Futuring, put forward by Dr. Lawrence Lippitt is one of the large
group OD Intervention methods which involve the whole system in the change
process. The method enables all the stakeholders in the organization to come
together, plan for, and construct the future they want and inspire the passion and
energy to follow through and get there. Preferred Futuring is based on the philosophy
that all stakeholders can and must participate meaningfully in the present and future
states of the organization. The process contains eight clear and simple steps which
are: 1) a focused review of history, 2) an assessment of the current situation, 3)
mission, values and beliefs, 4) identifying future factors, 5) creating the vision, 6)
translating future vision into action goals, 7) developing plan for action, and 8)
working on the plan.
(http://www.region 17online.org/documents/HW/Sept08/PeircePreferredFuturing.pdf. retrieve
d 28/11/2009)
Preferred Futuring as a change process is found to be effective because it:
• takes into consideration the needs and interests of those who have a stake in
the organization's success
• gives a method to operate as a whole, healthy and fully integrated system
• is based on data and performance measurement both past and present with an
eye on the trends and what may be on the environment

52
• serves as a coherent guide to establishing priorities and making decisions
• helps teams to focus on innovative/breakthrough goals and not just
management of current business practices
• aligns goals, programs and activities to the vision, mission and values with a
thrust on measurable results
• embeds the positive/strengths (what do we want more of?) versus
problems/difficulties (what do we want less of?)
• end result is a plan crafted by consensus. This creates unity, cohesiveness,
effectiveness, efficiency and passion.
• it is essentially an inspirational document for collective growth and a
promising future.
Researcher's snapshot of the three models
The Mc.Kinsey 7-S model focused on factors that are internal to the organization
and laid importance on harmony among the seven variables for effectiveness and
success of the organization. The SWOT framework was a sort of congruence as it
took a scan of both the environment and internal factors of the organization in
formulating the strategic plan. The Preferred Futuring method is a paradigm shift
from the two methods as it involved all the stakeholders in creating a desired future
for the organization. Its scope covered three critical phases: defining the current state
of the organization, defining a Preferred Future state that capitalizes on the
organization's strengths and engaging in a predictable action planning process and
steps that connect planning to the doing.

53
2.4.4 S.O.A.R. Framework
SOAR is an acronym for Strengths, Opportunities, Aspirations and Results. It
is an innovative tool grounded in two simple appreciative inquiry assumptions - one,
what you seek, you will find more of or you amplify and two, people commit to what
they help to create. It is a strengths-based approach to strategic planning involving the
whole system (stakeholders) into the process to drive an organization forward to its
most preferred future with measurable results. This tool has effectively replaced the
SWOT's top-down approach by inviting whole system to the planning table and in
this way has evolved beyond the classical tool. Many management thinkers like
Hamel & Prahalad, Henry Mintzberg, Markides (cited in Lewis S, et al., 2008) have
validated SOAR as an effective strategic planning device. The SOAR framework is
illustrated in Figure 2.5
What are we doing What are the best

Appreciative really well? possible market
Inquiry opportunities?
./ What are our greatest
assets? ./ How are we to best
partner with others?
~ What is our preferred ~ What are our

Strategic future? measurable results?
Inquiry
~ To what do we aspire? ~ What do we want to
be known for?
Figure 2.5: SOAR Framework (Source: Adapted from Starvos et al.2006)
The large four quadrants in the figure 2.5 represent one letter each in the
contraction SOAR and each of the quadrants has two questions listed under it. While
the Strengths and Opportunities are classified under the Appreciative Inquiry
category, the Aspirations and measurable Results are grouped into Strategic Inquiry
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category. Overall, the SOAR framework is a healthy combination of appreciative and
strategic inquiries.
According to the Organization as a living-human-system theory explained
earlier in the chapter, an organization's life energy is located in its people in the
organization. This energy is made explicit by dialogue between and among the groups
of stakeholders (Holman, Devane and Cady, 2007). SOAR serves to accelerate the
organization's strategic planning efforts by focusing directly on those elements that
will give life energy to the organization's future. In this manner, SOARing beyond
what's wrong or missing with an engaging strategy, excitement and hopefulness in the
future.
The positive, participative, engaging and empowering nature of SOAR is
widely appreciated. In recent times it is found in corporate strategic planning with
SWOT being exchanged for SOAR. This study uses the SOAR framework integrated
with Appreciative Inquiry as a methodology in the process of crafting a development
plan for the focal organization.
2.4.5 Future Search
Weisbord, M and Janoff, S (1994) developed a model of large group
intervention called Future Search for creating strategic changes in an organization.
This new approach is based on the key principles: 1) the whole system participates in
the planning process, 2) a global context forms the base for location, 3) the focus is on
finding common grounds of working and moving toward the future, and lastly
emphasis is on self-management and personal responsibility.
The process of planning in Future Search, starts with a committee consisting
of eight or so key stakeholders planning the future search conference normally for two
or three days. During the conference, the participants sit around tables with about
55
eight people in a table or so and go through the five-phases of the process. They are:
1) a review of the past from personal, organizational, and global perspectives
followed by identification of trends and developments which will impact the future; 2)
An assessment of the present conditions; 3) Visualizing an ideal future scenario of the
most desirable future; 4) finding common grounds and developing a shared vision;
and finally 5) formulation of an action plan (Janoff S, AODN Summit, October 1to4,
2008, Assumption University).
The researcher finds Future Search is analogous to Appreciative Inquiry in its
nature and form but in practice it fails to create the kind of energy and excitement in
the participants when they are asked about the peak moments experienced in AI
conversations. While the AI tool has been put to use to solve a wide range of
organizational problems, futures search is merely a strategic planning tool.
2.5. Appreciative Inquiry Theory and Approach in OD
Appreciative Inquiry approach to organizational Change marks a fundamental
shift from the age-old ''find-the-problem and fix-the-problem approaches" to ''find
the strengths and build on the strengths of the organization." Hence, Fitzgerald,
Murrell and Newman, (2002) have provocatively hailed Appreciative Inquiry (An as
the 'new frontier' and 'ground-breaking'. According to Whitney & Trosten-Bloom,
(2003) Appreciative Inquiry is distinctive in three significant ways from other
traditional methods of change in OD because it isfally affirmative, it is inquiry-based,
and it is improvisational. Cooperrider (2003), along with Whitney and Starvos have
offered the following practice-oriented exhaustive definition of AI:
Appreciative Inquiry is the cooperative co-evolutionary search for the best in

people, their organizations and the world around them. It involved the
discovery of what gives "life" to a living system when it is most effective,
56
alive, and constructively capable in economic, ecological, and human terms.

AI involves the art and practice of asking questions that strengthen a system's
capacity to apprehend, anticipate, and heighten positive potential. The inquiry
is mobilized through the crafting of the "unconditional positive question,"
often involving hundreds or thousands of people. AI interventions focus on the
speed of imagination and innovation-instead of the negative, critical, and
spiraling diagnoses commonly used in organizations. The discovery, dream,
design, and destiny model links the energy of the positive core to changes
never thought possible.
Appreciative Inquiry is based on the simple assumption that every
organizations has something that works well and these strengthens can be the starting
point for creating a positive change. Inviting people to participate in dialogues and
share stories about their past and present achievements, assets, unexplored potentials,
innovations, strengths, elevated thoughts, opportunities, benchmarks, high-point
moment, lived values, traditions, core and distinctive competencies, expressions of
wisdom, insights into deeper corporate spirit and soul, and visions of valued and
possible futures can identify a "positive change core." From this, Appreciative Inquiry
links the energy of the positive core directly to any change agenda. This link creates
energy, excitement, and a desire to move toward a shared dream (Cooperrider et al.,
2008).
The power of Appreciative Inquiry occurs when the appreciation and inquiry
are combined. Like the elements hydrogen and oxygen that combine to make water-
the most nurturing substance on earth-appreciation and inquiry combine to produce
a vital and powerful, catalytic effect on leadership and organization change. By
tapping into accounts of organizations that are functioning at their best, AI unleashes
57
information and commitment that together create energy for positive change
(Cooperrider & Whitney, 2005).
2.5.1 Appreciative Inquiry Vs Traditional Forms of Approach
Appreciative Inquiry is an invitation from the machine-age mentality of
looking at "organizations as problems to be solved" to the knowledge age mind set of
viewing organizations as "mysteries to be embraced" (Cooperrider, 2003 and
Whitney, 2005). This paradigm shift in AI from deficit thinking to positive thinking is
illustrated in Table 2.1.
Table 2.1: The Shift from Deficit-Based Change to Positive Change (Source: Adapted
from Whitney & Trosten Bloom, 2003)
Deficit Based Change Approach Positive Change Approach

Intervention Focus Identified problem Affirmative topics
Participation Selective inclusion of people Whole system
Action Research Diagnosis of the problem Discovery of positive core
Causes and consequences Organization at its best
Quantitative analysis Narrative analysis
Profile of need Map of positive core
Conducted by outsiders Conducted by members
Dissemination Feedback to decision makers Widespread and creative
Sharing of best practices
Creative Potential Brainstormed list of Dreams of a better world
Alternatives and the organization's
contribution
Result Best solution to resolve the Design to realize dreams
problem and human aspirations
Capacity Gained Capacity tc implement and Capacity for ongoing
measure the plan positive change
Stakeholders No engagement, no empowerment A great sense of engagement,

and no commitment empowerment and commitment
to the organization.
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Conventional approaches to organizational change in OD literature start with
the basic assumption that some thing is wrong in the organization, therefore find out
"what is the problem" and try to "fix it" (Hall & Hammond, 1996). The process of
problem identification generally involves an outside expert/practitioner and the top
management. Whereas, the AI approach to organizational effectiveness underscores
the point, that there is something "working well" within the organization and this
needs to be identified and "amplified" (Cooperrider & Srivastava, 1987). In this way
by shifting the focus of inquiry from the negative to the positive core, AI creates
abundant energy and excitement in the process whereas the problem-focused
approaches sap the energy of the members.
The power of AI as a methodology is found in its informal and creative
approach to engaging the "whole system" in the change process. Conversations
conducted through appreciative interviews become the core process for eliciting the
data and energizing the system for change (Brown & Isaacs, 1997, 2001). Al's
inclusive approach provides a forum in which multiple stakeholders get involved and
generate creative ideas and innovative solutions. The AI as an action research process
involves four key stages: discovery, dream, design and delivery (Cooperrider, 2008).
Leith, M (1996) claims that seventy per cent or more of all organization-wide
change programs fail to produce the desired results due to structural weaknesses
present in the conventional deficit-based approaches. He gives six conditions for
success without which an intervention is doomed to failure. The six rules are: 1) the
process of change is self-determined and self-managed; 2) there is broad stakeholder
involvement; 3) appreciation of current reality is comprehensive; 4) the prevailing
mindset is one of creating a shared future; 5) systems thinking is employed; and 6) the
change model is based on trust and co-operation. According to the researcher all the
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six success mantras in full measure is found embedded in the Appreciative Inquiry
process.
While the traditional approaches look for actions/outcomes first, the AI
approach contributes to the relationship building process from the outset and
progresses to build on it. This is another key differentiator as illustrated in Figure 2.6.
Action
Possibilities
,___ _ _ _ _ _ _ _ _ _..... Relationships
AI Process Traditional Process
Figure 2.6: The shift in AI approach from traditional process (Source: Wright, M &
Baker, A, 2005, p 5)
2.5.2 The Five Basic Principles of Appreciative Inquiry
In the process of using Appreciative Inquiry towards organizational changes,

Cooperrider (2003) defined the Al's five basic principles namely:
1. The Constructionist Principle - as we talk, so we make
This principle allied to social constructionist theory (Gergen, 1982, 1999) is

the fundamental underpinning of AI. The underlying idea behind the social
constructionist theory is that our thoughts about the world are developed
60
through interpretation and construction, rather than simple recording of a

phenomenon.
"In conversations together we create the organizational world that we then

experience as normal and real. And we create the world through the words
we have available to us." "Words create World." (Cooperrider et al., 2003)
2. The Principle of Simultaneity - as we ask questions, so we become

transformed (and in turn, transform what we ask about).
This principle points to the way that inquiry and change are simultaneous; in
other words, they are not separate stages in development. An inquiry is an
intervention. An inquiry by itself stimulates reflection and thought that lead to
different ways of thinking and doing.
"Inquiry is intervention. Inquiry and Change are not separate undertakings.

The questions we craft guide conversations, shape what people discover
and pursue, and instill certain images/expectations of the future."
(Cooperrider et al., 2003)
3. The Poetic Principle-as we choose topics for Inquiry, so we open new

horizons for actions.
This principle emphasizes the way that people author their world
continually, choosing the parts of their stories they are most interested in at
the time. AI supports people by engaging their attention and energy and
taking them through the process in a way that makes it accessible to them.
"What we study, what we ask questions about, should be guided by the

vision of the world we want to co-create." (Cooperrider et al., 2003)
4. The Anticipatory Principle - as we anticipate, so we create.

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This principle points to that the way people think about the future, will
shape the way they move toward the future. For instance, if people see the
future as full of possibilities, they will move towards this positive direction
and vice versa.
"If you want to change an existing human system, first change the future.
Positive images of the future may be so powerful that they guide us at the
cellular level. Studies of the placebo effect have demonstrated that images
of health and well-being might play an important part in actually releasing
the bodily mechanisms necessary for healing and recovery." (Cooperrider
et al., 2003)
5. The Positive Principle - as we discover moments of hope, joy and

caring, so we enjoy generative experiences.
This principle stresses on asking positive questions that engages people

more deeply and for a longer time. It is because people naturally tum
towards ideas and images that provide nourishment and energy. AI
incorporates the positive principle in the way it asks questions.
"People and organizations are heliotropic. They tend to grow in direction

of helio or life source. Hopeful images of the future, when linked to actual
experiences, are compelling and attractive, and when shared, they create
social bonds that expand cooperation, deepen collaboration and move us
'toward the light"'.
(Berret and Fry, 2005)
2.5.3 The basic assumptions of Appreciative Inquiry
As in the case of every theory/approach in social sciences AI Theory too is based
on certain sound assumptions. These assumptions are encapsulated in the form of
statements to give a brief understanding of what they are (cited from Reed, J 2007).
62
• In every society, organization, or group, something works. This is true even in
the case of organizations on a downward trajectory.
• What we focus on becomes our reality. Therefore, focus on the positive.
• Reality is created in the moment, and there are multiple realities. So, there is
no use in spending time searching for a single "truthful" account subjected to
checking and verification
• The act of asking questions of an organization or group influences the group
in some way. Principle of Simultaneity operates.
• People have more confidence and comfort to journey to the future (the
unknown) when they carry forward parts of the past (the known).
• If we carry parts of the past forward, they should be what is best about the
past. In other words, past strengths fills people with confidence to go forward.
• It is important to value differences. Putting it in another way, AI celebrates

diversity and differences.
• The language we use creates our reality. Language is an important construct
of reality.
Implications for the study
The principles stand out as the essential beliefs of AI; the assumptions are the
guiding instructions for an AI practitioner. A good understanding of the beliefs
and the instructions gave the researcher a clear idea of dos and don'ts in
effectively conducting the OD Intervention using AI method.
2.5.4 Theoretical Underpinning/Base for AI - Theory of Social
Constructionism
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Appreciative Inquiry is grounded in the theory of social constructionism. The
theory points to the power of images and the way it is used to create one's own
realities and futures. Only through a solid grounding in these concepts will AI
researchers and practitioners be able to co-create the organization change processes
congruent with the needs of an organization.
Leading social constructionist theorist Gergen (cited in Watkins & Mohr,
2001) describes the idea of language as creator of reality:
Social constructionist dialogues~utting edge significance within the social

sciences and humanities~oncem the processes by which humans generate
meaning together. Our focus is on how social groups create and sustain beliefs
in the real, the rational, and the good. We recognize that as people create
meaning together, so do they sow the seeds of action. Meaning and action are
entwined. As we generate meaning together we create the future.
This statement captures the core of Appreciative Inquiry. As the people of an
organization create meaning through their dialogue together, they sow the seeds of the
organization's future. As Cooperrider, 1995 (cited in Watkins & Mohr, 2001) said:
The most important thing we do as consultants is inquiry. We try to read

situations, we do ..... organizational analysis and diagnosis. It all starts with
inquiry. The key point is that the way we know is fateful. The questions we
ask, the things we choose to focus on, the topics that we choose determine
what we find. What we find becomes the data and the story out of which we
dialogue about and envision the future. And so, the seeds of change are
implicit in the very first question we ask.
Appreciative Inquiry is, in part, the art of helping systems create images of
their most desired future. AI is focused on the generative and creative images that can
be help up, valued, and used as a basis for moving toward the future. The Placebo
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effect (impact of our minds on our bodies) and Pygmalion studies (the effect of the
power of another person's image of us) demonstrate the power of images held by
people affected the future. With this kind of scientific evidence at hand, it can be
concluded, social constructionism + the power of image = Appreciative Inquiry in
organization change.
2.5.5 Appreciative Inquiry as an Organization Development Philosophy
In the book, Appreciative Inquiry: Change at the Speed of Imagination, the
authors, Watkins and Mohr (2001) argue that describing AI as yet another OD tool, or
intervention would be only partially accurate and a disservice to those who seek to
facilitate the co-creation of quantum shifts in the capability of an organization to meet
the demands of its customers, members, and other key stakeholders. Rather,
Appreciative Inquiry must be thought of as a philosophy and orientation to change
that can fundamentally reshape the practice of organizational learning, design, and
development in much the same way that process consultation reshaped the field of
management consulting 40 years ago.
In the early days of management consulting, the consultant was the outside
expert who came to study an organization, decided what needed to be done to "fix" it,
and propose a course of actions. Consequently, employees resisted, consultants
became discouraged and the clients became cynical. With the advent of Organization
Development (OD) as a discipline, the behavioral scientists, who were experts not in
the work of the organization but in the behavior of people, introduced the idea that the
people of the organization were the ones best equipped to identify what had to be
changed and to formulate ways to make those changes. Instead of prescribing

65
solutions, consultants began to help members of the organization to formulate their
own solutions to problems they had identified.
Like process consultation, Appreciative Inquiry can be and is sometimes
applied effectively as a micro tool. But, as with process consultation, the real power
and impact of Appreciative Inquiry is seen when it is used as a comprehensive
orientation to change in complex systems. Comprehensive change means change in
orientation-strategic shifts in the relationship of the enterprise with its environment,
changes in the way the work of the organization is done, and/or changes in how the
organization approaches problems of leadership, performance, conflict, power, and
equity. Appreciative Inquiry is one way to approach strategic planning, organization
design, diversity, evaluation, and so on, rather than an alternative to these
interventions.
In the article, ls Appreciative Inquiry OD's Philosopher's Stone? Head,
Sorensen, Preston, and Yaegar (2000) regard Appreciative Inquiry as perhaps the
alchemist's philosopher stone that OD has been searching for. Appreciative Inquiry's
approach to OD rooted in discovering the positive forces that give meaning to an
organization and consequently allowing these positive experiences to guide the
change process contrasts with the problem solving approach which first identified the
problem and what is wrong with the organization. In this fashion, Appreciative
Inquiry creates a positive atmosphere for change that avoids the resistance and loss of
hope for a better future encountered through the more traditional approaches. Its
approach directly attacks one of the few ''universal truths" of OD practice: successful
OD requires overcoming resistance to change. Aside from just removing change
resistance, Appreciative Inquiry also accomplished two other principle goals of OD

66
consultants regardless of what culture they operate in: acquiring employee ownership
into the program, and maximizing employee input into the design of the new system.
2.5.6 Appreciative Inquiry as an Action Research Method
Troxel, J (2002) considers Appreciative Inquiry as a form of action research of
organization and social life. Works of researchers and open systems theorists Eric
Trist, Fred and Merrelyn Emery, Russ Acknoff, Chris Argyris, and many others have
documented action research's capacity to transform the objects of its research. Their
work has revealed that action research has a "generative capacity," a "capacity to
challenge the guiding assumptions of the culture, to raise fundamental questions
regarding contemporary social life, to foster reconsideration of that which is 'taken
for granted' and thereby furnish new alternatives for social actions." (Gergen, 1978
cited in Troxel, 2002). AI has this capacity in that organization members, through in-
depth interviews are given the opportunity to retell the story about their organization
and its future directions (Troxel, 2002).
Bushe, (1998) in his work Appreciative Inquiry with Teams presents AI as a
form of action research that attempts to help organizations and communities create
new, generative images for themselves based on affirmative understanding of their
past.
The four principles Cooperrider and Srivastva, (1987) lay down for
Appreciative Inquiry are that action research begins with appreciation, should be
applicable, should be provocative, and should be collaborative. The basic process of
Appreciative Inquiry is to begin with a grounded observation of the "best of what is",
67
then through vision and logic collaboratively articulate "what might be", ensuring the
consent of those in the system to "what should be" and collectively experimenting
with "what can be" (Bushe, 1998).
2.5.6 The Al "4-D" Cycle or Process
Al's five underlying principles come to life through the design of the four-step
the process as a cycle of four phases, popularly known as the "4-D" cycle.
Affirmative Topic
Choice Selection 1. Discovery
"Appreciate what is"
Discovery of
Strenf!lhs
4. Destiny Positive Core 2. Dream

"Create what will be" "Imagine what might be"
Establishing indicators Envisioning
for measurable Results Opportunities
3. Design
"Detennine what should be"
Formulating Aspiration
Statements
Figure 2.7: The 4-D Model of Appreciative Inquiry integrated with SOAR framework
(Source: adapted from Whitney & Trosten-Bloom, 2003)
It is to be noted that the SOAR framework structure is very similar to the 4-D
cycle proposed by Cooperrider. The SOAR framework has got the same· cyclical
process with all the four phases building on each other and the entire process being
seen as a continuous and ongoing one. This phase-to-phase integration is illustrated in
Figure 2. 7 shown above.

68
1. Discovery (Discovery of Strengths)
The purpose of the discovery phase is to search for, highlight, and illuminate
factors that give life to the organization, the "best of what" in any given situation. In
this phase, the stakeholders are asked the questions what are we doing really well and
what are our greatest assets. The distinguishing factor of this phase is that the crafted
questions are all positive (Cooperrider et al., 2003). The organizational members
engage in appreciative dialogue, discuss and share the life-giving/core strengths/assets
of the organization.
2. Dream (Envisioning an ideal image from the list of Opportunities)
During this phase, the stakeholders are asked to explore the environment to
envision an ideal image of the future. In addition, they search for new opportunities to
best partner with other organizations. In this phase they also try to connect the
strengths of the organization which they have discovered in the previous phase to the
envisioned ideal image. The envisioned images create compelling picture in the minds
of the stakeholders what the organization would like and impel them to inspired
action.
3. Design (formulating statements of Aspirations)
In this phase, the SOAR makes a shift from appreciative to strategic inquiry by
asking questions - what is our preferred future? And to what do we aspire? The
stakeholders discuss these questions in light of the output of the previous two phases
and work on creating strategies and set long-term goals. At the end, they articulate co-
constructed statements of future possibilities known as design statements or
provocative propositions (Cooperrider et al., 2008). These are affirmative statements

69
for the future of the organization that stretch the organizational stakeholders towards
the envisioned image. It tries to answer the question: "what would our organization
look like if it were to maximize and preserve the potential we have discovered?"
(Hammond and Royal, 1998)
4. Destiny (establishing indicators for Measurable Results)
The final phase is the time for integration of all inputs from the three previous
phases into an inspired action plan. The plan contains specific objectives, key
strategies, success indicators, time frame and a financial budget. This impels in the
members a sense of urgency and commitment and focused action.
In one sentence, both AI and SOAR are iterative processes. Organizations
continue to learn and revisit the phases in the process in order grow to the level of the
envisioned images and beyond. The AI and SOAR are not just limited to the four
cycles or steps but they offer practical guidelines for translating AI' s core beliefs and
principles into practical actions in order to achieve the intended transformative
changes in the organization.
2.5.8 Studies done employing AI as a tool of OD Intervention in schools
Numerous instances of application of AI as a tool in successful OD
intervention programs in school organizations for achieving a variety of results are
found in the OD literature. A select four of them are discussed in brief.
• Vancouver School District, Canada
Mary F and Barbara R in the year 2006 used AI as an OD intervention in
Vancouver School District in 9 inquiry sites ( 3 single schools, 5 group schools and 1
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district group school). The purpose of the intervention was to enhance student
learning.
The AI process involved going through the 4-D cycle: Discovery, Dream,
Design, and Destiny during the AI Summit. The participants conducted appreciative
interviews on each other to gather the data. At the end of the summit the school
reported that the AI process had a profoundly empowering effect upon the majority of
the people, the summit provided a level playing field and criticism and acrimony were
much reduced.
They also found that the AI process was a positive "shot in the arm" as it
redirected the thinking process of the members. The key learning from AI was that
human systems grow in the direction of what they persistently ask questions about.
They concluded having identified four key resources - continuous improvement,
renewed focus on learning, continued commitment to dialogue and adequate financial
resources for ensuring the highest quality of learning experience for all students
(Source: BC Educational Leadership Journal, June 2006).
• California Teachers Association Institute for Teaching, California
The CTA IFT conducted a study in 2006 to investigate the values, beliefs, and
attitudes of highest performing African American and Latino students and their
parents within seven of California's lowest performing high schools. The purpose of
this study was to uncover the underlying reasons as to why these students were
academically and socially successful and use this information to develop a culture of
success for all high school students.
This study adapted Appreciative Inquiry process in concurrence with
Harrison's (2006; 2006a) Culture Matters Research Project. AI interviews were

71
conducted on a total of 814 people which included the best performing students and
their parents. This was further followed up by some more rounds of interviews at each
of the seven schools. Their responses were subjected to content of analysis treatment
and thereafter, were organized around the seven themes.
At the Student and Parent stakeholder summit 28 students and 27 parents
participated and discussed the seven guiding principles and added twelve more to the
earlier seven. Using the Harrison's model they also generated a set of culture of
success factors. Based on the 7 factors and 12 principles they developed a set of
recommendations for creating a culture of success in the seven schools under study.
At the end, the researchers called on the policy l!lakers and practitioners to further
investigate into certain cultural factors that promote academic and social success in
the interests of betterment of all students.
(http://www. teacherdri venchange.org/Culture of Success.pdf)
• Harmony Union School District, USA
Employing the AI process, the Harmony Union School District formulated a
strategic plan (2002-2005). The inquiry process began with a series of questions
structured to discover what each of the stakeholders, namely, 415 children, 225
families and 50 of the school staff, appreciate and value most in the school now and
what they envision for the school's future. The questionnaires were supplemented by
one-on-one appreciative interviews.
With the help of two outside observers the extensive data was organized,
reviewed, collated, analyzed and themed. A series of workshops were conducted to
the stakeholders to highlight the themes during which the dream and design phases
were carried out. This process resulted in the identification of five major themes and
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specific action steps that were proposed to carry out the priorities. The school hired a
consultant for writing the draft strategic plan. At the end of the process, the strategic
plan contained four themes and five strategic priorities co.:created, co-owned and co-
committed by all the stakeholders. The AI process also resulted in stakeholders'
affirmation of the school's mission, vision, core beliefs and planning parameters
(http://appreciativeinquiry.case.edu/).
• Heathside School, Surrey, UK
In their article, Changing the Way We Change at Heathside School, the
authors, Adamson J, Samuels, N and Willoughby, G describe how they effectively
used Appreciative Inquiry to create the desired future by building on the best of its
past. Heathside School in Surrey, UK is a mixture of 11 to 18 technology colleges
having 1300 students. In the recent past, the school had become more popular with
students showing excellent performance. The school authorities wanted to enhance
the success by involving the students and other stakeholders in shaping the future of
the school.
The process of creating a positive future included five phases: define,
discover, dream, design and deliver. Initially, the stakeholders formed a core team,
used the generic questionnaire to interview each other and from the interview output
developed a customized interview protocol for the rest of the process. At the
discovery stage they captured about 50 life-giving stories, in the dream phase they
drew powerful visual images, in the design phase, they captured the image in
powerful words and in the last phase, the collaborators made simple action statements.
The authors have recorded a number of positive changes since then in the atmosphere
of the school as a result and are planning more inquiries. The authors say they are
73
indeed changing the way they change at Heathside. (Managing Schools Today, March
2002, p.24-27)
2.5.8 Use of AI as a research methodology in doctoral dissertations to craft
institutional plans.
Growing number of researchers are using Appreciative Inquiry as a research
methodology in their doctoral dissertations. A few of the scholars' work are captured
in brief below.
Fernando, M.S.C.L. (2004) employed Appreciative Inquiry in her doctoral
dissertation titled, Appreciative Inquiry: A Positive Approach to Organizational
Planning and Learning submitted to Southeast Asia Interdisciplinary Development
Institute, Philippines. The objectives of the work were to open up new possibilities in
planning for technology schools in different cities in Philippines. The research
employed theoretical purposive sampling associated with grounded theory and
collected data from a sample size of 65 persons. For data analysis the researcher used
the open, axial and selective coding procedures. Going through the 4-D process, the
study dis,covered the core life giving factors of the organization, created a shared
vision of the desired future, crafted provocative propositions and aligned the
generated provocative propositions by crafting an action plan for the four technology
schools. Finally, the researcher recommends to the four technology schools to find
strategies to further AI approach in their personal, social and organizational
transformation. For the AI practitioners the researcher recommends to adopt AI as a
planning paradigm.
Walters, J.E. (2006) used Appreciative Inquiry in her doctoral dissertation
entitled, the use of appreciative inq_uiry as a planned change strategy at Merritt

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College: A case study submitted to Pepperdine University, California. The study was
necessitated when a new person assumed the office of the President. The new
President wanted to create a future plan in order to meet the critical needs of the
college. The researcher involved representatives of the stakeholders in the process and
followed the Al's 4-D cycle through her work. The researcher found that her AI
process had a rippling positive impact on the attitudes of the participants and it also
created a continued interest in the use of the approach to planning.
The researcher at the end of the study based on the discoveries of past
strengths of the Merritt coupled with current strengths and successes created a new
vision, mission and value statements for the college. Besides, the researcher made a
strong recommendation to other colleges in the State of California to emulate the
successful model and make a paradigm shift from mechanistic problem-solving
approach to strengths-based AI approach to change. (http://www.proguest.umi.com)
Alzona, C.R. (2004) made use of Appreciative Inquiry as a research
methodology in her doctoral dissertation entitled, Appreciative Inquiry: a planned
change effort in an educational setting, submitted to Southeast Asia Interdisciplinary
Development Institute, Philippines in the year 2004. The purpose of the study was to
undertake AI into the Arts and Science Department of a reputed college in the city of
Manila to initiate and carryout planned change. The study used a sample size of 176
representing relevant stakeholders of the said department. The study discovered a host
of factors that give life to the department and the AI process itself resulted in a culture
of educational excellence in the department. Based on the provocative statements
developed by stakeholders the study redrafted the vision, mission and core values.
The researcher evidenced that AI impacted the personal, relational and organizational
75
lives of the stakeholders. The recommendations suggested measures like imple-
mentation of plan and taking the AI success to other departments in the college
Spence, R.D. (2007) used Appreciative Inquiry as a research methodology to
do her doctoral dissertation in education titled, An evaluative case study of an
Appreciative Inquiry Process for futures planning with the college of education at a
public university in Tennessee submitted to Pepperdine University, California. The
research addressed issues for implementing AI futures planning process, evaluation of
its effectiveness and the participants' perceptions of its high points in the College of
Education at Tennessee. Focusing on the AI philosophy and 4-D process multiple
stakeholders discovered high points like a sense of inclusion, increased awareness,
equity of voice, collaboration, positive energy, ownership and commitment. The
highlight of the study was the multiple stakeholders co-created planning models for
futures planning in higher education using Appreciative Inquiry.
http://www.proquest.umi.com)
Sheldahl, E.T. (2007) in her doctoral dissertation entitled, High School
instructional coaches: Where are we now and where are we now going?, submitted to
the University of New Mexico used Appreciative Inquiry as the research
methodology. The aim of the study was to fill the gap in knowledge of the high school
instructional coaches at the district level and at the national level. The researcher
chose nine coaches who were given log books to fill and eight teachers were
interviewed in depth. The researcher kept a personal log book of experiences. The
first AI summit participated by all the stakeholders laid out the next possible steps.
76
The second AI summit resulted in the formulation of an action plan for improvement
of the high school coaching model.
Fortmayer, A.G. (2009) in his doctoral dissertation entitled, A case study of
Appreciative Inquiry as an Intervention to improve the professional climate of a
public middle school, submitted to Capella University, USA used Appreciative
Inquiry as a research methodology. This middle school in Kansas State had faced
huge challenges and changes on many fronts. In that situation, the Principal initiated
some changes to improve the professional situation in the school using AI
methodology. This present study was done with the objective of determining the
effectiveness of the Principal's earlier use of AI to improve the professional climate.
By going through the traditional AI 4-step cycle the researcher found that the process
made a significant positive impact on the working climate in the school. The flip side
benefits that accrued to the school included empowerment, parity in participation,

...
greater commitment, plan generation and implementation. (http://www.proguest.umi.com)
2.5.9 Critique and concerns of Appreciative Inquiry Theory and Approach
Coghlan et al., (2003) say many questions have been raised about
Appreciative Inquiry and most of them are concerning its strengths-based approach.
Rogers and Fraser, (2003) suspect due to the popularity of AI there is a strong
possibility that it could be developing without rigor and transparency. In their words:
"We suspect that Appreciative Inquiry could go dangerously wrong, leading to

vacuous, self-congratulatory findings (by avoiding hard issues and
uncomplimentary data): even worse, Appreciative Inquiry could provide a
platform for airing vengeful and destructive sentiments by drawing implicit
comparisons between ideal performance and performance of those present."
77
Noted AI scholar, Bushe, (2000) too is seriously concerned that:
"Any inquiry that focuses on the positive in some way gets called
Appreciative Inquiry ..... The result will be that the unique power of this idea
gets corrupted and lost and Appreciative Inquiry becomes just another
discarded innovation on junk heap of 'failed' management effectiveness
strategies."
AI has been accused of being nai"ve and idealistic in the way that it
concentrates on positive experiences to the extent that ignores or suppresses accounts
of negative experiences.
McNamee, (2003) another leading AI practitioner, however, refutes this
accusation. According to her experience, "problems and weaknesses are often much
easier to address when evaluation talces an appreciative stance." Balcer (2005) while
endorsing McNamee's views said the focus on problem solving instead of on the
positive may lead to the problem getting identified with the individual and risk scape-
goating.
Based on the literature review, the Researcher is of the opinion that
Appreciative Inquiry is new to people who have lived in a culture of faultfinding and
problem solving that it talces time for them to switch from a defensive way of
responding to one that explores strengths. In stead of debating on the merits and
demerits of AI' s positive based approach, it could be seen as a cause that malces
discussions more open, widely participated leading to stalceholders discovering the
core strengths and leveraging them to achieve the organization's shared vision of the
future. Nevertheless, the temptations and limitations pointed out by the critics serve as
a challenge to the researcher to find ways to make the study truthful, reliable and
valid.
78
2.6 Service Quality
In the backdrop of ever increasing competiti01;1 due to privatization of
education, a greater awareness of the importance of giving quality educational
services is fast catching up among education service providers. In the pre-
globalization era, giving quality service was considered as an essential strategy in
business for success and survival in a competitive environment (Dawkins and
Reichheld, 1990; Parasuraman et al., 1985). In the age of expanding globalization, the
same business strategy is increasingly being used by educational institutions to gain
competitive edge.
Service quality has been conceptualized as a gap between consumers'
expectations and perceptions by Parasuraman, Zeithaml, and Berry, (1985). In course
of time, the definition of quality has evolved from: "quality is excellence, to quality is
value, to quality is conformance to specifications, to more recently, quality is meeting
and/or exceeding customers' expectations" (Pariseau and McDaniel, 1997). Service
quality is also viewed as a multidimensional concept. It is produced by the
relationship between a customer and elements of the service organization. In the
discussion on the concept of service quality, three underlying principles should be
kept in mind (Kurtz and Clow, 1998). One, service quality is more difficult for the
consumer to evaluate than the quality of goods. Second, it is based on consumer's
perceptions of the outcome of the service and their evaluation of the process by which
the service was formed. Thirdly, service quality perceptions result from a comparison
of what the consumer expected prior to the service and the perceived level of service
received.
79
2.6.1 Gaps Model of Service Quality
In the service quality literature, the "American" model postulated by Parasuraman
et al. ( 1985) stands out as the foremost service quality model. This model uses the
disconfirmation paradigm, proposing that the gap between "expected" and
"perceived" service quality, determines the customer's overall service examination.
The gap model of service quality as put forward by Parasuraman, Zeithaml, and
Berry, (1985, 1991) is shown in Figure 2.8

80
Consumer
Personal Past
Word of Mouth Experience
Needs
Communication
Expected
·········································• Service
f
Gap5
Perceived
Service
......................................................................tii············································•lil••••••
Service Delivery Gap4 External
(Including pre and Communications
Post contacts) to Consumers
Gap 1
Gap3
Translation of
Perceptions into
Service Quality
Gap2
'
Management
••········•••••••··········•·• Perceptions of
Consumer
Expectations
Figure 2.8: Gap Model of Service Quality (Source: Parasuraman, Zeithaml, and
Berry, 1991)
81
In the above figure, Gap-1 represents the difference between management
perceptions of consumers' expectations and actual consumers' expectations known as
the management perception gap. Gap-2 is the difference between what the
management perceives and consumers expect and the quality specifications set for
service delivery. Even when customer expectations have been accurately determined,
another gap opens between the management's perceptions of customer expectations
and the actual specifications set for service delivery. Gap 3 means the difference
between the quality specifications set for service delivery and the actual quality of
service delivery. Gap 4 is the difference between the actual quality of service delivery
and the quality of that service delivery as described in the firm's external
communications. This gap might be termed "promises gap" that lies between the
firm's promises and what it actually does deliver to the customer. Finally gap 5 refers
to the difference between the expected service and perceived service actually
delivered. Closing and narrowing this gap is the goal of the services firms. This gap is
the function of the other four shown in a mathematical formula: gap 5 = f (Gap 1, Gap
2, Gap 3, and Gap 4). The disconfirmation paradigm used in the model is discussed in
the following pages.
For the purposes of the research, service quality is defined as the services
provided by the school organization to its inside and outside stakeholders in the
dimensions of tangibles, reliability, responsiveness, assurance, empathy and fees. This
research focuses on reigning in possible gap-1.
2.6.2 The Determinants of Service Quality

Parasuraman, Zeithaml, and Berry, in the mid eighties have suggested ten
characteristics as determinants of service quality which they incorporated in their

TBIASSVMPTION UNlVERSITYLIBDAllY 82
original SERVQUAL, namely, reliability, responsiveness, competence, access,
courtesy, communication, credibility, security, understanding and tangibles. The
authors over the years made several improvements to the scale and by early nineties it
became RATER (TRRAE) or Reliability, Assurance, Tangibles, Empathy and
Responsiveness that aggregates the resemble aspects into a simplified model
(Zeithaml, Berry and Parasuraman, 1990) as illustrated in Figure 2.9
Original ten Tangibles Reliability Responsiveness Assurance Empathy

dimensions for
evaluatin SQ
Tangibles
Reliability
Responsiveness
Competence
Courtesy
Credibility
Security
Access
Communication
Understanding
the customer
Figure 2.9: Correspondence between SERVQUAL dimensions and the original ten
dimensions for evaluating service quality (Source: Berry, Zeithamal and
Parasuraman, 1990, Delivering Quality Service, p.23)
2.6.3 Critique of SERVQUAL
Many researchers have expressed doubts over the use of SERVQUAL
instrument and they have even challenged the gaps model postulated by Parasuraman
83
et al., (Carman, 1990; Babakus and Boller, 1992; Peter et al., 1993; Buttle, 1995).
Besides, there is also lack of consensus among scholars on the number of dimensions
and their interrelationship in the instrument. The most concerted attack on
SERVQUAL came from Cronin and Taylor, (1992) who claimed that the
"expectations" measure was "inadequate, irrelevant and confusing." Therefore, they
discarded the disconfirmation of expectations principle and proposed an alternative
model entitled SERVPERF which utilizes "performance" only as a measurement of
service quality delivery.
2.6.4 Choice of SERQUAL for the study

Irrespective of the criticism of the instrument, practitioners and academics are
known to widely use it in service quality measurement and related literature. As
concluded by Kettinger and Lee, (1995) the SERVQUAL, in spite of numerous
limitations stands out as the pre-eminent instrument for assessment and measurement
of perceived service quality. As stated by Hill, (1995) the instrument has seen
considerable improvement over the years and has been applied in a number of sectors
including Education. This study utilized Modified SERVQUAL (an additional
dimension of "Fees" is added) to understand the effect of OD Intervention on the level
of service quality in the school organization.
2.6.S The Disconfirmation of Expectation Model
As it is seen, the principle of disconfirmation of expectation paradigm is the
basic construct in the SERVQUAL measurement conceived by Parasuraman et. al.
For that reason, it is essential to understand its assumptions and relevance in service
quality studies. Paul Patterson, (1993) developed the most widely recognized
customer satisfaction model popularly known as disconfirmation of expectations

84
Lheory. According to the model, satisfaction relaled with customers' pre-purchase
expectations and perceptions of service performance. Any difference between
expectations and perceived performance is known as disconfirmation as shown in
Figure 2.10
Experiences
Word of Mouth
Marketing
Communication
Awareness of
Competition
Ex peetation (E) Perceived Performance (P)
Comparison
Process
E)> p E=P E"' p

Negative Confirmation Positive
Disconfirmation Disconfirmation
.........-:- ~. ~-
.,
..,, ...
~ '..'""'~"""
' . .
l . .
'
Figure 2.10: The Disconfirmation of Expectation Model (Source: Lovelock, M.C, &
Patterson, G.P. 1998, p.120)
85
This model is constructed on the basis of comparing perceived performance
and expectation can be summarized as following:
Comparison Process Result

Expectation > Perceived Performance Dissatisfaction
Perceived Performance =Expectation Mere satisfaction
Expectation < Perceived Performance Delight
This model implies that performance of the services/products is a potent
variable as customers compare it with their expectations whereas previous service
experiences, word of mouth, and various forms of marking communications and
awareness of competition shape expectations.
2.6.6 Operational defmitions
Based on the literature reviewed the researcher moved forward by defining
some of the important terms in the customer satisfaction model for conducting the
study in the given context.
The term "expectations" in this study means the expectations of the parents
(derived customers). The parents expect that their children do exceedingly well in
academics, get a minimum of distinction marks and possibly enter the State/All India
Rank of List of Merit Students. Toward the achievement of this end, the school
principal, teachers and management must have the needed infrastructure in place, do
everything and enable the students to deliver the results expected by the parents.
The term "perceived performance" in this study means the parents' evaluation
of the school's service viewed in the aspects of; tangibles, reliability, responsiveness,
assurance, empathy and fees.

86
The term "gap" represents the discrepancies between expectations and
perceived performance. If the gap moves in the direction of performance it means
dissatisfaction with the services· and vice versa. In the environment of school, the
desired state would be perceived performance exceeding expectations resulting in the
outcome of parents' delight.
According to Varva, ( 1997) customer satisfaction is the leading criterion for
determining the service quality. In this study "customers" mean the parents (indirect
customers) and "satisfaction" may be defined as the attitude formed toward the
service as a result of its usage vis-a-vis the expectations. Together, customer
satisfaction may be defined as a positive emotional state resulting from using the
service.
2. 7 Conceptual Framework of the Study
This study makes use of adapted SERVQUAL scale having six dimensions,
namely, tangibility, reliability, responsiveness, assurance, empathy and fees to
measure the service quality in terms of parents' satisfaction in the school on a pre-
determined sample size. The Gap Model of Service Quality expounded by
Parasuraman, Zeithaml and Berry ( 1991) and The Disconfirmation of Expectation
Mode,l developed by Patterson (1993) provided a firm theoretical framework. The
conceptual framework of this study is shown in the Figure 2.11.

87
Post-ODI
Pre-ODI
Three-Year Holistic
Annual Planning Development Plan
Parents' Satisfaction of Parents' Satisfaction of

School Service Quality
toward:
• Tangibles
ODI
Appreciative
Inquiry
\ School Service Quality
toward:
• Tangibles
• Reliability
• Responsiveness
• Assurance
• Empathy
Summit
I • Reliability
• Responsiveness
• Assurance
• Empathy
• Fees • Fees
Figure 2.11: The Conceptual Framework
1. Tangibility represents the physical facilities, equipment, communication
material and appearance of service personnel. It conveys the concrete
physical objects that give clues to the invisible service to receive
(Shostack, 1977). If the physical appearance is not managed properly, it
conveys wrong messages about the services. People, more or less make
judgments or perceive what is obviously seen by them. For instance, a
school building whose paints is peeling off or visible cracks appearing on
the wall might mean to the parents inferior service or nonchalant attitude
on the part of the school's management.
2. Reliability demonstrates the ability to perform the (implicit) service
promise dependably and accurately. It largely concerns the service
outcome whether the promised service is delivered or not. Reliability

88
constitutes the core of service quality. Once the promise is broken the
organization loses its credibility which might become difficult to retrieve.
In the case of a school organization the promised service is "quality
education" to the pupils. This in tum depends on a host of factors like the
competency of teaching faculty, principal's leadership abilities and
emphasis on core subjects.
3. Responsiveness represents a willingness to help customers and provide
prompt services. Rosen et al. (2003) stated in their study, that reliability
and responsiveness are the two dimensions in which customers seem to be
most displeased. For a school, responsiveness could mean good
communications between the school and parents, the school giving due
weight to the views of parents and its staff providing the needed
information promptly.
4. According to Natalisa and Subroto, (2003) assurance dimension has the
strongest effect on the level of customer satisfaction. For a parent nothing
is more assuring than seeing the school campus is well secured by a
compound wall, gates manned by uniformed guards, good discipline
enforced in the premises, and having a principal and teachers who are
trustworthy.
5. Empathy refers to the individualized attention the firm provides to its
customers and interest shown to customers' problems or requests. The
customer should feel that he/she is the most important person when
receiving service. Every parent in a school would feel comfortable to see
that their child is receiving individualized care and the staff are nice to
them,
89
In their research, Prioritizing service quality dimensions, the article authors
Nimit Chowdhary and Monica Prakash (2007) have observed the factor with
reference to cost, fees, charges, discounts etc. have repeatedly figured and therefore it
was categorized separately as the sixth dimension and was called "fees". This addition
was mainly done to enhance the effectiveness of the instrument. Taking the cue from
the authors and their findings the researcher found it fit to add a sixth aspect, namely,
"fees" in the survey on the service quality satisfaction and enhance the instrument's
value and make the study robust. Thus the sixth new dimension is incorporated.
6. Fees would mean the amount paid by the parents towards tuition to the
school every month. In general, the school fees have to be affordable and
reasonable. Parents constantly evaluate the services they have received
against the fees paid by them and they have the habit of comparing the fees
amount with what is charged in other similar schools.
The Conceptual Frame Work divided into three stages is shown in Figure 2.12.
First, Pre-OD Intervention represents the existing annual planning model and level of
service quality in the school. Second, OD Intervention is the phase in which the
researcher deliberately enters the organization with an organization-wide change
process known as Appreciative Inquiry Summit in order to improve the, situation. And
third, the Post-OD Intervention situation presents the holistic development plan and
determines the effect of the OD Intervention on the level of service quality.
2.8 Actfon Research Framework
The action research framework shown in Figure 2.12 is the researcher's
mental map of moving the organization from "as where it is" to "as where it wants to
90
be" even as the Appreciative Inquiry led OD Intervention serving as a "bridge to the
divide".
Current OD Intervention Expected
Holistic
Annual Development Plan
Planning for
Appreciative Inquiry
Three years
Approach (using
SOAR framework)
Average Service Improved Service

Quality Quality
as where it is basis bridge to the divide as where it wants to be
Figure 2.12: Action Research Framework
The current situation (Pre-ODI)
St. Francis School, the organization under study, is facing a number of
challenges in the form of escalating competition from new players, above the normal
rate of teacher turnover; many parents seem to be dissatisfied over the various aspects
of service quality, and weaknesses in the annual planning model. So the management
is in a fix.
OD Intervention
The chief OD Intervention in this study involves the application of the SOAR
strategic planning tool employing Appreciative Inquiry methodology. This is a
positive method of whole-system change which leverages on the strengths of the
organization and its members. Accordingly, the researcher conducts an Appreciative

91
Inquiry Summit with participation by all the stakeholders of the school. The summit
spanned four days, each day being devoted for one letter in the acronym.
Expected outcome
Following the OD Intervention, the researcher's expectation is to have in hand
the holistic development plan formulated through a new planning process and see a
significant improvement in the level of service quality in comparison to the level
before the OD Intervention.
Summary
Understanding the meanings and methods of OD Intervention is not at all
difficult but coming up with a worthy Intervention Program which will create a win-
win situation for all the stakeholders is a challenging task. Appreciative Inquiry is a
way of thinking, seeing and acting for powerful, purposeful change in organizations.
Such an innovative OD Intervention model is deployed in this research. It promises to
take on board every voice and each opinion in the new planning process culminating
in crafting a holistic development plan for the school.
Placed in a situation where the ICSE Council has fixated norms regarding
teachers' qualification, norms for appointment/promotion, uniform curriculum for the
country how St. Francis can realize its envisioned lofty goals. The answer lies in the
development of a differentiation strategy which will give the organization a
sustainable competitive advantage. One such major step in the direction of
differentiation is constantly monitoring and improving the service quality level in the
school. To the extent, the improvement is seen that others in the field find hard to
92
emulate and create a distinct value and image in the society that it is better. The OD
Intervention thus designed has this goal in mind.
Given the dynamic acceleration of change present in the world today,
Appreciative Inquiry stands out as an appropriate tool of Action Research.

93
CHAPTER3
The Research Design and Methodology
This chapter presents the research methodology which explains the action
research design, description of the population, the survey instruments, the data
collection procedures, reliability test and finally the data analysis methods used in
conducting the study.
3.1 Action Research Design
This study employs Action Research Design for formulating a three year
holistic development plan and measuring the effect of OD Intervention on the school
service quality in terms of parents' satisfaction. The Action Research Framework
shown in Figure 3.1 consists of three action phases: Pre-ODI, OD Intervention
process and the Post-ODI.
Pre-ODI OD Intervention Post-ODI

Ct;jjf' ~
Year-on-Year Planning Three-year

Model Appreciative Inquiry development plan for
Summit (employing holistic growth
SOAR framework)
-Meeting with BOT
- One-on-one Interview
with Principal Evaluation of Service
-SOAR Analysis Quality
- Secondary data collection -ATC Workshop
-FGM with teaching faculty
-Pre-ODI report to -AI Summit
management -Survey Questionnaire
- Member Checking
- Findings, Conclusion &
Recommendations
Assessment of Service - Final report to
Quality management
-Survey Questionnaire
Figure 3.1: Action Research Design

94
Phase 1: Pre-OD Intervention
This phase represents the current practices/situation/challenges faced by the
school and the activities in which the researcher engaged before the OD Intervention.
The Pre-OD Intervention steps included:
• Meeting with the Board of Trustees
The meeting with the trustees of the school is the first major step in the long
process of OD Intervention Program. The researcher prepared a 60 minute
Appreciative Inquiry Introductory Session Schedule as prescribed by
Watkins & Mohr (2001) (Appendix A) and presented it to the trustees.
Towards the end the researcher obtained their approval to jump start the
process.
• One-on-one meeting with the Principal
Following the meeting with the school management, on the same day the
researcher met the Principal and conducted the 60 minute session on
Introduction to Appreciative Inquiry according to the manner recommended
by Watkins & Mohr (2001) (Appendix B). Besides introducing AI to the
Principal it was also meant to seek his active involvement and cooperation in
taking the process further; both these objectives were achieved.
• SOAR Analysis
The researcher conducted a one-day workshop by using SOAR Framework
which is a strategic planning tool based on the AI principles. The objective of

95
the one-day .session is to know and understand the elements of the current
realities and future aspirations of the organization. The participants numbering
sixty five representing different stakeholders discussed through the day and by
the end of the day collected a mine of information on the organization's
SOAR. The outcome of the one day workshop is presented in the form of a
matrix in Chapter 1 of the study. Additionally, the SOAR workshop also
served as a preparation for the AI Summit to be held five months later.
• Secondary data collection
In this work the researcher took the help of the Administrator, the office staff
and collected the organization chart and school statistics. Researcher also
carefully studied the audited statement of accounts of the organization of the
last five years and the school annual report and other sundry reports of
different departments and admission and propaganda materials of the last five
years. The study of the documents of the earlier years gives the researcher a
deeper understanding of the state of affairs in the organization.
• Focus Group Meeting with Faculty
The objective of the meeting is to strengthen the new working relations
between the researcher and the senior teachers. The researcher found that after
the Principal in the hierarchy it was the Academic Supervisor (AS) who
wielded authority and commanded respect. Next in the hierarchy stand eight
senior teachers whose cooperation is essential to get done anything in the
school. Understanding the way things are happening in the organization, the
researcher conducted this informal meeting .exclusively with the AS and senior
teachers participating in it. The Administrator is also included because he

96
controls the finance. At this meeting, the researcher shared the findings of
SWOT and invited their comments/suggestions orally or by email later on.
Modalities for the forthcoming ATC workshop and AI summit are discussed
and it was decided that both the events could be held in the period between
Feb 15 and first week of March, 2010. It is also finalized that the reliability-
testing of the questionnaire could be done by middle of December, 2009, the
first round of survey on evaluation of service quality could be done in the
middle of January, 2010, and the researcher and AS would keep in touch with
each other in order to move forward with the Intervention to the next phase.
• Pre-ODI report
Before leaving from Bangalore the University in Bangkok, the researcher
submitted a concise report to the school management (trustees) of the pre-OD I
activities undertaken, its outcome and further procedures involved in the
Intervention and sought their continued support.
Phase 2: OD Intervention
This phase is the heart of the action research model. In this phase, the
researcher makes a deliberate intervention with an appropriate OD Intervention
program called Appreciative Inquiry in the form of Appreciative Inquiry Summit
using SOAR framework. Five months before the main Intervention the researcher
conducted a one-day workshop on SOAR framework. This workshop served the dual
purposes of obtaining initial data for the researcher and gave an opportunity to the
members to get a pre-taste of the technique. A week before, as a prelude to the AI
Summit, the researcher held a one-day workshop called Appreciative Topic Choice
(ATC) selection to choose the focus of inquiry. The four day AI Summit is the main
97
OD Intervention applying the SOAR framework with one day devoted for each
letter in the acronym. The Summit culminated by formulating a development plan for
the holistic growth of the school organization.
Phase 3: Post- OD Intervention
This is basically an evaluation and concluding phase in which the
consequences of the Intervention activities are assessed to know its effect as against
the Pre-ODI situation in the organization. At the end of the Intervention, the
researcher has in hand the newly formulated development plan. The researcher also
evaluates the effect of the OD Intervention on the school service quality by using the
same survey instrument which is used before the OD Intervention. Further, the plan
and the results from the survey are sent to the stakeholders seeking their approval and
validation and received back. The Intervention curtains are drawn down with the
researcher presenting a final report to the management
3.2. Appreciative Inquiry Methodology
The power of the AI methodology rests in its informal and creative approach
in engaging the "whole system" in the planning process. Conversations become a core
process· for eliciting the data and energizing the system for change (Brown and Isaacs,
2001)~~Narious approaches to facilitating conversation may be enacted in AI
methodology. In this study, the researcher engaged the stakeholders in appreciative
interviews, focus group sessions, intensive interaction sessions during the AI Summit
for four days. A creative and conducive atmosphere that encourages participants to
relax and open up to the inquiry process was created on the very first day. As the
process unfolds through its four stages casual interactions tum into a collective
98
inquiry, collective envisioning and collective commitment resulting in maximum
effectiveness in the creation of the development plan.
3.2.1 Respondents
AI being a whole system change process, the entire population of the
organization is included. They are: the management (5), the principal and the teaching
faculty (73), administrative staff and facilitating staff (33), the PTA (10) and the
parents.
3.2.2 Setting the stage for AI Process
The researcher organized a one-day Appreciative Inquiry workshop on 2°d
October 2009 for the teaching faculty, administrative staff, facilitating staff and the
PTA members. The objective of the session is to gather all the stakeholders under one
roof and introduce them to the philosophy, principles and practices of AI and
introduce to them the SOAR framework (Appendix C). By the end of the day, the
group enlisted the Strengths of the organization, Opportunities available to them, their
future Aspirations and the desired Results. In order to facilitate continuation of the
AI process further following groups were formed.
Appreciative Supervisory Team (AST): Consists of a Trustee (1), the Principal
(1), the Academic Supervisor (1), English Language Teachers (2), and a PTA member
(1) and the researcher totaling 7 members. This team is charged with the tasks of
planning the schedule, communicating to parents, coordinating with trustees, teaching
& non-teaching staff, PTA and producing the final output.
Appreciative Inquiry Interviewers (All): Eight persons from teaching faculty
out of the seventy-three, two from the non-teaching staff out of the thirty-three are
99
selected making a team of 10 interviewers. The selected persons undergo appropriate
coaching in order to conduct skilful appreciative interviews.
3.2.3 Selection of Affirmative Topic Choice or Identifying the Focus of Inquiry
Cooperrider et al., (2003) have said that the first step in an AI led OD
intervention is selecting the affirmative topic choice: the selection of the topic(s) that
will become the focus of the intervention. Defining the scope of the inquiry at the
outset, according to Watkins & Mohr, (2001) provides a framework for subsequent
interviews and data collection.
The affirmative topic choice selection is a fateful act because organizations
move in the direction of inquiry (Cooperrider et al., 2003). Whitney & Trosten-
Bloom, (2003) remind that people commit to topics they have helped to develop;
therefore, representation from the different stakeholders must be involved in the
definition phase. Diversity is essential to provide a greater richness of relationship,
dialogue, and possibility. As laid down by Cooperrider et al., (2003) the affirmative
topic chosen should meet the following criteria:
• Topics are affirmative or stated in the positive .
• Topics are desirable. They identify the objectives people want.
• The group is genuinely curious about them and wants to learn more .
• The topics move in the direction where the group wants to go .
3.3 Respondents and Sampling Procedures for Quantitative Analysis
Respondents for the quantitative part of study are the parents of students from
St. Francis School. The reason for selecting this group to be the target population is
based on the assumption that the parents are far more concerned for the future of their
100
children and therefore keep monitoring the service quality. In view of their age and
experience they may demonstrate better objectivity, reasonableness and judgment in
evaluation than their children could.
• Probability Sample Design
In probability sampling method each element in the population has an equal
and independent chance of selection in the sample (Kumar, R 2009). According to
this each and every parent in the school stood an equal and independent chance of
getting included in the study sample.
• Sample Size
A sample is a subset or some part of a larger population (Zikmund, 2003). For
this study, the researcher has used Anderson's table to determine the sample size.
Table 3.1: Theoretical Sample Sizes for Different Sizes of Population (Source:
Anderson, G. 1996, p. 202)
Size of Required Sample for Tolerable Error

Population
5% 4% 3% 2%
100 79 85 91 96
500 217 272 340 413
1,000 277 375 516 705
5,000 356 535 897 1,622
50,000 381 593 1,044 2,290
100,000 382 596 1,055 2,344
25,000,000 384 600 1,067 2,400
101
Table 3.1 gives a general idea to the researcher to find out and fix the required
sample size for conducting the study by comparing the total population of parents in
the school vis-a-vis Anderson's (1996) recommended sample size for different sizes
of population. It is assumed that a parent has admitted only one child in the school;
hence the size of the target population was roughly estimated to be around 1315.
Adapting 95% (no more than 5% points of error) level of confidence the sample size
for this study was determined at 277 (n=277).
Table 3.2: Number of pupils & staff in the school for the academic year 2009 -
2010 (Source: school office records as on 30-09-2009)
Section No. of pupils No. of teaching/

admn & facl. staff
Pre-Primary 379 21
Lower Primary 357 16
Higher Primary 316 15
Higher Secondary 263 19
Academic Supervisor 01
Principal 01
Administration & Facilitating 33
Staff
Total 1315 106
Table 3.2 gives the number of pupils class-wise. The total number of pupils in
the school as per the school office record was 1315.
• Method of selecting the sample units
In order to draw the sample units for this study the researcher used a simple
random sampling based on the Statistical table of random numbers as recommended

102
by James, R.F and Robert R.S. (1994) cited in Kumar, R (2009) which is given in
Appendix J. According to this, each of the children is given a number starting from 1
to 1315. Proceeding in a predetermined direction column-wise in the table, the
researcher selected the numbers randomly and listed them down until the selection
reached the required sample size of 277 respondents. In case a particular number
happened to be chosen again it was discarded and a new number was picked to
replace it. In this way all 277 parents were drawn for the main survey.
3.4 The Survey Questionnaire
Primary data is the information that is developed or gathered by the researcher
specifically for the research project at hand (Bums & Bush, 2005). The primary
source of gathering data under quantitative method for this study was the survey
questionnaire instrument. The questionnaire was constructed (see Appendix F) in
order to yield the data required to test the hypotheses of this study and to formulate
the development plan. According to the researcher, this instrument has several
advantages. First, it can be distributed and collected in a short period. Second, the
information gleaned is complete and in a written form. Third, the information
obtained is amenable to computer treatment (SPSS) and for easy interpretation by the
researcher. Lastly, it ensures complete anonymity to the respondents.
The effect of OD Intervention on the service quality is measured by the 5-
point Likert satisfaction scale. The 5-point Likert Scale has some advantages, such as
it is simple to construct and likely to produce a highly reliable scale (Neutens &
Rubinson, 1997). The respondents are asked to assign values to each statement in the
order: Strongly Agree= 5; Agree= 4; Undecided= 3; Disagree= 2; and Strongly
Disagree = 1. At the beginning of the instrument by way of introduction, the

103
researcher gave essential information of him, explicitly stated the purpose of the
instrument and assured the respondents complete confidentiality.
The survey instrument contains thirty descriptive statements as shown in Tale
3.2. These are arranged under six dimensions, each having five statements as shown
in Table 3.3. The tail contained an open-ended question "Comments on overall
satisfaction" to enable the respondents to allow free expression of views outside the
questionnaire.
Table 3.3: Statements of the questionnaire
I. Tangibles
I. The school is conveniently located and easily accessible
2. The school has good physical infrastructure (bldg, equipment etc)
3. The school has an environment supportive to learning
4. The school campus is kept neat and clean
5. The School has ample open space and play ground
II. Reliability
........... .,,.
6. The principal is an able educational leader
7. The teaching faculty is experienced and competent
8. The school emphasizes science and mathematics in curriculum
9. The school promotes creativity and entrepreneurial talent
10. The school has internal assessment as an integral component
""'lllll~Jr
III. Responsiveness
11. The principal communicates accurately and clearly
12. The school conducts regular programs through "Trendsetters"
&"CMCA"
13. The administrative staff give needed information
14. The school values the opinions/ideas of the parents
15. The school appreciates and awards meritorious students
-
,,...
IV. Assurance ' ~
16. The principal is trustworthy and assuring

17. The school conducts interaction with parents at regular intervals
104
18. The school maintains good discipline

19. I feel confident that the school campus is safe for my children
-
20. The school diligently follows the curriculum laid down by ICSE
...... Ill"""
~
V. Empathy
21. The principal cares and accompanies my child
22. I feel relieved and comfortable after talking to teaching faculty
23. The administrative staff is courteous and prompt in giving service
24. I understand the school has a child counselor
25. The teacher gives individual attention to my child
~,,
VI. Fees
26. I think the school fees is reasonable
27. The school fees is comparable to other schools in the vicinity
28. The mode of fees payment is easy and convenient
29. I get more service than the fees I pay
30. The school utilizes the fees amount on expanding students'
facilities and teachers' development
Comments on overall satisfaction
··························································································
.....
Table 3.4 Research Instrument Design
Component Sub-Components Question Scale Type

Nos.
Parents' satisfaction of
service quality in the
school
• Tangibles 1-5 5-Point Scale
• Reliability 6-10 5-Point Scale
• Responsiveness 11- 15 5-Point Scale
• Assurance 16-20 5-Point Scale
• Empathy 21-25 5-Point Scale
• Fees 26-30 5-Point Scale
(Source: own analysis)
105
Table 3.4 indicates the arrangement of the research instrument having six
dimensions and five variables under each dimension.
3.4.1 Significance of Reliability of Survey Instrument
The reliability of a measuring instrument is defined as its ability consistently
to measure the phenomenon it is designed to measure. Reliability, therefore, refers to
test consistency. The importance of reliability lies in the fact that it is a prerequisite
for the validity of a test. Any measuring instrument that does not reflect some
attribute consistently has little chance of being considered a valid measure of that
attribute (Ho, 2006). In short, reliability has to do with the quality of the
measurement.
3.5 Reliability Test of the Questionnaire
Churchill, (1996) stated that each of the variable in the questionnaire should
be carefully worded to ensure that it is not confusing or ambiguous, potentially
offensive to the respondents, leading or bias inducing and is also easy to answer. He
claimed that a questionnaire be pre-tested on a trial basis in a small pilot study to
determine how reliable the instrument is. Therefore, pre-test is essential before
obtaining information from the respondents for the main survey.
The researcher constructed the survey questionnaire with the help of an expert
in the field and took much care with regard to wording of the statements. In the next
stage, the researcher ran a reliability test on a sample size of thirty parents chosen on a
random basis noting down the roll number of their children. In this study, the
reliability of the variables in the survey instrument was estimated by using
Cronbach's Alpha Coefficienet. A high value of alpha supports high reliability

106
(maximum value being 1), while a low value indicated low reliability (minimum
value being 0). It is recommended that reliability measures should exceed 0.70 for a
minimum degree of internal consistency (Nunnally, 1987). In the pretest, in each of
the dimension, the coefficients of alpha exceeded the threshold of .70 as shown in
table 3.6. Therefore, all the questions are treated as reliable:-This pretest ensured the
reliability of the survey instrument before employing it for the main study.
Table 3.5: Reliability Test Results
Dimensions of School Service
Quality Minimum Required Cranach's Coefficient

V~hi~ Alpha Indices
Parents' Satisfac...·..,... 11
1. Tangibles 0.758
2. Reliability 0.745
3. Responsiveness 0.768
4. Assurance 0.803
5. Empathy 0.804
6. Fees 0.815
Total 0.883
Table 3.5 presents the results of reliability test done on a sample population of
thirty respondents preceding the main survey.
3.6 Administration of the Questionnaire and Collection of Data
The researcher sent out the questionnaires to the parents through the students
via the respective class teachers and got the responses back in sealed/closed envelops
107
through the students via the class teachers finally to the researcher. The same uniform
procedure is adapted prior to the OD intervention and following it.
The following precautions are under taken in the distribution of survey instrument
• The thirty respondents who participated in the pilot survey were

excluded from the main survey.
• A proper record was maintained while administering questionnaire
prior to the AI summit (Pre-ODD.
• The same subjects were administered the questionnaire after the AI

Summit (Post-ODI).
• In the case of parents who had more than one child studying in the
school, the questionnaire was limited to one only.
• In order to ensure strict anonymity of the respondents' responses, all
responses was received in sealed envelops. They were opened, read
and tabulated by the researcher.
3.7 Collection of Secondary Data
Secondary data have previously been gathered by someone other than the
researcher and/or for some other purpose than the research project at hand (Bums &
Bush, 2005). For this study, the researcher collects the secondary data from the school
office records, admission prospectus, PTA meeting reports of last five years and
annual reports by the Principal on the School Annual Day Celebration of the last five
years. In general, this type of data is easily available, can be gathered quickly and
I
I
108
relatively inexpensive. Besides, it has the advantage of enhancing the value of
primary data.
3.8 Procedure for data analysis under quantitative methodology
After completion of data collection twice from the target respondents the
responses are thoroughly checked for missing or incomplete responses. All the
responses are found fit. From the response sheet the data are directly entered into the
SPSS Student Version 14.0 (Statistical Procedure for Service Solutions) for
computation. Based on the output, the hypotheses are tested and interpretation of
results is done. In one shot, statistical manipulations of the data followed commonly
accepted research practices.
3.8.1 Paired Samples Test
The paired-samples t-test is used in correlated groups' design, in which each
subject is tested twice on the same variable. This design is also referred to as a
Correlated Groups Design (Ho, 2006). According to the researcher and the
statistician this test is found to be the most appropriate for the current study.
Therefore, the t-test is applied in the study to find out the effect of OD Intervention on
service quality in the school. As required by the t-test, the pre-determined sample size
population o/277 is administered the same survey instrument twice with an interval of
five months between the two surveys.
3.8.2 Criteria for Data Interpretation
To answer the research questions two and three, that is the level of satisfaction
toward service quality before the OD Intervention and the effect of OD Intervention
on the level of satisfaction of parents towards the school service quality, the
109
researcher computed the means of each element under the six dimensions of
SERVQUAL. Then, the results are classified into 5 levels of satisfaction by the
interval of mean.
The questionnaire uses a five-point Likert Scale to measure the level of
satisfaction. The scale rates from the lowest level of dissatisfaction at 1 = "Strongly
dissatisfied" to the highest level of satisfaction at 5 = "Strongly Satisfied". According
to Anderson, Sweeney, and Williams (2002), the interval of mean score for each level
of satisfaction can be calculated by:
(Largest data value - Smallest data value) I Number of classes
5- 1= 4I 5 = 0.80. Thus the range of mean score is determined as shown in Table

3.6
Table 3.6: Range of Mean Score of Satisfaction Level (Source: Anderson, D.R.,
Sweeney, D.J., and Williams, T.A. 2002)
Arbitrary Level
Level of Agreement with Satisfaction (Range of Mean)
Strongly Agree 4.21- 5.00

Agree 3.41 - 4.20
Undecided/Neutral 2.61 - 3.40
Disagree 1.81-2.60
Strongly Disagree 1.00- 1.80
The above criteria are used as arbitrary level for interpretation of Means on
the level of satisfaction of parents' towards various dimensions of service quality at
the Pre-OD I and Post-ODI tests.

110
3.9 Validating the research findings
Creswell & Miller, (2000) as cited in Creswell, (2008) have stated that it is
essential to establish the accuracy or credibility of the qualitative research findings.
They also suggested three strategies such as triangulation, member checking and
external audit for validating findings. Lincoln & Guba, (1985) as cited in Creswell,
(2008) have substantiated the views expressed by Creswell & Miller. Out of the three
forms of accuracy checking listed above, the researcher chooses the strategy of
Member Checking which in the researcher's opinion fits well with the AI
Methodology. This process involved the researcher taking back the findings to the
participants and asking them about the accuracy of the report.

111
Table 3.7: Summary of Research Process (Source: Researcher)
Research Method of Sources Populatio Instrument/ Data Results/

Objectives Research of n/ Tool for Data Analysis Output
Data Sam le collection
1. To craft ATC Stories recd. Co-created,
a three- Qualitative Whole Workshop & in verbatim, co-owned
year Primary system AI Summit meanings and co-
developm Using -Personal ascribed by committed
&
ent plan Appreciativ Interviews
Seconda tellers, re- time-bound
e Inquiry -Focus Group
(SOAR ry Interviews checking action plan
framework) - Observations themes,
School records of
decisions by
five years
consensus
2.To know Probabilit Survey SPSS 14.0 Measure &
the y Questionnaire record Pre-
existing Sampling Calculation ODI level
level of Quantitative Primary Measurement of mean and of service
service Sample Scale: SD, quality
quality Size= 277
(Pre-OD I Adapted
SERVQUAL
Having five
variables under
each of the six
dimensions.
Rating:
Likert Scale
3.To Same Survey SPSS 14.0 Measure &
determine group as Questionnaire record
the effect given (same as above) Post-ODI
of ODI on Quantitative Primary above Comparison of level of
service Measurement Means, SD. service
quality Scale: quality
Adapted
SERVQUAL Correlated
Having five
Compare
designs test the Pre Vs
variables under
each of the six Post
dimensions.
Hypotheses
Rating: Testing at
Likert Scale alpha 0.05
level of
significanc
e
Validating Member t>••••••] (i<••••••••••••••••••••••II Staff, PTA

meeting Accuracy
and and
the Checking BOT meeting reliability
findings of findings
112
CHAPTER4
The Results, Analysis, Interpretation of Data and Insights
The contents in this chapter have been organized according to the order of the
research questions. The results and discussions proceed accordingly.
Research Question 1
1) "'hat are the Strengths (S), Opportunities (0), Aspirations (A), and
measurable Results (R) present in the context of St. Francis School (ICSE)
that could be used in crafting the three-year development plan for the school
employing Appreciative Inquiry (SOAR framework) as an OD Intervention?
In order to answer the above research question the researcher conducted an OD
Intervention Process led by the Appreciative Inquiry Methodology using the SOAR
framework. The process and its outcome are presented in the following pages.
Steps in the Process of Plan Formulation
There are three major steps, namely, 1) Introduction to Appreciative Inquiry &
SOAR Analysis which was conducted five months prior to the main OD Intervention and
its outcome is presented in Chapter 1 of the study in the form of a matrix. 2) Appreciative
Topic Choice (ATC) Selection Workshop; and 3) Appreciative Inquiry Summit (AIS)
leading to the formulation of the development plan.
4.1 Affirmative Topic choice (ATC) Selection Workshop
This workshop is held as a prelude to the forthcoming Appreciative Inquiry
Summit (AIS) which was the core OD Intervention in this study. The chief purpose of
113
the workshop is to identify the themes for further inquiry, develop a customized interview
protocol and constitute committees. In view of that, a total of thirty participants
representing various stakeholders got involved in this all "important and fateful task"
(Cooperrider et al., 2003). Appendix D-1 to D-8 show the schedule of the workshop,
number of groups, working materials used. The procedure followed at the ATC workshop
leading up to the selection of themes as is shown by a flow chart in Figure 4.1

114
ATC Selection Process

AI generic questionnaire
1. Personal
2. Values
3. Retrospective
1. Descriptive
4. Prospective
Attentive listening of life-
giving stories/ peak point
experiences
2. Content analysis
Search and identify dominant

theme(s). Pick up quotable
quotes
3. Validity
Read it to the respondent and

get confirmation /approval
4. Consolidation
Club identical themes and

rate them in descending order
5. Alignment
Align consolidated themes

with research problem
(Source:
6. Selection of five themes by
consensus to be incorporated in
appreciative interview protocol
Figure 4.1: Flow Chart showing ATC Selection Process (Source: Researcher)
115
The following five Themes were selected at the end of the workshop.
St. Francis School (ICSE)
1. To reinvent as thinking pupils and evolving school: It means the school's aspiration
to equip all its pupils with creative, critical and analytical thinking abilities to succeed in
the face of global competition. On the other side, striving continuously to improve on the
existing capabilities, the school desires to keep updating itself in accordance with the
changes in the environment.
2. To promote faculty retention rich practices: It means the school is putting in place
pro-employee policies and practices which will enable them to recruit and retain
competent and experienced teaching faculty and staff,
3. To enhance its image and credibility: It means the school is making a series of
efforts aimed at promoting St. Francis brand image in the society. The school wishes that
the success of these image-promotion efforts over a period of time could result in
achieving credibility of the brand.
4. To improve school service quality: It means the school's various measures are
undertaken with a view to give more value for money to the parents besides the routine
classroom teaching and mandatory basic facilities offered by every other school in the
field. The service stands out to the extent that this aspect gives a competitive edge over
rival schools.
116
5. To build an appreciative school organization: It stands for the schools' stakeholders
imbibed in Appreciative Inquiry principles and approach conducts the affairs in the
organization permeated in AI spirit in word and deed.
The ATC members formed the logistics committee with the following members
and tasks.
Logistics Committee: consisted of Administrator (1), School office staff (2) and the
researcher numbering four members. The main work of the committee was to organize
the logistical requirements for the upcoming AI Summit. Each person in the committee
was tasked with specific work.
Appreciative Inquiry (Al) Interview Guide: The ATC members also constructed the
AI Interview Guide for the upcoming AI Summit. This is shown in the AI summit
process in the following pages.
Besides the five themes, the discussion on the generic questionnaire of
Cooperrider yielded rich information in the form of life amplifying stories, happiest
experiences, and greatest accomplishments from the participants. The researcher has
presented a few of them in brief with direct quotes and stories.
Happiest experiences/moments that is most alive, exciting, energizing and life amplifying
• One fine morning, a girl whom I had taught math in remedial class for class 7 appeared
before me with a box of sweets accompanied by her father. Her father said that his
daughter got a merit seat in telecommunications engineering in a premium college.
Looking directly at me he said, "You have worked magic on her person. Thanks to you
she is poised for a great career." Joy on the girl's/ace and her shining eyes conveyed me
what was in her heart (Senior Teacher).
117
• For me the school linking program with Nottinghamshire School in UK gives the greatest
joy and satisfaction because of the leading role I played for three years in forging this
partnership. My trip to England in 2007 was an icing on the cake. I am working on a
German venture now (Academic Supervisor).
• I look at my election as the President of the Archdiocesan Board of Bangalore for

education as one of the happiest experiences in my life. I consider it is an honor for the
school and I would like to dedicate it to my students and staff (Principal).
4.2 Appreciative Inquiry Summit (OD Intervention)
Appreciative Inquiry Summit using SOAR framework spanning four days is the
core OD Intervention program. A summit is a way of implementing the AI process in a
short concentrated time span. The chief objective of the summit held at St. Francis School
is to craft a holistic three-year development plan for the school organization.
Subsequently, the researcher studies the effect of the AI summit as an OD Intervention on
school service quality.
An Appreciative Interview Protocol is a thoughtfully crafted instrument.
According to Cooperrider & Whitney, (2003) the questions in the protocol revolve
around issues "most at the heart of the task and most in the hearts of the participants."
The stakeholders used the AI Interview Protocol was specially crafted at the ATC
workshop in their deliberations during the summit period. The proforma of the
Protocol/Guide is illustrated in Figure 4.2.

118
APPRECIATIVE INQUIRY PROTOCOL

(Applying SOAR framework)
Themes that emerged from Definition Phase
St. Francis School (ICSE):
1. To reinvent as "Thinking pupils and evolving school"
2. To promote faculty retention rich practices

3. To enhance its image and credibility
4. To improve service quality delivery
5. To build an appreciative school organization
Review and Map the present and Move the group toward
appreciate the past appreciate appreciative future
action
(Retrospective) (Current reality) <orosoective)
Strengths
~ •
•
•
What are we doing well? (discovering our best practices)
What are our greatest assets (discovering organizational strengths)
~
What are the opportunities present in the world (run environmental
scanning)?
Opportuniti"" • How do we envision St. Francis ICSE by 2015 (select a
metaphor/image)?
Aspirations ~ •
•
What is our preferred future?
To what do we aspire?
Craftin of desi statements/ rovocative ro os1tions
• Generation of possible action statements (following small & large
group discussions)
Measurable~
Results
• Selection of action statements that would go in the development
plan
• Ratification of statements and declaration of support and co-
operation for realization
Partici ants' evaluation of AI summit
Figure 4.2: AI Interview Guide (Source: Researcher)

119
DAY-1
• The dynamics of the summit
A total of one hundred and fifteen participants representing various stakeholders
took part in the summit. The list of attendees, the schedule of the summit, list of pre-
determined groups and other relevant information is shown in Appendix E-1 to E-4.
Briefly stated, the participants were grouped into ten groups, each consisting of
ten members. Groups were pre drawn by the Appreciative Supervisory Tem (AST) in
order to ensure proper mix of participants from each stakeholder group. Each person in
the group was given a specific task to perform. The pre-trained AI Interviewer in each
group used the AI Interview Guide to interview others. The Moderator oversaw if all the
functions were coordinated smoothly and that the group functioned cohesively. The Time
Manager ensured equal opportunity for everyone and saw the schedule was adhered to.
The Scribe in the group meticulously jotted down the narratives on a sheet. The five
themes that emerged from the definition phase formed boundary walls in the next four
phases of discussions and deliberations. Before the proceedings started, the researcher
gave an overview of Appreciative Inquiry Methodology, the significance of AI summit
and the process to be followed in the next four days. With this the SOAR journey started
off unfolding exciting stories during the course and the path undertaken in the adventure
is exhibited as a flowchart at Figure 4.3

120
I St. Francis School (ICSE), Bengaluru

I
I
Pre-ODI Preparations
SOAR & Appreciative Topic Choice Selection Workshops
Output: SOAR analysis, selection of five themes, finalization of Al Interview Guide
OD Intervention
Appreciative Inquiry §m1llnJ~
Output Day 1
Discovery of
OutputDay2
t
Enyisi(>ning of an
Output Day 3
weaying the
Output
1+2+3
Organizational idealittiage <>r · ~frengii#~dirid · · aa.ys
images into inspiring
Strengths the f\.lfut~
words
Figure 4.3: Appreciative Inquiry Summit Flowchart (Source: Researcher)

121
4.2.lDiscovery of Strengths
This phase assumes that in each organization there are some elements that give
the organization life and energy. At the same, it is quite possible that the members in the
organization are not aware of it and that they may need time and encouragement to
explore this fully. Whitney, (1998) described this phase as "a quest to fill the
organization's conversations with talk of positive possibilities." Participants of the
summit discovered a number of strengths, active and dormant that gave life to St. Francis.
The strengths as narrated and confirmed by them in relation to each of the theme are
given below in the form of tables and followed by quotable quotes.
Statements of strengths appropriate to the themes received from the participants are
shown in Table 4.1

Table 4.1: Summery or orgunizationul strengths/a~'!elS d iscovered by lhe par licipunts
Theme 1 Theme2 Theme 3 Theme-I Themes

• What arc "' dolna • Whal att ... doing • Wlul11rc wt doing • Whal art wt doing • What are wt doing
rcall> wtll? ttally well? rttlly wdl? rtftll) "ttl? reallywdl?
•
Cood1JC1•• alm06pherc for -Promp1 paymenl of sal&cies • Directing all Che ttsoum:s • Scn·i= or C'hild cnumelor -Burcaocratic ocgantlOltioolll
11:s.chmg and learning • Wah..,,. of mitiM fed and and energies Iowan! $1Udcnt - Aftcr clo" hour cla«e. fot· <lnlctun: with roles and
- Able and dlic1cnt Principal bus fees IO ooc child ICl>demic achievement low J'<'rftlflncr. responst"'billlic:s well defined .
• An cffccuvc iop2down • Not oollccung dcvclopmcnc - lmplcmcncatioa or Mulliplc • Encoul"lll'cmc:nc anJ ·Regular staff meeting>
communiaollon fees lntellij;cnce• De\"cJopmcnt moli•allnn IO puplh tt> appc11r -Quttrtcrly PTA meetings and
• Providing cducauon m • Free bus ride 10 school nnd Model in .\11 ln<lln Tolcnt open houses sessions
ICSE syllabus puck bQmo • l!ncoumgcmenc 10 1eachcrs Comrctilinn E~nnl' -Top w down
- Thrus1 on mnch and science - Coffee & Teo service 1wlce to publish their e.xperienaeS .. Fncourn{!c?11lC01 rur extn.'l canununicntioos
• Holding annual science oduy Md lnnovnlloM in teaching currkulnr ncll•hies • GocvWJccs cell
exhibition - Sarutday &. Sunday oIT • Principal elected as - I lclp ol profesilonal
- Holding m1er-school quiz - Dnssehra. Chriscmas ond Pre$ident of ADBBE Schools co:iche~ in spM! • Whal nre our
compelilions Summer hQlidays 1n Bangslore lnvc<1mcn1< in ICT grealeilt 11.S~U?
- Remedial classes for low • Teachtn' Day ccltbt31ton,
pedODDetS Children's' Day cclcbrauon • What arc our • \\ ho1 art our 1-ModetlllE rappon willl
• Class IC$.OD! integrated 10 lllld gifts ,,...., .,., ossets? ~rca1ca1 M"'L• p:ircntS
ieal life siluas;ora - Annual Cacully &. lWT -Teamspiril among 1eachct<
• Use of modem wich1ng aidt picnic -Church support !llld religious lkst environment for hiah • Trus1 and unicy
10 cnhan« student learning • Fl!SI Friday or lhc month group manat,=.coc qualicy 1eaching and learning - Pupil'$ well being and
-Opponuniucs for Holy Mass • Member of the - Comrctcnt und dfcclivc pro~ a1 lhe bean
demonsuaung leadership - Four ceacbcrs '1S1ung UK Archdiocc"811 Board of Principal
qualities every year Educniit>n ln Bangalore offers - Smaller pup1l -1c..cher r:uio
• Encouragement 10 lc:un one 4
No bar on privale tu1uon\ at opponunities for a good deal • physical mfmstructuro nnd
roreigit language home ar nccwor!cing wnplc npcn 'rncc
• Cominuous monl1oring &. • Ocncml public's faith in
evaluation • Whal arc our Ca1holic M:hool wilh regard , _
• Emphash on values nnd gccalesl :isscls? li:> qunli1y, discipline alld
character fomuuion achievements in •pons SFS
·Sports & game~ • Caring. undcr.tand &. Malld' under lhc credibility
and n:pullllicn or thi• <
inspiring principal
• What arc our I- Eight sco1or teacbe11 umbrella.
gna1est llSSds? qualified. compc:1eo1 and
Puptls
scgme111
from middle-class
who ore
I=w·
dedicared arc Ille "bone·
orlhc school
• School managemcnl by
hanlwortung. "'" mo<ivotcd <.:a1hnllc: rcllglou"> pctsons
and mentnlly IQUgh. -<:cntrul locau<.>n of the
• Location in Ille hean of lhc $Chool, Ctt$y =~slb1l11y nnd
city 81ll'llC1S bright s1udenIS reachbilicy by different modes
11.11d CQIDpClCnt ceachtll of 1r.1nswn
- Qualified, dedicat.cd and
cJtpcricnced leaching fGCUlry
- Service minded swr
. Progntms
.
through
1"J'ClldSemn" and "CMCA~
out:side the school syllsbi
~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~--~~·-~~·~-~ ~~~
124
The following quotes from the participants of the summit confirm the discovery of
strengths of the organization.
Quotable Quotes:
• The school is blessed by an able, efficient and effective Principal.

(Teacher)
• The school has competent science and math teachers. (Parent)
• The emphasis at St. Francis has always been the holistic development of
the child (Teacher)
• Oh, I am candid. I feel I got a new set of eyes. (Teacher)
• Discovery sessions were a pleasant shock. I came to the seminar mentally

prepared to listen to a lot of information, note taking and serious business
type sessions. I was clean bowled. AI is true - one can work and build on
her strengths. Making a laundry list of weaknesses was a sheer waste of
time and energy. "(Teacher)
• It was like a big 'mela' (festival). It was sheer joy, fun and serious
business included. I am thrilled to know we have so many strengths. We
need to build on our strengths and realize our full potential as a
team.(Teacher)
A parent surprisingly seemed to know even the historical roots of t~e

Congregation of the Brothers. This is what he said.
• St. Francis !CSE is a Catholic Church School run by Franciscan

Missionary Society which is over JOO years old. This Society has been
maintaining an impeccable record of educational service to the society. I
am sure the School will evolve to the changing times and tastes and
always remain in the forefront in public service. (Parent)
The researcher at the end of day asked the participants to describe how they felt
about the day's process in one or two simple sentences. A selection of their comments is
given below.
125
• I had more energy by evening than when the process started

• Al is an accidental discovery for me
• The process helped me meet everyone who is connected with the school
• Starting the process with discovery of strengths is great and new to me
• I appreciate the process's inclusiveness aspect
Reflections of the day
At the end of the day, the researcher would wish to compare the day's process of
discovering strengths using a metaphor. The crude oil which lies under the ground, first
needs to be extracted to the surface level and then put through the process of refining and
finally the output is extracted in many forms like aviation fuel, petrol, diesel and kerosene
etc. In similar fashion the organization's strengths and assets which were lying hidden
until now was brought to the surface by the participants through the AI process of
discovering the strengths which "give life to the organization". The process of carrying
them and making them available to use in the future is mentioned in the three year action
plan.
At this point the researcher would like to quote Whitney, (1998) "the participants
given the time and encouragement will explore fully what gives life and energy to the
f organization" coming true. The questions we ask set the stage for what we "find" and
I
t
what we "discover" (the data) (Cooperrider & Whitney, 2005). Putting these words of
I wisdom into action in the inquiry process yielded a rich data on the organization's
I
f
strengths/assets.
t
The researcher also remembers how one science teacher expressed her way of
discoveries in the school. She used human anatomy for her description saying the pupils
as heart, teacher the brain, management the digestive system, principal the blood, and
126
parents as eyes and ears. The researcher found this parallel quite interesting and wish to
add Appreciative Inquiry as life-giving spirit to the anatomy and complete it. The
workshops and the summit caused disruptions to the normal functioning of the school yet
the teachers who are overloaded with class hours were not resisting it. This is very
common with AI led OD Interventions that many others (Cooperrider & Whitney, 2005,
Reed J, 2007) who have used found that AI method reduces resistance to change because
it involves the very people who are likely to resist as collaborators in driving the change.
Soon after the welcome and orientation, at the insistence of the Principal all the
participants walked round the whole campus beginning from the school building. The
intention of the Principal was that the teachers and staff see the beautiful campus in the
first place and secondly the teachers cross each other's borders and take a look at how
things appear in the 'other world'. According to him, there is no rancor among teachers it
is just a mental border between primary and secondary teachers that they normally don't
venture into each others' territory. It is just that they keep to their "work and workplace."
He wanted this 'mental boundary' to vanish.
Before the close of the day the Principal asked the participants what they
discovered during the campus visit in the first hour. A few of the participants said that
they discovered the rose garden, the pond, the papaya and the coffee gardens. All along,
all these things have been there (toward the rear side of the campus). But today was
different - they got the "encouragement and time to fully explore." It resulted in the
discovery of what more the organization has got.

127
DAY-2
4.2.2 Envisioning Opportunities
On the morning of day two, the researcher briefly explained what "envisioning"
stands for and the necessity of creating a bold shared vision as a group.
The first hour in the morning was utilized to create a relaxed and peaceful
atmosphere conducive to visualize an ideal image of preferred future. Teacher Indu, a
member of Bangalore Laughing Yoga Club conducted a therapeutic session which
soothed the nerves and energized the minds. After the tea break, the participants got
engaged in the task of envisioning a powerful/ideal image. The following questions were
asked - How do we envision St. Francis ICSE by 2015 (select a metaphor/image)?
This imagery exercise has its roots in the AI' s "Anticipatory Principle" which
means as we anticipate, so we create. "Positive images of the future are so powerful that
they lead our positive actions - this is the increasingly energizing basis and
presupposition of AI" (Cooperrider, 1990). A powerful image of future in the mind is
constantly provoking and pushing the limits. Its immediate effect is on the present
behavior (Ludema, 1997).
Debriefing session
The participants huddled into their respective small groups and shared their
envisioned images. Thereafter, these images were taken to the plenary group and an
"Ideal Image Mapping" was done.. After several rounds of short-listing, the participants
arrived at a consensus and chose Bishop Cotton Boys' School (BCBS), Bengaluru as an
ideal image for SFS to model upon. The selection was based on the following criteria
128
• BCBS has been rated as the Best School in Bengaluru and as the No. l
school among all metro schools in India in the ICSE category of schools
• It has a long history of 145 years of excellence and has produced geniuses
of international caliber and reputation
• A world class state-of-the-art infrastructure
• Qualified and competent teaching faculty who have won many
state/national awards for outstanding contribution in the area of school
education
• Focus on continuous professional development in skills and updates in
new concepts
• SFS could explore tie-up facilitating exchange in introducing new
methods in pedagogy, teacher skill development and sharing of resource
persons
Statements of opportunities envisioned by the participants under the five themes are
shown in Table 4.2

Tablto 4. 1: Summary or opportunltics dl•cuvrr ed b y the p artlclpoot•
Theme I Them< 2 Thrmc 3 l Theme ~ I Theme 5 I

• What !1r!O the ht-$! This theme Wa> viewed • Whot ore the best • What urc Utt bc~l • Wbuc are the best
po<siblc market from lhrcc perspective• - po~ihle DJJlrktl po~•lble mnrktt posslbl~ market
opportwillles? opportunities? npportunilies? opportunities?
Salaries & Allownncco •
Management Practices - /\ rc<eption de<k ""'cJ by
·lncha's growing swun: 1> a IUld Technology -Obwn10g IS0-9000 qu•lity a full UlllC -Future dchbcrauon~ in cbe
knowledge economy cerufication Reccptioni<I •chool like uaff mcctin~
demand> highly skilled and - Patt! ne\\·1 in "'Edocanon • ;\ w.lit lnbhy for PTA mccltng co Ile permeated
Salaries & Allowances
Ullcntcd people Special" on 1\lcs<fays rn pmnts/\'i.cauors by Al philMOphy and
· India'• cmcrsencc as "world Implement salary &
Deccan Hcrnld/fOl/The • rrivate cubicles for parents pnnciples
pool of top quality knowledge Rlndu IC> internet w11h teachers one· · In lhc course of time Al
allowances n.~
worker,.~
recommended by lhe 6" · Ex~ing the pupils to on·onc should penetrate 1hc
- Rising acrulenric standards Pay Commis<ion sci up diffcrem educational • ,\ppoiniment o( IWO full orgoniution· s lh1nking
is a world wide pbcoomcnon
by the Government
progr.illlS ID different lime counselors - pnml1t)' -SFS sboold become a model
Escalating compctillOll dcctronic mcdln and 1<condory ooc each apprecinlh'l: school
8Dl011$ school ID evolve and - 10 proDIOle SL Franci.• "' - ,\nnu•I career coun<ehng orgmi1.ation
Manogcmenl
deliver l'e'!Ults
Pra~li«S
\'cnUc for different seminar far parent< to help
- Hc'l)lllcned awareness . Jn-campus •ervlco quarters con1pe1iuoni lhcir children chiimc right • no,v ore \fC to best
1
among parents on the - Pm-aaclve p~nicipalion in and rclcvrutt caro:r polh pnrtncr whh
for all teachers and otnff
imponnnce of good quality -Brenk time between classes,
soc.in! activities rhrough others?
.chool cducatioo Oulbility and f rccdom in 'Angel'• Club' • !low are we ln hc,1
- Cclcbralinn of l'l1ren«" O:iy partner ,.icb -To sian wuh pmnllllt Al by
classroom teaclung
• llow are we to t.>est on lhe ltnco ofO.ildroi'• Olly olhtto? providing lljlpropriate
-Opporturutics for \kill
partner with development & career and Teachc!'l" 0.) literature on Al an'IOQg the
ochers'? 11dV110cement Ol·annual p.rental "'minnr ADBB mcmbc"
-Rceognirlon nnd rcwarc) for • How arc we to b~ • f'mplnyintt ICT 10 imrm"e - Ponray SFS u mle model
Faculty cxohnnge with BCBS outstanding partner" ilh •chuol·hmne pnnncrshlp of At orgrutiMLlon
and other schools in the othcN? • Tr11inin1J progtnm~ for 1 · Give hrief infunnncion on
contribution/perforrnru1ce
vicinlry rncuhy devcJop111en1 by A1 in the school hand book.
• Pupil exchange co o limited Giving wc1gln to p=nt.< and upcn< 1n !CSE syllahu• wcbpsge and annual repon
Technology
CXl.Cllt tcachcrs op1ni(l<IS - Strenglhening ranncr'1iip - Publish one or two articles
- Collabonuc with member Involving parents in with bodlcs such as and tesumonies of SI'S
·Updating lhe current wcb•itc
<ehools in ADBB in multiple dcc..1on malcing on crucial 1"rcndSc11ers" and "CMCA• tcocbcrs in the annual school
by adding more fwurcs
areas. For irurtancc,
·Developing a lll.llor·mnde ma11m • Pup•ls' engatemcnt in m•glllnc
inoovatlve reaching model! unified software for the •Tmnspnrency "·ilh 11nnovnlivc ways
· Panicipotion I.a common school covcrinn all the •lllkcholdcrs in finrutclnl - l111cn,lf)ing coll~l>ornllon
rratntog prograrn,~ Wilh (U"'-'llOtl"' lltUIU:f" WHh tJK IC'.1.i;hcnr; uii:i(r-~1 l}K
--
ADBB ·mcmbc~ -PCt'!SOf11.'ll lur"''fl felt tco1.~l11ng • Netwurling wuh Link PrognuT1• un~r 1nulllplc
• Excl11lngc nf nmcs on lesson focuhy cnubling them 10 dmw prolc•sioruil l>Q<lies. NO<» way' bc>""J th<! pre>clll level
planningfteachlng module• up lesson pl1111$ al home Md re<•IUl!b iostitudolL' in - Exph:>rinJl f!<•<>il>lluy of
CIC -Exclusive faculty computer lhc field or education onllahonnion with ..:hool• In
- Explore poss1biluy of lab with hi-•pccd intc:mct US
creating Md fund.mg a - E~ploring r<><sll>ihty of
research cell collaboration \\ith <ehoot, in
-Copy and implement others' A<in prcfernl>ly Singapore.
proven succeso models Hon~ Kong and Plulirpincs.
I
131
Quotable quotes received from the participants on this day of the summit are
reproduced here below.
Quotable quotes
• This envisioning exercise sparked off my imagination. It propelled me to

push beyond the boundaries of my normal thinking and explore (Parent)
• How difficult it is for an adult to visualize an ideal image in the mind and
share with others. I understand I've no child left in me.(Teacher)
• This is a crazy though yet so overwhelming and inspiring. (Teacher)
• How I wish the vision turns real at the earliest! I can get mileage for my
sons. (Parent)
• My hunch is that this international accreditation if obtained will stand in

good stead, in the coming days for SFS. (Teacher)
• The ISO certification in the hands of the school will portray a better image
of the school. It reassures the parents and public that the school follows
approved standard procedures in its governance" (Parent)
• Are we putting David versus Goliath? 10 years versus 145 years of

excellence. How I imagine David wins in my life time.
A selection of the participants' comments on the day's process is shown below.
• The collective envisioning process aroused in me curiosity and excitement

• Setting an ideal image is a poweiful driver
• The process incites people to stretch the limits and make a difference
• Process made me feel relaxed and optimistic of the fature
• Investing energies in creating a preferred fature is a nice turn on
From the researcher's perspective one specific change was noticed at the end of
the day that stakeholders started using "vocabularies of hope" (Ludema, 1997) in their
conversations. The power of the Anticipatory Principle which emphasizes on having a

132
positive and powerful future image (Cooperrider, 2003) was witnessed in full force in the
form of great excitement and energy in the participants. As Aristotle foretold "A vivid
imagination compels the whole body to obey it" (cited in Cooperrider et al. 2005).
Empirical researches such as placebo studies in medicine and Pygmalion dynamic in the
classroom (Cited in Cooperrider et al. 2003) reaffirm the power of the positive thinking
and having a positive and powerful future image.
The key action on the day was the democratic process employed by the
participants in choosing an ideal image of the future. When the participants returned from
their respective small groups to the large group the list was too long. Almost every single
one had envisioned an ideal image of their wish. Then the participants themselves
authorized the supervisor and one PTA member to follow a process acceptable to all for
choosing the ideal image of the future. After a few minutes of discussion on the
modalities following the image mapping procedure the stakeholders zeroed on BCBS.
What is worth mentioning here, is the initiative, situational leadership, empowerment and
finding a win-win situation for all were decided and implemented by the stakeholders
themselves in a democratic manner. It was a defining moment to see a school which is a
typical bureaucratic organization with a rigid hierarchical structure embracing
democratic processes and that too in such an important issue concerning the future
direction of the school.

133
DAY-3
4.2.3 Crafting of Provocative Propositions/Idealistic Statements
On the third day of the summit the participants worked together and drew
provocative propositions or idealistic statements. These are statements of what the
stakeholders wanted to achieve in the future. Whitney, (1998) prefers to call them
"provocative propositions that are intended to stretch the organization as it moves to
realize the co-created future." These are affirmative statements that bridge the core
strengths of the organization from the past (day 1) to the group's aspirations in the future
(day 2). The statements also represent the organization's commitment to move in the
agreed upon direction.
The Process involved i) Brainstorming in small groups; ii) Debriefing and collating in the
plenary assembly; and iii) drafting the action statements and presentation. Following are
the action statements crafted by the participants arranged theme-wise and presented
below.
Provocative Proposition 1(Theme1: To reinvent as thinking pupils and evolving
schQol)
In this we believe. We are a family of St. Francis School (ICSE) rooted in the
perennial values of the Catholic Church and managed by FMB Society having an
unbending reputation of 108 years in the service of the nation specifically in the
spread of quality and relevant education. We take pride of our association with this
philanthropic organization and its contribution to the society at large.

134
To this we commit. At this defining moment we are resolute in our determination
to carry forward this illustrious service in the education field. We dedicate ourselves
to leap frog the school to the next generation level by continuously evolving to satisfy
the demands and aspirations of India's Knowledge Economy and by turning out
creative and thoughtful pupils seeking new knowledge & competencies having an
appetite for life-long learning.
Provocative Proposition 2 (Theme 2: To promote retention-rich strategies)
We are immensely aware that good quality teachers help pupils understand better,
learn more and succeed in the face of stiff competition all around. In the last nine
years we never forgot for a moment the tremendous responsibility on our shoulders.
The outstanding achievements of some of the pupils give a telling testimony that we
have given our best. At this time moment we are engaged in a process of gearing up
to scale new heights. We stoutly reiterate our support and cooperation to the
development plan being drawn up and pledge unflinching loyalty to our
organization in the hope of making a marked difference in the educational service to
the general public.
Provocative Proposition 3 (Theme 3: To enhance school image and credibility)
Image is the value that we create in the society. Our good image is directly linked
to our students' academic achievements, professionalism of teachers, management's
fair practices, and state-of-the-art technology to aid students.

135
Credibility is the value that the society bestows on us in return. We commit to
give our best to enhance our image in order that our credibility is proportionately
increased and maintained.
Provocative Proposition 4 (Theme 4: To improve school service quality)
This is the Age of the Enlightened Customer. And this new breed of customers
continually evaluates the services received in terms of satisfaction vis-a-vis the price
paid for the service. Service quality is a core competitive and differentiating tool for
success and sustainability of the organization.
At SFS we pledge to undertake periodic assessment of the service quality
delivered and make every effort to enliven and improve the service quality so that we
may exceed the expectations of our customers.
Provocative Proposition 5 (Theme 5: To build an appreciative school
organization)
AI is empowering, energizing and endearing to all stakeholders. AI practices
engage all the stakeholders in decision making process. AI is nurturing the teaching
and learning atmosphere in the school. Therefore, we the stakeholders declare our
complete cooperation and support; commit our active participation in implementing
AI practices in all the facets of the school's ethos.
In the quotable quotes mentioned below captured by the researcher one can see
the recurring theme appreciated by participant after participant. It is the sense of
engagement and empowerment that the AI process gives which is valued most by the
THI.ASSUMPTION UNIVERSITYLIBDARY
136
stakeholders. The words of the Principal reiterate the words of many of the AI
practitioners who have experienced that AI method gives everyone an equal chance
and a level playing field.
Quotable Quotes:
• AI gives an equal voice to everyone. The sharing takes place in a climate of
dignity and mutual respect for each other. Moreover it draws out and appreciates
personal accomplishments which would have easily gone unnoticed and
unrecognized. We don't think there is any other technique close to AI. We
wholeheartedly welcome AI tools and techniques into SFS organizational culture.
Surely every one of us feels a sense of empowerment and participation in decision
making. (All Teachers)
• Me too a teacher in RJS for ten years. Over there we are still clinging to the old-
fashioned annual planning with little involvement of staff I find this AI technique
usage in school mid-term planning with everyone getting involved (amazing
parents too) and giving their commitment is very unique and 'happily disturbing'.
I wish my colleague-teachers the very best and success. (Parent cum Teacher)
• A few of my teachers, who were given to 'talk no evil, do no evil and hear no evil'
ideals for the first time found a platform to talk evil and chose to 'offend' their
Principal. I didn't find any animosity, bitterness and tension during the
deliberations. In its place I found easy going, laughter, eagerness to speak and a
tremendous goodwill of people. (Principal)
• A selection of the participants' comments on the process is given below.
• While articulating found hard to find right words, but others made it up
• I believe the goal of this process is to take a panoramic view of the whole
• The process made us passionate about the preferred future image
• Motivational statements spurred action from the group
• The process finely links day 1 and day 2 in inspiring words

As Cooperrider, (2003) emphatically pointed out"inquiry and change are not truly
separate moments, but are simultaneous." The researcher recognized the Principle of
Simultaneity operating visibly in the morning of day three. As the participants arrived for
137
the session, they started greeting each other and engaging in small talks in the corridor.
This was in marked contrast to day one in which the participants arrived with a stem face
and hardly exchanged glances at others. When they were asked to go into their respective
predetermined groups they needed to be persuaded by the principal and the supervisor.
All that changed. Stakeholders started relating to others whom they had ignored, engaged
themselves in animated talk and while the session was convened in the main hall they
were already seated according to their groups. Teacher Indu who conducted the laughing
therapy on the previous day was the darling of the participants.
The researcher on his part decided to sustain and build on the new relations
forged at the summit even beyond the summit days. On the fourth day evening, instead of
seeking evaluation from the participants the researcher made a list of e-mail ids of the
participants and gave a copy to all with a request for them to stay in touch with each other
as often as possible. This gesture was well received by all the participants
The researcher observed from the envisioning exercises of day 2, that many
teachers showed traces of sadness at the mention of 'award winning teachers'. The
researcher had a frank talk with the academic supervisor on this point a few days after the
summit. She stated that ten years down the line in St. Francis no teacher from the school
had received Central/State/any Private award in recognition of their services. Still worse
is no one got even nominated. According to her, this has been weighing on the teachers
and they viewed the management as being insensitive to their feelings.
AI is all about creating, enhancing and amplifying life. The researcher decided to
do something on this issue. He met the Principal and requested him to leverage his clout
of his new office as the President of the ADBB to nominate at least one teacher in the
138
forthcoming academic year. According to the Principal, the academic supervisor is the
candidate in the forefront and there is a sense of urgency in her case as she is due for
retirement by March, 2013. This point, however, was not included in the development
plan as nominating teachers for state awards is a complicated procedure and involves a
lot of lobbying in the corridors of power.
A greatest evil of globalization is the unabashed glorification of individual wealth,
individual achievements and individual will. In the researcher's opinion AI is a counter
culture to this phenomenon. Today's AI process of articulating the envisioned shared
image of the group is golden phase of AI process. This is recognition of human dignity,
respect and empowerment leading to the betterment of everyone's lives. Each one in the
group has a winning stake instead of "the winner takes all" approach. At a time when the
citizens of the world are experiencing severe economic hardships and mutely witnessing
consolidation of wealth in the hands of a few, AI seems to be the last chance saloon for
the voiceless and those who have been at the receiving end.
DAY-4
4.4 Measurable Results by Formulating Development Plan
Iii the morning of the final day the researcher briefly explained the participants on
the importance of the day. In the large group the AS aided by the researcher made a
power point presentation of the highlights of the previous three days. A copy of the
presentation in word format was given to the participants to read and share their views.
The activities of the day included:
• Participants going into respective groups, read the summary, and share their
thoughts
139
• After the tea break go back to their groups, discuss and generate possible actions
• In the large group possible actions from small groups are shared and listed down
• After the lunch break possible actions were summarized and a skeleton action
plan was sketched out
• Participants verbally give their commitment and assured their cooperation to the
plan. They authorized the supervisory team to finalize the plan and present it at
the PTA meeting in the new academic year.
• Thanks giving and closing the summit then took place.
A happy and promising end to the Summit came from the school management.
• I take home unparallel learning and experiences from this AI seminar. I was
moved by seeing how all of you have been working for the last four days to unfold
an action-oriented development plan for the school. I commit to do everything in
my capacity as an executive authority to make the plan achieve its purpose
successfully. (Trustee)
The final output of the summit which is the development plan approved by all the
stakeholders is presented in Table 4.3 in the following pages.

Table 4 .3: l>evelopment Plan (2010-2013) ror Gen "llutu..,,.·· Challcn1:e> and Sdmnl'• Dynnmlc Responses
Theme I: SFS lo reinvent as ''Thinkim! Puoils and F.volvinl! Schoor•

. Objtttlve I. I: (TF.ACHERS) Objtcth c 1.2: (PUPILS) Objecthe 1.3 (MANAGEMENT)
• To build capac11y into~ to develop • To inculcate uuo pupils Ctuti'•c. Critical • To crca~ •climate roe devclopmenl or 1he
Cn:au•-c. Cnucal and Arullytical Thinking and ·\naly11c:al Thinking abihtn:s lhanl.mg skill<
Skilh
lrulic:ator.1 of Succas: Lodicato,., or SucceM: lndlca1nn or Su=:
• lmprovemcnlS in lesson planning • A<k1ng 1n1c:lligcn1 question> in cla"ruam • Tc:u:hcr< \\ilh greater confidence in !heir
• Classroom instruC1Jolll!.I dc:livc:iy bettering • Doing homewort cn:a1lYcly own afnlitic>
• S1udcnl~ ac:h1cviog bcucr scores in mnlh • lmprovi•cd onides to school nudcn1 • Tdlc:h.-rs cJtlubiling bc1m iudi,'ltlcnt
and i.ciencc magn1lne • Pupil• pos.sing out wilh inlprovcd IJl1ll)es
• Acllleving bcuer grades in malh and • 1\pprcciMion from PTA
sc:lcnee
Strategiei: Strotcglcs: Slrate~its:
• Trrunang program for teachers to develop • i\pprteinlc intclligenl ques1ians In
various thinking ~kills classl'O<'m • Snnc11oning rund;; for tcnc:hcrs· SDPs
• Cnt1cnl reasoning within lhc regular lfU!th • Encourage stude.nL'° to write cl 11~~ test~ Jn • Givinjl one/lwo salary inctcmcnl for
clllSSCS lhc1r own words and connect them 10 renl 1cachcl'! who have undergone courses in
• Spotting the 'ga~· in pupils lhinkiog life situation~ 1~3Ch1ng related counes
• Pupils' prolihog • lnvi1c the pupils to <~press often • Addirional investments in cducationn.J
• Mcntonng fooc-<lnggcr metaphorically tofiwarc
• "Sttk·no-ou!Sidl'-hdp-bm·hclp- • Su~ripttoos w diptal dai• b:lse/online
)Ou~tr · pupils 10 be familiarized to lc:1mmg rcsoun:cs
mtcrxtive sortw:ue, surfing lhc ne1 a.•d • Clas• Teacher - Rome makcdinl:.
info galhenog. This is aimed at shlupcoing
lh1nk1n11. sloll~
Financial bud11.c1 is shown in Aooendix l Financial hod~cl IS shown an Anoendix l l'lnMclftl hudgcl i~ shown in Aooeodix I
,.
Action by:
Principnl, AS nnd Class Te:lchcr
Action by:
;.. Bvcry teacher.
;. CIMS Teacher 10 cooniuut\e whll 0U1<ll
Acllon h):
;. ·\~m1nima1or individually
,. t\tlm1111.!trator in some cn.scs '"'ilh
1cnchen1 nnd monilor pupil< pmgn:\S 1hn1 consi1hotloos of board
urvl•le or orofiles
T ime Saile: TimcScalt: Time Srnle:
3 years commcncmg from mid-!'lovembcr 2010. 12 mon1b~ QUllflcrlycv:ilu>tion of pupil,_ Pnnc1rnl Ovcr,lghl on 1cac:hen' progression reporl!I, plan
Bvaluauoo every 6 mon1hs. Teacher<' pt081CSSion moru1oring cla<sroom 1each1ng wocl.I> . ev.1luniiM on.I timely eorrcctivc DCtion in
"'"""·· lttCndl&n« mandiilO"' QI FDPs. collol>nr.mon w11h lhe Princi"'11
- .-
-··.
Theme: 2 : To lmpJ.,meot fecultv r~1entlon-rldt nracllccs/Mrutegie«
Obj«thc• 2. 1: CTEACHERS) Objttthc U: (PUPILS) ·-
Oi)Jtctl>< 1-'' CMANhGl:.M EN1)
• To help ldChcrs undm;tllnd thm role and • To admll puflih from families "ho desire • To rlay a pro-active and 1U1ti•"C role in
rcspon•ib1lities in providtng qualily good poom1ng sid belier proo.pc<t the rct.:nlion of teachers
educauon
Indicators or su«eSS: lndicaton of SucetSs: Indicamrs of Snt<tss:
• Reduced absencceism • Children fmm af:loent families • Low turnover
• Low lumovcr • More children from middle-class •cgrncnt • lmpmved Job suusfuction
• High energy levels • Finnncilllly challenged children l"rom • Posl1ivc ~chool cUmntc
• Bcuor !l"Catment of pupils fatllllics with burning ombidl)ll 1lJld • /\pprceiadon rmm P1'/\
• Enhanced cooper:nion rtadines• for i;rcatcr sacrifice
• Use of Al tool in faculty dclibcnu1on~ • Greater coopcrn1Jon ond lnvolvcmcnl of
• Embrllcc hl in decision malaoa process parents
Stnategies: Stral£gits: Strategics:

• Give a betta understmdmg of n•ion and
minion of school, society" founder . Bcuer screening a1 the time of1dmrn1on • lmpkmentntion of 6" Pay Commission
• Pnncipal es role model, mOIJva1or nnd • Constantly 11Klt.m1ting pupils sll!aries
in>pimtlon • Improved communication with (l'lrcnts • Apprccia11on. Recognition ond Rcwanls
• Well con<iucu:d lndut'tion progmm • Opponuniclcs for in-service professional
• lixcroi'IC betler caution and care in skill developmenL
recruitment • Encouro8"mclll IO undergo online
• More "elbow space"" for 1eac:hers professioo:il development coimes in some
• Tro.nspnrent. performance evttlWllion C."ISCS
• Laptops for 15 senior 1eacbers on muruatly • o.:,·dopmenl of oo:w tcochcr assessmc:ot
agteed conditions ,\ fodel with out.$idc cxpeni<e
• Concc.siom.ldiscoun1$/frccb1es for staff
children
Finrutcial budget 1J< shown in Appendix I rll1ll!lciol budget i.< •hnwn in Appendix 1 Flnancinl bud£ct 1J< ~hown 1n /\ppendax I
Action by: Aclion by: A~lion by:

..., Admini<tmlOr individunlly
;.. Principal and AS :;. School ndmi"ion committee ·\dmilustra10r in l(lmc e11.1e~ whh
•'<>nsullation; uf boon!, Princinal and AS
Time Salle: TimeScalr: 'lime Scale:
3 months commcnttnR from mid·No,·cmber On-1oint process One month cmnmencana from mid·:'<ovcmbec
-
Theme 3: T o enhance School J m11l!e und Credlbllit,·
Objectln 3.1. (rl:::ACHERS) -·· - ·----·
Objectivo 3.2: IPUPll-~) OhJccthc 3.J: IMANAOl::.M r;NT)
• To rcmfon:e a pogtivc. progrc>sive unage • To provide muinum ~
or school in Ille mindset of teachcn and opportunllic\ for pupils and lrilin lhcm to • To extend full coorcnmon and lldcquatc
impel lhem to give their bcsl contribution succeed in the ccrnpelltion financial <U!'P011
to susta;n.
lndi<alOrs or su~: lndicat0rs or Succeu: Indicator< of Succts5:
• M11rc n11. of applicanis seeking a opening • A luke m the number of scul!i
in SFS • Ovcroll lnc-rcMe in &ale of adnuss1on • Low tumovernf fnculcy
• t..ow tu mover among the currcnc faculty fonns • Improved job suti>faclion among faculty &
• Pride and Prestige in the SO<:icty nuike • Clamonng for admission from miff
them stay put bu•incs<lhurcnucrotic/ llad tcchnocra1 • Positive <ebool climate
• /\vailab1h1yofbcuuc=erpro,pects for pan:nts • Aprrcc10tion from PTA
qumcrs • More number of puJ'lls p:trticip:tung in
• Pnncipalffcadicr (<)winning s1111c/ccnual different compe111ive cums 111 lhc
awards & other awanls iru.lltulcd by s1atc/nalional lcvcl• and seeming 1 place
acclaimed bodies in lhe mcri1 "''·
• E.\ccllen1 ac•di:mic results in the BI!
Strategies: Strutegies: Strntci:ie«:
• Principal constantly reminding 1eochcrs • 1;.~1cn1ivc use of •ophi<ticatcd tc1Whing • lnitimc proce.~s for obwlnlog ISO
about core vnlucs and belief• embedded in nid~iechnology in classrooms ccrti Ilea.ti on
school • Le;imin~·by.(loin& model • Update wcb$iU: add more roncur""
• Sending senior 1c:1ehcrs ouL~idc on • Facili!AU: panic1p:uion in multirlc Inter- • Two hi-speed ln1cmct Int>. - teachers ond
1cachcr-u.changc program school competitions puplls
• Creating opponunincs for teachers to • lnJividuaVgroup assignmcntS on topu:s • lllSl.llllauoo of modern tcaehtng aids in
panicipau: m natiooal/international outside school S)llabi c:la.c;;s:roc;uns
'ICnunars • Grant \Cholanhips 10 destr\-ing pupil• a.' • ModcmiJ.ing lhe AV room
• Nudging 1hem to share expenenccs/prcsen1 pan or school ro<inl responsibility • Bu)'ing spa.:e for "paid new." in print
case s1ud1cs and other l.eam1J1g. dcmoni;i.rruion m~di0: on-c·a--year
• Advice, allow andsponsor t.cachers 10 • Give equal voice 10 stakchold~ by
engage in research tcmducting mccungs & lnu:r11etio11s in A1
• Send more tc3chers tO UK under the style
School LlnllProgram. Could be 6 In 1hc • Fair Manngcmcm Procticcs
olaccof 4.
Firumcial bud""! is showam A I Fin:mcial budeet is •howa in A"""ndu I Fin•nci:il bu<l£et is shown tn An.,..ndu: 1
Action by:
> Pnnci""I and AS
Tune Seal<:
,.
Action by:
Prmcinol. AS tmJ Adminisuntor
Tim.. Scale:
..
Aetioo by:
Admini'1lll10r & Trustees
Time Seal<:
On.going~> On-going rroccss W<>rk commen= dunng Diwali lfalid•ys and
comnlcwl \\ithin 8 weeks
~
Theme 4: To Improve Servi"" Qunilty
O~i'" 4.1' (TliJICllERS> ObJ..:ii. • 4.i: (PUPIL\> Obj"ll'< 4.J: l!\.JA~AGl,;ME..'.fl)
• To make cfforti< 10 provide •=h•ng • To encourage po ptI• 10 mnkc u<e 11re\ cry • To co-operate with Principlll,
services 10 n1111ch the expectation• or ovailablc ratili1y IQ tbe maximum cx1cnt Administraior and finnncinlly suprort
parents nnd grow in physique ond mind 101ivt1ies/requircmcn1< wtllcb will odd Ill
st Olke holders· sattsraclion
lndlt11to"' of su«CM: lndialln"' of Suttcss: lndicato" or Success:
• ParenlS c:xprcuing satisfaction or lhc • Pupib •·i~UOg/lt>ing library and dtgllal
teachea in PTA or in private 10 dala base. more rn:quenlly • ~rrrcc1ation from PTA
Principal/AS • Ciwtions rrom wch<ilc< in hotnc work • Wrire-ur/mcntlon in the media
• Pareol!I reeling respc<ircd their opinion• are • Participatlng in multlplc SJlQrL• • Improved sousfoc11on nmong teachern
iaken in10 con<iderntion and turned inl<l • f'upils rccling confident with technology • Improved smdcnl-lcncber communication•
action
• Patenis sc.:101 lhctr children showing ~
slcills bc~od classroom act1>1tv
Strat.gics; Strntegi~: Stratcgir•:
• Class Teacher is provided wilh cmntl id • nuc nnd prompt weigh111gc 10 porcnts'
nnd comaci uos. of parcnlS. • Puplls learn 10 m3kt wise use of facilities nrinlan'l/suggeslion'J./rcqueslS
• CT to u.<e technology co create clrumoom And grow :showing common sense nnd • Appointment of a rcccptimtist nnd
-home link Judgment r<ecpuon desk &Carving out wait lobby
• CT to gel the $Uppon and coolidcncc of • Caoducting a arnual """"'' coun1oChng • ,\rrangmg cubicle> ror tr:H:hcr-pan:nc
Pnncipal <emmt!tor participahon in "Time' of ICldia inceMlCtiOD
• er to conduct monthly review meeuog Career Fn1r" • ln~alllng swipe machine
with oum subject teru:hers 10 get their • Encourage m 1nl:o pan in d1rrercnt type• of • Meet-your-principal w/o nppointmclll
feedback on each srudcnl in lhc class. This competition< rn \poru and academic~ f1dnys a week lit the artemoon bouts)
appraisl!) report or the pupil to be e-mailed • Providing e~tcmol =ch•s • Po't yourquesuoos online/makc
10 the parcnlS • Biuruul pan:nt <eminar nrl"'•nuncot onlinc with your principal.
• All canno1 lcam lhc same way. So, er can • Individual l:ip«>ps. ICt'e.\S IO interoel for
6clcctively US<'> differentiated learning rc.>chcrs to g1vc/rcccl\·e assignmcnis &
techniques rmJec•s t0 studcnrs even during vacaiioM
• er to send/convey nppn:ciation lo pnrcnr.~ • Improve amenities like BB & V1l couns
when the child has ddnc 110mething • Cclcbra11on or Parents' Day
innovative or CKimordiruuy • Ruild •wropnatc hanlware aod rofiwarc
• CT i.n coUaborauon with parents 10 ounun: lo wppoa pupil\; "Learn at your own
and promote cnucpttncurial talents or pace, anywhere and anytime"
children
Flrwic:uil bod-it &bQwn lA A"-~ J f'iUn~tal bud~et is shov.11 in A tX I F1n~·i1tl ti11·1- ll •-·n tn A11-ndb. I
Ac.don bY: lab TCJIChrr ~inei-.1 llld AS Action by: C1us TeuchcJ.. rnndn1I and /\.S 1 Action b,.t fT;ncinnl l~ Adminlwawr
TlmoScalo!
Stan O....il lloWU... md ml ........... holido...
Tho. Snit:
0u~---iesa
I Tint~ Sc11 I~:
Stan On.-.i!i Ho~" and end how aum:mi:s hobdau
11 ~_.,me S: 'ro build an appreciative s chool orgunlzullon
Objectlvu S.I : (TEACHERS>
• Al tO worlt as rehwon builJ10g glue

among teacbcrs and tCIChc"' with other
O bjtctin 5.1: !PUl'll.S)
• To put 10 U>C .\fr=iative Coaching fur

pupih Carter rlanning and Appn:cioii'c
Mcntorin~ for ~lu!!lrish le:une!'>
Ohjectivo 5_1: ( MA:-iAOEMENT)
• Comm•nd-n-control )1cldi11& io
,Democroc:y-~ial~uc - Tmnsfonnalion
u11ne -\J
'
I l
suakcholdcrs
lndlcalors or success: lndie11tonr or Succt<-s: lndicnton of Succ:cs~:
• An improved di mote of trust • Srudtnts ec11ing more comforutblc with • S1:1k<holdc"' cxh1brung Jl<l'itivc
• Cohesion, accommod:lt1on and team spirit tl:l!Chen !>cha\ !or/words
• A sense of worth anJ empowerment • llcucr beh•'ior in .chool • SW.choldcis finnlycommmcd IO~
• Tcaclle1$ hav10g positive relations with • Improved focu~ 1n classroom cre:u.cJ BOG I
Pnncipal and other suikcholdcrt • Less no. of e<1mplaint< and qw1rr"1• • Cha~cJ "'hool ethos
• Conshaent tntprovcment in -c;core(. • Mutual rc>pcct in plru:c of nn11no$1ty
• Pupils becoming mnre confident .nd • Fundanicn!Bi shift in thinking & power
hon-.ful rum1di~111>
Strut~ies: Stnitegles: Sirntegi"":
• A few seruor teachers could be Al muneJ Pupil Goal Scttio11 u1ing SOAR • °"''olu11on of more powers 11'1 Pnncipal
• Staff meetings m Al •r•rit and process Stttng1hs: m micro grou>s pupils doco\er their and t\tlmtniuratOr
• Indulging maffumau•c and apprccinti>e own strengths, share ruid .ict endorsed by 01hcr. • Fi'ing re<ponsibility and accountability
dialogue in work place Opportunities: envmon wh31 do they wnm to • Showing respoc1 and S1111cti<>ning funds to
• Identi fying one another's ~trength nnd become: in the future? Roh<lt~ngmecr, sntclhtc plnnvrrojcc1s decided
srrive to acn1.e win-win situntlon engineer, fighter pilot etc • Pnn1ci;1ating in Al sessions held 111 school
• Showing affumalion in clamooms Actl.on Plnru.: 'Think nb<1u1 whrtt IS Lhc padl ond Jtrcctly or 1hru repre!<cnwtlvc
• Teachers r.raincd in App=inti~c Coaching l>Ctivicies thn1 would lcud them to ocbicvc their • Cn:a1c n community of Al and stunulating
• Spread of Al SUQlCU ''°""" through
school magari.nc, S1uJcn1 handout and
catttr goals Sugge" 5u1uhle bcha\ior, define anJ
comnlll IO short and long term goah. •
,<ituall<>n> for employing Al
Cclcl>rntc openly Al's SUCCC$SCS
sharing in pa:r/intcr-<ehool meetings On going Al; the pupilJ' commit it in woRh :ind
hnndovcr to CT who m tum keeps lh"'1l reminding
and inspiring them to help achic>c their aims in Lhc
rejleat Al stssioM.
Fmancial bud!!cl is shown in Aooc:ndix I Financial bud~ct is •hOW'l in A"""nd1x I F10JL0c:.ial buduct is.how.n inAnnrndi• I
Action by:
;. Pnncipal and AS ,
Action by:
Cl&«; Teacher ard Principal and AS ,.
Action by:
Roon! + Admi11is1ta1or
TimeScale: Tinit Scale: Time Stair:

On-<>oin11 orocc" On-cmn.~ pmce<> 0n-ROlnR proccq
·-
145
4.3 Key Points of the Development Plan
The Structure
The basic structure of the plan revolves around the five themes - one page being
devoted for each of the theme/objective. The plan sets out to each of the stakeholder
group, namely, teachers, pupils and management clear sub-objectives derived from the
main objective, strategies for attainment, success indicators, financial budget, and a time
frame. In order to ensure implementation and compliance the plan names people
responsible for achieving the objectives.
The Purpose
The purpose of the development plan is to equip and bolster the school to counter
the internal and external challenges as described in Chapter 1 and accomplish a holistic
growth in the next three years. Each of the five objectives is specifically directed towards
the achievement of this end.
Objective No.1: St. Francis to reinvent as ''thinking pupils and evolving school"
This objective aims to equip the pupils to the demands of globalization and the
knowledge age economy by inculcating in them creative, critical and analytical thinking
skills. The school on its part strives continuously to adapt and grow in the right direction
in order to meet the shifting changes/opportunities in the environment.
Highlights:
-Training programs for teachers to develop various thinking skills
-Critical reasoning skills during regular math classes

146
-Helping children to creatively connect class lessons with real life situations
-Improve self learning skills and express in creative metaphors
-Management to provide a high quality learning environment
Success indicators: improved scores in math and science, teachers exhibiting
greater self confidence due to training and students doing homework creatively.
Objective No.2: To implement faculty retention-rich practices/strategies
This objective is aimed at decreasing the teacher turnover and improve their
retention in the school.
Highlights
-Make aware the vision, mission and values of the school & the society's founder
-Principal to act as role model, motivator and inspiration
-Freedom and freebies for teachers
-Admitting more children from middle-class segment
-Sixth pay commission salaries & perks, recognition & rewards by the
management for the teachers and staff.
Success indicators: Low turnover, more job satisfaction among the existing
teachers and a positive school climate.

147
Objective No.3: To enhance school image and credibility
This is a critical objective. The school in the first place, has to have credibility
and image in the society. If not, competent teachers would not join the school and middle
class parents would not seek admission. Therefore, image building is crucial in the hyper
competitive environment for the school.
Highlights
-Emphasis on core values and beliefs
-Teacher exchange programs and financial assistance for research works
-Extensive use of ICT in knowledge transmission
-Students taking part in national and international level competitions/Olympiads
-ISO certification, fair management practices by management
Success indicators: more parents seeking admission and more students giving
competitive exams.
Objective No.4: To improve school service quality
This objective intends to give the school a competitive advantage over its rivals
by improving parents' satisfaction towards various services offered by the school.
Highlights
-Class Teacher - Parent link via websites
-Remedial classes and differentiated learning techniques for student improvement

148
-Management to diligently listen to the opinion of parents,
-Investment in ICT and subscriptions to digital/online libraries,
- Celebration of parents' day,
- Career counseling seminars and improving facilities for principal/teacher and
parent interaction.
Success indicators: Appreciation from PTA, improved communications and
media talking about the services
Objective No.5: To build an appreciative school organization
The idea behind the objective is to embed appreciative inquiry principles into the
administrative practices in the school among the stakeholders and finally evolve the
school as a show piece to member-schools in ADBBE.
Highlights
-Indulging in affirmative and appreciative conversations in workplace
-A few senior teachers specially trained in AI
-School meetings like staff, PTA, among teachers be held rooted in AI
-Pupil goal setting using SOAR framework
-Management to gradually democratize the school

149
Success indicators: a climate of trust and team spirit in the workplace, a sense of
worth and empowerment among stakeholders, students getting more comfortable
with teachers, fundamental shift in thinking pattern and power paradigm.
In summary, the development plan is a road map for St. Francis School. It
provides focus, direction and inspiration for the school to take a leap from "where it is" to
"where it envisioned to be". This comprehensive plan is made up of inputs from the
stakeholders at the AI Summit and results from the Pre-ODI survey on service quality of
the school. The final touches to the plan were given by the Principal, the Academic
Supervisor and the PTA President. Finally, the researcher in order to ensure adequate
oversight and evaluation, has placed the plan in an action research loop embracing three
dimensions; look, think, and act as illustrated in Figure 4.4

150
St. Francis School (ICSE), Bengaluru
ODI Preparations
Appreciative Topic Choice Workshop
Output: Selection of five themes, finalization of AI Interview Guide
Intef-vcii6~ii / ..
A:~;~atlve Ill<iiihii srifuri:i{ >
Output Day 1
Discovery of
Organizational
OutputDay2
l
Envisioning of an
Output Day 3
Weaving the
strengths and images
Output
1+2+3
days
ideal image of
Strengths into inspiring words
the future
DP (2010-2011)
ARCycle-1 --+Look
Think
Act
---+- Look
DP (2011-2012) Think
AR Cycle-2 Act
DP (2012-2013) Look
_ _..,.Think
ARCycle-3 --+
Act
SFS Action Research Cycle continued to the future
Figure 4.4 Development Plan Placed in Action Research Loop (Source:

Researcher)
151
The SFS Action Research cycle mentioned in Figure 4.4 consists of three steps.
The three steps are: Look, Think and Act. It is based on the model of Stringer (1996).
Look
Gathering data
Building a picture (describing the situation)
Think
Explore and analyze: What is happening here (hypotheses)
Interpret and explain: How/why are things as they are?
Act
Plan (report)
Implement
Evaluate
Look Think Act
List down the many Choose the best way of Do the work and
doing evaluate
ways of doing L
~
-
~
~
,_____
' I'
~ -
'
Figure 4.5 Action Research Cycle (Source: Stringer, 1996)
The working of AR Cycle shown in Figure 4.5 in the development plan: Now
consider the case of training program for teachers to develop thinking schools as an
example. First, look at many ways of doing it or look how others in the field have done it
and study their success. Second, think of the best option and choose it in discussion with
others. And thirdly, implement the training module and determine its success/failure by
evaluating with the success indicators determined in the plan. Keep the cycles repeated
152
until all the faculty members are trained and tangible results are seen. This path holds
good for each strategy in the development plan.
4.4. AI values differences
Organization as a human living system theory as discussed in Chapter 2 describes
that organizations are made up of people and they live in relationship to each other. And
while they live in relation they manifest basically two types of emotions - joy,
cooperation, team spirit and appreciation on the other, jealousy, enmity, undercutting, and
criticism like negative emotions. The AI Summit provided an ideal platform for the
stakeholders to give vent to both types of emotions. The researcher has captured verbatim
some of them in Table 4.4
Table 4.4: Celebration of diversity at the AI Summit (Source: Researcher)
·. !t!!~grU!iling vpi¢es ·.
·• •.
Life-giving voices .. ...
.
A necessity A good indoctrinator
An annual meeting of this sort at the beginning of Al Summit is a good indoctrinator. (Teacher)
an academic year is a necessity.(Parent)
AI promotes out-of-box-thinking AI is a.flawed technique
I am inclined to believe Al explicitly promotes AI theory is fandamentally flawed.

out-of-box thinking, creative engineering and Organizations have two faces. Al
win-win situation for all stakeholders. (Parent) unreasonably over-emphasizes on the pretty
face. Nothing is done to fix the ugly.
(Teacher)
I carry home pleasant feelings This is just talk only
This whole day I spent here. I got many times AI is all talk, talk and more talk and lacks in
chance to express myself. This is really good. I application (Parent)
carry home pleasant feelings of being respected
and my opinions valued. (Parent)
Whole is greater than the sum of its parts Not always true
AI method of involving teachers, PTA and We are working on the principle of 'many
management in discovering strengths, heads are better than one head' but isn't it
also true 'many cooks spoil the
envisioninR and action planning is an
153
innovative idea and a step in the right broth?'(Parent)

direction (Teacher)
AI would inspire others Everything will dissipate soon
The method's emphasis on harnessing the core I have a strong feeling that a good number of
strengths of the stakeholders and moving them people who have said 'YES' to the plan
through different stages and finally zeroing on a haven't understood the implications. Most of
development plan is fantastic. The success of this them have been swayed by 'mob mentality'
experiment would inspire other schools in and have paid 'lip commitment' (Parent)
Bangalore to emulate St. Francis. (Parent)
AI is a ground breaking method It is same as any other
Al, I find as a ground-breaking model to The Al is similar to many other planning

strategic planning. I like to believe this has the models in vogue. It simply uses jargons and
potential of being a trend-setter. I strongly pitch consensus to differentiate itself. (Staff)
andvoteforAI. (Parent)
I welcome Al I reject AI
We have never been called to attend any meeting Day-1, "happy talk"; Day-2 "day-
small or big. We are a sort of 'pushovers' and dreaming"; Day-3 "empty rhetoric"; and
only meant to 'take orders'. On behalf of all my Day-4, "a plan to fill the shelf space.(Parent)
colleagues - non-teaching I declare we love Al
and welcome it into our school working culture.
(Staff)
Reflections of the Day
On day four the researcher observed "vocabularies of hope" replacing previous
days of "deficit talks". It was also a day of drama in the sense that a few of the cynics
turned supporters of AI. As one new convert put it, "the AI seminar signals a wave of
reforms in the school. In that case, I give my commitment to the plan and am willing to
walk the extra mile to make it a success." The power of positive image of the future
infused the participants with a lot of energy and they curiously engaged in the process
finding relevant possible actions. It was quite clear that the participants expected concrete
actions and results from this long exercise. The Principal on his part did not let them
down. He made a statement that beginning from the new academic year a child counselor
will be appointed exclusively for the secondary section. This gesture was well received
by the participants.
154
A few days after the summit, the researcher in a private conversation brought to
the notice of the Principal the scathing remark from a parent.
The Management keeps boasting of the huge physical infrastructure, play

ground and security. In PTA meetings, when we raise issues like lack of
computers, poorly equipped science labs, indifferent attitudes of some class
teachers and a report on utilization of money paid by us by way of School
Development Fees we don't get satisfactory response from the Principal.
Much needs to be done.
According to the researcher, these and a few other parents' insidious words and
frustration vented out by teachers in respect of technology-linked facilities during the
summit clearly established the gap in the perception of service quality related issues
between the school authorities on one side, the teachers and students/parents on the
other. The researcher therefore assured the Principal that these issues would be addressed
in the upcoming development plan to the satisfaction of the stakeholders.
An analogy. Sun's rays in innumerable numbers fall on the solar panels where
they get concentrated and turned into solar energy. This energy is stored in inverters and
channelized to illuminate bulbs, power fans, computers and other home/office appliances.
The individual strengths/assets of the organization as they are collected during the AI
summit get solidified into one critical energy mass, which is channelized successfully
through the development plan to benefit all stakeholder groups.
In summary, the Organization Development Intervention was a watershed in the
history of the focal organization as it marked the beginning of a paradigm change
embedded in Appreciative ethos. At St. Francis change is not an event but an on-going
process.
155
Research Question 2
What is the current (pre-ODI) level of Service Quality in St. Francis School (ICSE)
in terms of parents' satisfaction toward factors: Tangibles, Reliability,
Responsiveness, Assurance, Empathy and Fees?
4.5 Pre-ODI level of Service Quality
. The researcher has undertaken to measure the service quality as part of the study.
Accordingly, the researcher distributes the survey instrument to the target population of
277 respondents. Data collected from them is analyzed by using SPSS package. To
measure the level of parents' satisfaction towards various aspects of service quality the
researcher has to calculate the mean value of each factor. The results preceding OD
Intervention is shown in Table 4.5
Table 4.5: Parents' Satisfaction toward Service Quality Prior to OD Intervention
Dimensions of Service Quality Mean SD Rating

Tangibles
1. Convenient Location & easy accessibility 4.11 .6777 Agree
2. Physical infrastructure 3.92 .5562 Agree
3. Leaming environment 3.97 .4690 Agree
4. Campus cleanliness 4.21 .5512 Strongly
5. Open space & play ground 4.45 .5795 Agree
Strongly
Agree
Tanidbles 4.13 AJ?ree
Reliability
6. Principal's Leadership 4.08 .6710 Agree
7. Teaching Faculty 3.74 .8182 Agree
8. Emphasis on Science & Math 3.61 .7887 Agree
9. Creativity & Entrepreneurial talent 3.59 .8001 Agree
10. Internal Assessment System 3.60 .7814 Agree
Reliability 3.72 AJ?ree

Responsiveness
11. Principal's Communication 3.69 .8006 Agree
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12. Programs by Professional Bodies 3.13 1.070 Neutral

13. Administrative Staff 3.62 .7881 Agree
14. Opinions of Parents 3.23 1.1044 Neutral
15. Appreciation & Awards 3.61 .8113 Agree
Responsiveness 3.46 Agree
Assurance
16. Principal's trustworthiness 3.60 .9103 Agree
17. Interaction with parents 3.20 1.0643 Neutral
18. Discipline & Values 3.73 .6986 Agree
19. Campus safety 3.91 .5566 Agree
20. ICSE Syllabi 3.88 .5145 Agree
Assurance 3.66 Agree
Empathy
21. Principal's care 3.65 .7536 Agree
22. Faculty care 3.40 .9716 Neutral
23. Staff courteous & prompt 3.87 .4837 Agree
24. Full time Child Counselor 3.67 .7679 Agree
25. Individual child attention 3.56 .8476 Agree
Empathy 3.63 Agree
Fees
26. Fees reasonable 3.48 .8992 Agree
27. Fees comparable 3.53 .8616 Agree
28. Mode of payment 3.65 .7583 Agree
29. More value 3.15 1.0361 Neutral
30. Utilization of fees amount 3.16 .9897 Neutral
Fees 3.39 Neutral
The results shown in Table 4.5 indicate the level of agreement towards
satisfaction of service quality to each element with regard to the six aspects.
Regarding Tangibles dimension, the average mean value 4.13 belongs to the
range of 3.41 - 4.20 which represents "Agree" level. Hence, according to Anderson et al.
(2002) the researcher can say that the parents are overall "satisfied" with the service
quality factors under the tangibles dimension like "location & accessibility";"physical
infrastructure"; "learning environment"; "campus cleanliness" and "open space & Play
ground."
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With respect to reliability, the average mean value 3.72 falls in the range of 3.41 -
4.20 which again represents "Agree" level. Hence, according to Anderson Et al. (2002)
the researcher can say that the respondents are overall satisfied with the service quality
factors under this dimension like "principal's leadership"; "teaching faculty"; "focus on
science and math"; "nurturing entrepreneurial talent" and "internal assessment system."
Toward responsiveness, the average mean value 3.46, this comes under the
interval of 3.41 - 4.20 which again represents "Agree" level. As recommended by
Anderson et al., (2002) it indicates that the respondents are overall satisfied with the
factors under this dimension. However, it is to be noted that two factors: "programs by
professional bodies" (3.13) and "opinion of parents" (3.23) come under the range of 2.61
- 3.40 which points out that the respondents are neutral/neither neither agree nor disagree
In the dimension of assurance, the average mean value shown 3.66 belongs to the
interval of 3.41 - 4.20; this as recommended by Anderson et al., (2002), indicates that the
respondents are overall satisfied toward factors under this aspect. However, it is to be
noted that one element; "interaction with parents" (3.20) falls under the interval of 2.61 -
3.40 which indicates that the respondents are neutral.
For the empathy dimension, the average mean value 3.63, which again falls in the
interval of 3.41 - 4.20, as stated by Anderson et al., (2002) indicates that the respondents
are overall "satisfied" toward the factors under the dimension. However, it is to be noted
that one element; "faculty care" showed an average mean value of 3.40, this belongs to
the range of 2.61 - 3.40 which means the respondents are "neutral" on this dimension.
158
In the aspect of fees, the average mean value 3.39, which falls in the range of 2.61
- 3.40 can be constructed, as stated by Anderson et al., (2002) that the respondents are
neutral which stands for neutral. However, it is to be noted that three factors under the
dimension; "fees is reasonable, "fees is comparable", and "mode of payment", which
shows an average mean value of 3.48, 3.53, and 3.65 respectively fall under the range of
3.41 - 4.20 which represents that the respondents are satisfied.
In summary, five out of the six dimensions belong to the arbitrary level of 3.41 -
4.20 average mean value represented respondents' satisfaction of service quality toward
the dimensions. Whereas, the aspect of "Fees" fell under the interval of 2.61 - 3.40
average mean value which indicates that the respondents are neutral on this aspect..
Research Question 3
What is the effect of OD Intervention on the level of Service Quality in St. Francis
School (ICSE) in terms of parents' satisfaction toward factors: Tangibles,
Reliability, Responsiveness, Assurance, Empathy and Fees?
4.6 Post-ODI level of Service Quality
After completing the OD Intervention the researcher once again distributed the
same survey instrument to the group of 277 respondents who participated in the pre-ODI
survey. However, the researcher found in the interval between the Pre-ODI and Post-ODI
a new academic year had commenced in the school and two pupils had left the school in
that period. In their place two new respondents who did not take part in the earlier survey
159
were included in order to reach the predetermined sample size of 277. Data collected
from the respondents were tabulated using SPSS and were subjected to appropriate tests.
The results of the test is presented in table 4.6
Table 4.6: Parents' Satisfaction toward Service Quality Post OD Intervention
Dimensions of Service Quality Mean SD Rating

Tangibles
1. Convenient Location & easy 4.08 .5590 Agree
accessibility 3.93 .6070 Agree
2. Physical infrastructure 4.10 .4859 Agree
3. Leaming environment 4.17 .4572 Agree
4. Campus cleanliness 4.22 .5163 Strongly Agree
5. Open space & play ground
Tangibles 4.10 Agree
Reliability
6. Principal' s Leadership 4.15 .6978 Agree
7. Teaching Faculty 3.88 .8855 Agree
8. Emphasis on Science & Math 3.78 .8800 Agree
9. Creativity & Entrepreneurial talent 3.74 .8282 Agree
10. Internal Assessment System 3.74 .8229 Agree
Reliability 3.86 Agree
Responsiveness
11. Principal's Communication 3.81 .7001 Agree
12. Programs by Professional Bodies 3.50 .9282 Agreel
13. Administrative Staff 3.84 .6828 Agree
14. Opinions of Parents 3.77 .7687 Agree
15. Appreciation & Awards 3.70 .7772 Agree
Responsiveness 3.72 Agree
Assurance
16. Principal' s trustworthiness 3.81 .7089 Agree
17. Interaction with parents 3.76 .8018 Agree
18. Discipline & Values 3.81 .6738 Agree
19. Campus safety 3.94 .5232 Agree
20. ICSE Syllabi 3.90 .5135 Agree
Assurance 3.84 Agree
Empathy
21. Principal's care 3.81 .5924 Agree
22. Faculty care 3.44 .9174 Agree
23. Staff courteous & prompt 3.94 .4119 Agree
24. Full time Child Counselor 3.69 .7350 Agree
25. Individual child attention 3.47 .9068 Agree
Empathy 3.67 Aszree
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Fees
26. Fees reasonable 3.30 .9716 Neutral
27. Fees comparable 3.44 .9054 Agree
28. Mode of payment 3.75 .6574 Agree
29. More value 3.20 .9792 Neutral
30. Utilization of fees amount 3.10 .9912 Neutral
Fees 3.36 Neutral
In order to find out the effect of OD Intervention, the researcher prepared the
following table 4.7 combining the average mean values obtained in Pre and Post ODI
surveys.
Table 4.7 Comparison of Difference of OD Intervention between Pre-ODI and Post-OD I
Statement PreODI PostODI
Mean SD Rating Me SD Rating

an
1. Location & accessibility 4.11 .6777 Agree 4.08 .5590 Agree
2. Physical infrastructure 3.92 .5562 Agree 3.93 .6070 Agree
3. Learning environment 3.97 .4690 Agree 4.10 .4859 Agree
4. Campus cleanliness 4.21 .5512 Strongly 4.17 .4572 Agree
5. Open space & play ground 4.45 .5795 Agree 4.22 .5163 Strongly
Strongly Agree
Agree
Tangibles 4.13 Agree 4.10 Agree
6. Principal's Leadership 4.08 .6710 Agree 4.15 .6978 Agree
7. Teaching Faculty 3.74 .8182 Agree 3.88 .8855 Agree
8. Emphasis on Science & 3.61 .7887 Agree 3.78 .8800 Agree
Math 3.59 .8001 Agree 3.74 .8282 Agree
9. Creativity & Entrep. talent 3.60 .7814 Agree 3.74 .8229 Agree
10. Internal Assessment System
Reliability 3.72 Agree 3.86 Agree

11. Principal's Communication 3.69 .8006 Agree 3.81 .7001 Agree
12. Programs by Professional 3.13 1.070 Neutral 3.50 .9282 Agree
Bodies 3.62 .7881 Agree 3.84 .6828 Agree
13. Administrative Staff 3.23 1.1044 Neutral 3.77 .7687 Neutral
14. Opinions of Parents 3.61 .8113 Agree 3.70 .7772 Agree
15. Appreciation & Awards
Responsiveness 3.46 Agree 3.72 Agree
16. Principal's trustworthiness 3.60 .9103 Agree 3.81 .7089 Agree
17. Interaction with parents 3.20 1.0643 Neutral 3.76 .8018 Agree
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18. Discipline & Values 3.73 .6986 Agree 3.81 .6738 Agree
19. Campus safety 3.91 .5566 Agree 3.94 .5232 Agree
20. ICSE Syllabi 3.88 .5145 Agree 3.90 .5135 Agree
Assurance 3.66 Agree 3.84 Agree
21. Principal's care 3.65 .7536 Agree 3.81 .5924 Agree
22. Faculty care 3.40 .9716 Neutral 3.44 .9174 Agree
23. Staff courteous & prompt 3.87 .4837 Agree 3.94 .4119 Agree
24. Full time Child Counselor 3.66 .7679 Agree 3.69 .7350 Agree
25. Individual child attention 3.56 .8476 Agree 3.47 .9068 Agree
Empathy 3.63 Agree 3.67 Agree
26. Fees reasonable 3.48 .8992 Agree 3.30 .9716 Neutral
27. Fees comparable 3.53 .8616 Agree 3.44 .9054 Agree
28. Mode of payment 3.65 .7583 Agree 3.75 .6574 Agree
29. More value 3.15 1.0361 Neutral 3.20 .9792 Neutral
30. Utilization of fees amount 3.16 .9897 Neutral 3.10 .9912 Neutral
Fees 3.39 Neutral 3.36 Neutral
The results shown in Table 4.7 compared the levels of satisfaction before and
after ODI with regard to the six aspects of service quality as described below.
As regards Tangibles dimension, the Pre ODI average mean value remained at
4.13. This, according to Anderson et al., (2002) belongs to the arbitrary level of 3.41 -
4.10, which represented "Agree" category which in tum means "Satisfied." Whereas,
Post ODI the average mean value is shown as 4.10. This also represented "Agree"
category which means the respondents were "Satisfied" with the factors under the
dimension. However, when a comparison of mean values between the Pre and Post ODI
is made, the average mean value witnessed a slight drop of 0.03 after the OD
Intervention. This means a drop in the respondents' satisfaction to the extent of 0.03 as
regards tangible dimension following OD Intervention by the researcher.
On a careful examination of factor-by-factor under this dimension, it is found that
the factor "Campus Cleanliness" prior to OD Intervention recorded a mean value of 4.

162
21, which belong to the arbitrary level of 4.21 - 5.00, in turn mean "Strongly Satisfied."
On the other hand, following the OD Intervention, the factor recorded a mean value of
4.17 which belong to the interval level of 3.41 - 4.20 which in turn means "Satisfied".
Thus, this factor which has witnessed 0.04 mean value decrease in the satisfaction is
downgraded from "Strongly Satisfied" category to "Satisfied" following the OD
Intervention by the researcher.
With respect to reliability dimension, the Pre ODI average mean value is 3.72,
which according to Anderson et al., (2002) belongs to the interval level of 3.41 - 4.20,
which represented "Agree" category which in turn meant "Satisfied." Whereas, Post ODI
the average mean value is shown as 3.86. This also represented "Agree" category which
means the respondents are "Satisfied" with the factors under the dimension. However,
when a comparison of average mean values between the Pre and Post ODI is made, the
average mean registered an increase of 0.14 after the OD Intervention. It means a
significant increase, to the extent of 0.14 in the respondents' satisfaction as regards
responsibility dimension following the OD Intervention by the researcher.
Towards the aspect of responsiveness, the average mean value before OD
Intervention stands at 3.46, which according to Anderson et al., (2002) belongs to the
interval of 3.41 - 4.20 represented "Agree" category which in turn means the
respondents are "Satisfied" with the factors under the dimension. The Post ODI average
mean value for this aspect showed 3.72 which represented "Agree" category meaning the
respondents were "Satisfied." When a comparison of the average mean values before and
after ODI is made, it was found that the average mean jumped up by 0.26 following OD
Intervention. This shows a quantum increase, to the degree of 0.26 in the respondents'
163
satisfaction toward responsiveness aspect following the OD Intervention by the
researcher.
It is to be noted that the factor, "Programs by Professional Bodies" prior to OD
Intervention had registered a mean value of 3.13 representing the arbitrary level of 2.61 -
3.40, which in tum means "Neutral" on the satisfaction scale. Whereas, Post-ODI the
same factor registered a mean value of 3.50 which falls under the arbitrary level of 3.41 -
4.20 which in turn means the respondents' are "Satisfied". Thus, this factor which
witnessed 0.37 mean value up-jump in the respondents' satisfaction is upgraded from
"Neutral" to "Satisfied" category following the OD Intervention by the researcher.
In the dimension of assurance, the average mean value before OD Intervention is
shown at 3.66, which according to Anderson et al., (2002) fitted in to the interval level of
3.41 - 4.20 which represents "Agree" category which in tum meant the respondents are
"Satisfied" with the factors under the dimension. The Post ODI average mean value for
this dimension shows 3.84. This too represents "Agree" category meaning the
respondents are "Satisfied." However, when the average mean of both Pre and Post
under this dimension are compared, it reveals a huge increase of 0.18 in the average mean
value after the ODI. This meant a significant increase, to the extent of 0.18 in the
respondents' satisfaction in the dimension of assurance following the OD Intervention by
the researcher.
On a careful scrutiny of factor-by-factor under this dimension, it is found the
average mean value of factor "Interaction with Parents" prior to OD Intervention is

164
recorded at 3.20, which belongs to the arbitrary level of 2.61 - 3.40, in tum means
"Neutral" on the satisfaction scale. On the other hand, following the OD Intervention,
the same factor recorded a mean value of 3.76 which belongs to the interval level of 3.41
- 4.20, which in tum means "Satisfied". Thus this factor, which has witnessed an increase
of 0.56 in the mean value moved up from "Neutral" category to "Satisfied" following the
OD Intervention by the researcher.
For the empathy dimension, the average mean value pdor to OD Intervention is
shown at 3.63, which according to Anderson et al., (2002) belonged to the range of 3.41 -
4.20, which represents "Agree" category which meant the respondents are "Satisfied"
with elements under the dimension. Post ODI, for this dimension the average mean value
shows 3.67 which represent "Agree" level meaning the respondents are "Satisfied."
Conversely, when the Pre and Post mean values were compared, it reveald an
insignificant increase 0.04 in the average mean value after the ODI. This meant an
increase in the respondents' satisfaction to the extent of 0.04 in the empathy dimension
following the OD Intervention by the researcher.
On a careful scrutiny of factor-by-factor under this dimension, it was found the
average mean value of factor "Faculty Care" prior to OD Intervention is shown at 3.40,
which belonged to the arbitrary level of 2.61 - 3.40, in tum meant "Neutral" on the
satisfaction scale. On the other hand, following the OD Intervention, the same factor
recorded a mean value of 3.44 which belonged to the interval level of 3.41 - 4.20 which
in tum means "Satisfied". Thus, this factor which has witnessed an increase of 0.04 in the
mean value moved-up from "Neutral" category to "Satisfied" following the OD

165
In the aspect of fees, the average mean value previous to OD Intervention stood at
3.39, which according to Anderson et al., (2002) belonged to the arbitrary level of 2.61 -
3.40, which represents 'Neutral" category which means the respondents are "neither
satisfied nor dissatisfied" with the factors under the aspect. The Post ODI average mean
values for this dimension arrived at 3.36, which again represented the respondents are
"neither satisfied nor dissatisfied." Subsequently, when a comparison of means between
Pre ODI and Post ODI is made, it is found the average mean has a seen a marginal drop
of 0.03 after the OD Intervention. This meant an insignificant drop to the extent of 0.03
in the respondents' satisfaction as regards fees dimension following the OD Intervention
by the researcher.
It was found on factor-by-factor examination under this dimension, that the
average mean value of factor "Fees Reasonable" prior to OD Intervention recorded a
mean value of 3.48 which belong to the arbitrary level of 3.41 - 4.20, in tum meant
"Satisfied." Conversely, following the OD Intervention, the same factor recorded a mean
value of 3.30 which belonged to the interval level of 2.61 - 3.40, which in tum means
"Neutral". Thus, this factor which had witnessed 0.18 mean value decrease in the
satisfaction moved down from "Satisfied" category to "Neutral" following the OD
4.7 Paired Samples Test
The effect of OD Intervention between Pre-OD I and Post-ODI has been furiher
described as variable-by-variable using Paired Sample Test.
Paired Samples Test

166
Table 4.8: The Difference of ODI between Pre-ODI and Post-ODI on Tangibility
item no.1
Paired
Dimension Differences Decision
Mean Std. t Sig.
Deviation
Pair 1 Tan-1 :Location &
accessibility
Pre ODI - Post ODI .02888 .91241 .527 .599 Accept Ho
Table 4.8 shows the results of the effect of OD Intervention on Tangibility
dimension item no. I "The school is conveniently located and easily accessible." The
significant value in the table is equal to 0.599, which is more than 0.05 of significance
level of two tailed, therefore the null hypothesis is accepted and the altemati ve
hypothesis is rejected. Therefore, the researcher would conclude, there is no significant
difference in the level of service quality on tangibility dimension item no. I .following the
OD intervention.
item no~2
Paired Differences
Dimension Decision
Mean Std. t Sig.
Deviation
Pair 1 Tan-2: Physical
Infrastructure
Pre ODI - Post ODI - .81201 -.148 .882 Accept Ho

.00722
167
Table 4.9 shows the results of effect of OD Intervention on Tangibility dimension
item no.2 "The school has good physical infrastructure (building, equipment, lab etc)."
The significant value in the table is equal to 0.882, which is more than 0.05 significance
level of two tailed, the alternative hypothesis is rejected, and the null hypothesis is
accepted. Therefore, the researcher would conclude that there is no significant difference
foIIowing the ODI, among the respondents regarding their satisfaction for item no.2.
item no.3
Paired Differences
Dimension Decision
Mean Std. t Sig.
Deviatio
n
Pair 1 Tan-3: Leaming
Environment
Pre ODI - Post ODI - .70211 -3.166 .002 Reject Ho

.13357
dimension item no.3 "The school has an environment supportive to learning." The
significant value in the table is equal to 0.002, which is less than 0.05 significance level
of two tailed, the alternative hypothesis is accepted, and the null hypothesis is rejected.
Therefore, the researcher would conclude there is a significant difference among the
respondents regarding their satisfaction for item no.3 following the ODI.
item no.4
168
Paired Differences
Dimension Decision
Mean Std. t Sig.
Deviation
Pair 1 Tan-4: Campus
Cleanliness
Pre ODI - Post ODI
.03610 .69062 .870 .385 Accept Ho
Table 4.11 shows the results of effect of OD Intervention on Tangibility
dimension item no.4 "The school campus is kept neat and clean." The significant value in
the table is equal to 0.385, which is more than 0.05 significance level of two tailed, the
alternative hypothesis is rejected, and the null hypothesis is accepted. Therefore, the
researcher would conclude there is no significant difference following the ODI, among
the respondents regarding their satisfaction for item no.4.
item no.5
Paired Differences
Dimension Decision
Mean Std. t Sig.
Deviation
Pair 1 Tan-5: Open space &
Playground
Pre ODI - Post ODI
.23466 .76553 5.102 .000 Reject Ho
dimension item no.5 ''The school has ample open space and playground" The significant
value in the table is equal to 0.000, which is less than 0.05 significance level of two
tailed, the alternative hypothesis is accepted, and the null hypothesis is rejected.
169
Therefore, the researcher would conclude there is a significant difference following the
ODI, among the respondents regarding their satisfaction for item no.5.
Table 4.13: The Difference of ODI between Pre-ODI and Post-ODI on Reliability
item no.1
Paired Differences
Dimension Decision
Mean Std. t Sig.
Deviation
Pair 1 Rel-1: Principal' s
Leadership
Pre ODI - Post ODI
- .85486 -1.335 .183 Accept Ho
.06859
Table 4.13 shows the results of effect of OD Intervention on Reliability
dimension item no.1 "The Principal is an able educational leader." The significant value
in the table is equal to 0.183, which is more than 0.05 significance level of two tailed, the
alternative hypothesis is rejected, and the null hypothesis is accepted. In conclusion,
therefore, there is no significant difference following the ODI, among the respondents
regarding their satisfaction for item no. l.
item no.2
Paired Differences
Dimension Decision
Mean Std. t Sig.
Deviation
170
Pair 1 Rel-2: Faculty

Competence
Pre ODI - Post ODI
- 1.11886 -2.094 .037 Reject Ho
.14079
Table 4.14 shows the results of the effect of OD Intervention on Reliability
dimension item no.2 "The teaching faculty is experienced and competent." The
significant value in the table is equal to 0.37 which is less than 0.05 significance level of
two tailed, the alternative hypothesis is accepted, and the null hypothesis is rejected.
Therefore, in conclusion, the researcher would state there is a significant difference
following the ODI, among the respondents regarding their satisfaction for item no.2.
item no.3
Paired Differences
Dimension Decision
1\-fean Std. t Sig.
Deviation
Pair 1 Rel-3: Science &
Math
Pre ODI - Post ODI
- 1.07175 -2.635 .009 Reject
.16968 Ho
dimension item no.3 ''The school emphasizes science and mathematics." The significant
value in the table is equal to 0.009 which is less than 0.05 significance level of two tailed,
the alternative hypothesis is accepted, and the null hypothesis is rejected. Therefore, in
171
conclusion, the researcher would state that there is a significant difference following the
ODI, among the respondents regarding their satisfaction for item no.3
item no.4
Paired Differences
Dimension Decision
Mean Std. t Sig.
Deviation
Pair 1 Rel-4: Creativity &
Enterprise
Pre ODI - Post ODI - 1.12116 -2.197 .029 Reject Ho

.14801
dimension item no.4 "The school promotes creativity and entrepreneurial talent." The
Therefore, in conclusion, the researcher would state that there is a significant difference
item no.S
172
Paired
Dimension Differences Decision
Mean Std. t Sig.
Deviatio
n
Pair 1 Rel-5: Internal
assessment

.14440
dimension item no.5 "The school has internal assessment as an integral component." The
Therefore, in conclusion, the researcher would state that there is a significant difference
Table 4.18: The Difference of ODI between Pre-ODI and Post-ODI on
Responsiveness item no.1
Paired Differences
Dimension Decision
Mean Std. t Sig.
Deviation
Pair 1 Res 1: Principal's
Communication
ODI - Post ODI - 1.07727 -1.785 .075 Accept

.11552 Ho
Table 4.18 shows the results of effect of OD Intervention on Responsiveness
dimension item no. l 'The Principal communicates accurately and clearly." The
173
significant value in the table is equal to 0.75, which is more than 0.05 significance level
of two tailed, the alternative hypothesis is rejected, and the null hypothesis is accepted.
In conclusion, the researcher would conclude, there is no significant difference following
the ODI, among the respondents regarding their satisfaction for item no.l.
Paired Differences
Dimension Decision
Mean Std. t Sig.
Deviatio
n
Pair 1 Res 2: Trendsetters
&CMCA

.36462
Table 4.19 shows the results of the effect of OD Intervention on Responsiveness
dimension item no.2 ''The School conducts regularly programs through 'TrendSetters'
and 'CMCA' ." The significant value in the table as equal to 0.00, which is less than 0.05
significance level of two tailed, the alternative hypothesis, is accepted and the null
hypothesis is rejected. The researcher, therefore, would conclude there is a significant
difference following the ODI, among the respondents regarding their satisfaction for item
no.2.

174
Paired Differences
Dimension
Std. t Sig. Decision
Mean Deviatio
n
Pair 1 Res 3:
Administration Staff
Pre ODI - Post ODI - .98092 -3.736 .000 Reject

.22022 Ho
dimension item no.3 "The Administration staff gives needed information." The
significant value in the table is equal to 0.00, which is less than 0.05 significance level of
Therefore, the researcher would conclude, there is a significant difference following the
Paired Differences
Dimension
Mean Deviation
Pair 1 Res 4: Valuing
opinion of parents
-.54513 1.27502 -7.116 .000 Reject Ho
Pre ODI - Post ODI
dimension item no.4 "The school values the opinions/ideas of parents." The significant
175
value in the table is equal to 0.00, which is less than 0.05 significance level of two tailed,
the alternative hypothesis is accepted, and the null hypothesis is rejected. Therefore, in
conclusion, the researcher would state that there is a significant difference following the
Paired
Dimension Differences
Mean Deviatio
n
Pair 1 Res 5: Appreciation
&Awards
Pre ODI - Post ODI - 1.06988 -1.348 .179 Accept Ho

.08664
dimension item no.5 "The school appreciates and awards meritorious students." The
Therefore, in conclusion, the researcher would state that there is no significant difference
Table 4.23: The Difference of ODI between Pre-ODI and Post-ODI on Assurance
item no.1
176
Paired Differences
Dimension
Mean Deviation
Pair 1 Ass 1: Principal
trustworthy &
assuring
.21300
Table 4.23 shows the results of the effect of OD Intervention on Assurance
dimension item no.1 "The Principal is trustworthy and assuring." The significant value in
the table is equal to 0.001, which is less than 0.05 significance level of two tailed, the
alternative hypothesis is accepted, and the null hypothesis is rejected. Therefore, the
researcher would conclude that there is a significant difference following the ODI, among
the respondents regarding their satisfaction for item no. l.
item no.2
Paired Differences
Dimension
Mean Deviation
Pair 1 Ass 2: Regular
interaction
Pre ODI - Post ODI - 1.26587 -7.357 .000 Reject

.55957 Ho
Shown on table 4.24 are the results of the effect of OD Intervention on Assurance
dimension item no.2 "The school conducts interaction with parents at regular intervals."
The significant value in the table is equal to 0.000, which is less than 0.05 significance
177
level of two tailed, the alternative hypothesis is accepted, and the null hypothesis is
rejected. Therefore, in conclusion, the researcher would state that there is a significant
difference following the ODI, among the respondents regarding their satisfaction for item
no.2.
item no.3
Paired Differences
Dimension
Mean Deviation
Pair 1 Ass 3: Discipline &
Values
Pre ODI - Post ODI - .91503 -1.510 .132 Accept Ho

.08303
Shown on table 4.25 are the results of the effect of OD Intervention on Assurance
dimension item no.3 "The school maintains strict discipline and emphasizes values." The
Therefore, in conclusion, there is no significant difference following the ODI, among the
respondents regarding their satisfaction for item no.3.
itemno.4
178
Paired Differences
Dimension
Mean Deviation
Pair 1 Ass 4: Campus
Safety
- .72641 -.827 .409 Accept Ho
Pre ODI - Post ODI .03610
dimension item no.4 ''The school campus is safe for my children." The significant value
in the table is equal to 0.409, which is more than 0.05 significance level of two tailed, the
alternative hypothesis is rejected, and the null hypothesis is accepted. Therefore, in
conclusion, there is no significant difference following the ODI, among the respondents
regarding their satisfaction for item no.4.
item no.5
Paired Differences
Dimension
Mean Deviation
Pair 1 Ass 5: ICSE Syllabus
Pre ODI - Post ODI -.02166 .67532 -.534 .594 Accept Ho
dimension item no.5 ''The school diligently follows the ICSE curriculum laid down by
179
the board." The significant value in the table is equal to 0.594, which is more than 0.05
significance level of two tailed, the alternative hypothesis is rejected, and the null
hypothesis is accepted. Therefore, in conclusion, there is no significant difference
following the 001, among the respondents regarding their satisfaction for item no.5.
Table 4.28: The Difference of ODI between Pre-ODI and Post-ODI on Empathy
item no.1
Paired Differences
Dimension
Mean Deviation
Pair I Emp I: Principal' s
care and concern
Pre ODI - Post ODI - .92924 -2,780 .006 Reject Ho

.I5523
Table 4.28 shows the results of the effect of OD Intervention on Empathy
dimension item no.I "The Principal cares and accompanies my child." The significant
value in the table is equal to 0.006, which is less than 0.05 significance level of two
tailed, the alternative hypothesis is accepted, and the null hypothesis is rejected.
Therefore, in conclusion, the re searcher would state that there is a significant difference
following the ODI, among the respondents regarding their satisfaction for item no. I.
item no.2
180
Paired Differences
Dimension
Mean Deviation
Pair 1 Emp2: Comfort after
meeting faculty
Pre ODI - Post ODI - 1.36010 .486 .627 Accept Ho

.03971
Table 4.29 shows the results of the effect of OD Intervention on empathy

dimension item no.2 "I feel comfortable after talking to teaching faculty." The significant
value in the table is equal to 0.627 which is more than 0.05 significance level of two
tailed, the alternative hypothesis is rejected, and the null hypothesis is accepted.
Therefore, in conclusion, the researcher would state that there is no significant difference
item no.3
Paired Differences
Dimension
Mean Deviation
Pair 1 Emp3: Staff
courteous
Pre ODI - Post ODI -.06137 .62542 -1.633 .104 Accept Ho
dimension item no.3 ''The administrative staff is courteous and prompt in giving service."
The significant value in the table is equal to 0.104 which is more than 0.05 significance
181
level of two tailed, the alternative hypothesis is rejected, and the null hypothesis is
accepted. Therefore, the researcher would conclude, there is no significant difference
item no.4
Paired Differences
Dimension
Std. t p Decision
Mean Deviation
Pair 1 Emp4: Full time
counselor
Pre ODI - Post ODI - 1.00351 -.239 .811 Accept Ho

.01444
dimension item no.4 "The school has a full time child counselor." The significant value
in the table is equal to 0.811 which is more than 0.05 significance level of two tailed, the
item no.S
182
Paired DitTerences
Dimension
Mean Deviation
Pair 1 Emp5: Individual
attention
Pre ODI - Post ODI - 1.21220 1.289 .199 Accept Ho

.09386
dimension item no.5 "The teacher gives individual attention to my child." The significant
Table 4.33: The Difference of ODI between Pre-ODI and Post-ODI on Fees item
no.1
Paired Differences
Dimension
Mean Deviation
Pair 1 Feel: Fees is
reasonable
Pre ODI - Post ODI .18051 1.34457 2.234 .026 Reject Ho

183
Table 4.33 shows the results of the effect of OD Intervention on Fees dimension
item no.1 "The school fee is reasonable." The significant value in the table is equal to
0.026, which is less than 0.05 significance level of two tailed, the alternative hypothesis
is accepted, and the null hypothesis is rejected. Therefore, in conclusion, there is a
significant difference following the ODI, among the respondents regarding their
satisfaction for item no.1.
no.2
Paired Differences
Dimension
Mean Deviation
Pair 1 Fee2: Fees is
comparable
Pre ODI - Post ODI .09386 1.26199 1.238 .217 Accept Ho
Table 4.34 shows the results of the effect of OD Intervention on fee dimension
item no.2 "The school fee is comparable to other schools in the vicinity." The significant
no.3
'l.BIA.SSU:MPTION UNIVERSITYLtmlA.1lY
184
Paired Differences
Dimension
Mean Deviatio
n
Pair 1 Fee3: Payment is
easy & convenient
Pre ODI - Post ODI - 1.03064 -1.632 .104 Accept Ho

.10108
item no.3 ''The mode of fees payment is easy and convenient." The significant value in
the table is equal to 0.104 which is more than 0.05 significance level of two tailed, the
no.4
Paired Differences
Dimension
Mean Deviation
Pair 1 Fee4: More
satisfaction
Pre ODI - Post ODI - 1.48957 -.524 .600 Accept Ho

.04693
item no.4 "I get more service than the fees I pay." The significant value in the table is
185
equal to 0.600 which is more than 0.05 significance level of two tailed, the alternative
hypothesis is rejected, and the null hypothesis is accepted. Therefore, in conclusion,
there is no significant difference following the ODI, among the respondents regarding
their satisfaction for item no.4.
no.5
Paired Differences
Dimension
Mean Deviation
Pair 1 Fee5: Utilization of
fees
Pre ODI - Post ODI .06498 1.42039 .761 .447 Accept Ho
item no.5 ''The school utilizes the fees amount on expanding students' facilities and
teachers' development." The significant value in the table is equal to 0.447 which is more
than 0.05 significance level of two tailed, the alternative hypothesis is rejected, and the
null hypothesis is accepted. Therefore, in conclusion, there is no significant difference
186
Table 4.38: The Difference of ODI variable by variable between Pre-ODI and Post-
ODI
Paired Differences
Dimension Sig. Decision
Mean SD t (2
tailed)
Tangibles
Pair 1 Tant: Pre ODI- Post .02888 .91241 .527 .599 Accept Ho
ODI
Pair 2 Tan2: Pre ODI - Post -.00722 .81201 -.148 .882 Accept Ho
ODI
Pair 3 Tan3: Pre ODI- Post -.13357 .70211 -3.166 .002 Reject Ho
ODI
Pair4 Tan4: Pre ODI - Post .03610 .69062 .870 .385 Accept Ho
ODI
Pair 5 Tan5: Pre ODI - Post .23466 .76553 5.102 .000 Reject Ho
ODI
187
Reliability
Pair6
Rell: Pre-ODI - Post

ODI -.06859 .85486 -1.335 .183 Accept Ho
Pair?
Rel2: Pre-ODI - Post

ODI -.14079 1.11886 -2.094 .037 Reject Ho
Pair 8

ODI -.16968 1.07175 -2.635 .009 Reject Ho
Pair 9

Pair 10 ODI -.14801 1.12116 -2.197 .029 Reject Ho
Rel5: Pre-ODI- Post

ODI -1.4440 1.08385 -2.217 .027 Reject Ho
Responsiveness
Pair 11 Resl: Pre-ODI- Post -.11552 1.07727 -1.785 .075 Accept Ho

ODI
Pair 12 Res2: Pre-ODI - Post -.36462 1.34079 -4.526 .000 Reject Ho

ODI
Pair 13 Res3: Pre-ODI- Post -.22022 .98092 -3.736 .000 Reject Ho

ODI
Pair 14 Res4: Pre-ODI - Post -.54513 1.27052 -7.116 .000 Reject Ho

ODI
Pair 15 Res5: Pre-ODI-Post -.08664 1.06988 -1.348 .179 Accept Ho

ODI
188
Assurance
Pair 16 Ass 1: Pre-OD I - Post -.21300 1.10407 -3.211 .001 Reject Ho

ODI
Pair 17 Ass2: Pre-ODI- Post -.55957 1.26587 -7.357 .000 Reject Ho

ODI
Pair 18 Ass3: Pre-OOI - Post -.08303 .91503 -1.510 .132 Accept Ho

ODI
Pair 19 Ass4: Pre-OOI - Post -.03610 .72641 -.827 .409 Accept Ho

ODI
Pair 20 Ass5: Pre-001- Post -.02166 .67532 -.534 .594 Accept Ho

001
Empathy
Pair 21 Emp 1: Pre-OD I - Post -.15523 .92924 -2.780 .006 Reject Ho

OOI
Pair 22 Emp2: Pre-OOI - Post -.03971 1.36010 -.486 .627 Accept Ho

ODI
Pair 23 Emp3: Pre-OD I - Post -.06137 .62542 -1.633 .104 Accept Ho

ODI
Pair 24 Emp4: Pre-ODI - Post -.01444 1.00351 -.239 .811 Accept Ho

ODI
Pair 25 Emp5: Pre-OD I - Post .09386 1.21220 1.289 .199 Accept Ho

ODI
189
Fees
Pair 26 Feel: Pre-ODI-Post .18051 1.34457 2.234 .026 Reject Ho

ODI
Pair 27 Fee2: Pre-OD I - Post .09386 1.26199 1.238 .217 Accept Ho

ODI
Pair 28 Fee3: Pre-ODI- Post -.10108 1.03064 -1.632 .104 Accept Ho

ODI
Pair 29 Fee4: Pre-ODI- Post -.04693 1.48957 -.524 .600 Accept Ho

ODI
Pair 30 Fee5: Pre-ODI-Post .06498 1.42039 .761 .447 Accept Ho

ODI
4.8 Hypothesis Testing
Test of difference in the school service quality before and after the
Organization Development Intervention process.
Ho 1: There is no significant difference between Pre-ODI and Post-ODI on the
level of service quality in the dimensions: (a) Tangibles, (b) Reliability, (c)
Responsiveness, (d) Assurance, (e) Empathy and (f) Fees.
Ha1: There is a significant difference between Pre-ODI and Post-ODI on the
level of service quality in the dimensions: (a) Tangibles, (b) Reliability, (c)
Responsiveness, (d) Assurance, (e) Empathy and (f) Fees
Hypothesis l(a)
190
Ho: There is no significant difference between Pre-ODI and Post-ODI on the
level of service quality in terms of parents' satisfaction toward Tangibles
dimension
Ha: There is a significant difference between Pre-ODI and Post-ODI on the
level of service quality in terms of parents' satisfaction toward Tangibles
dimension
Table 4.39: Paired Sample Statistics and Paired Sample Test between Pre and
Post 001 on level of service quality in terms of satisfaction toward Tangibles
dimension
Paired Sample Statistics
Mean N Std. Std. Error

Dimension Deviation Mean
Tangibles Pre 4.1329 277 .44490 .02673
Post 4.1011 277 .41270 .02480
Paired Samples Test
Dimension Paired Differences
95 % Confidence
Tangibles Interval Sig.
Mean Std. Std. of the Difference (2-
Deviation Error t df tailed)
Mean Lower Upper
Pre
-
Post
.03177 .61680 .03706 -.04119 .10472 857 276 .392
191
According to the results shown on table 4.39, there is no significant difference in
the service quality level on the tangibles dimension. The significant value in the table is
equal to 0.392 which is more than 0.05 significance level of two tailed, the alternative
hypothesis is rejected, and the null hypothesis is accepted. Therefore, the researcher
would conclude there is no significant difference in the level of service quality in terms
of respondents' satisfaction on the tangible dimension following the OD Intervention.
Hypothesis 1(b)
level of service quality in terms of parents' satisfaction toward Reliability
dimension
level of service quality in terms of parents' satisfaction toward Reliability
dimension
Table 4.40: Paired Sample Statistics and Paired Sample Test between Pre and Post ODI
on level of service quality in terms of satisfaction toward Reliability dimension

Reliability Pre 3.7256 277 .64815 .03894
Post 3.8599 277 .45079 .02709
Paired Samples Test

192
95 % Confidence
Reliability Interval Sig.
Deviation Error t df tailed)
Mean Lower Upper
Pre
- .13430 .81606 .04903 -.23082 -.03777 - 276 .007
Post 2.739
According to the results shown on table 4.40 there is a significant difference in
the service quality level on the reliability dimension. The significant value in the table is
equal to 0.007 which is less than 0.05 significance level of two tailed, the alternative
hypothesis is accepted, and the null hypothesis is rejected. Therefore, the researcher
would conclude there is a significant difference on the level of service quality in terms of
respondents' satisfaction on the reliability dimension following the OD Intervention.
Hypothesis l(c)

level of service quality in terms of parents' satisfaction toward Responsiveness
dimension

level of service quality in terms of parents' satisfaction toward Responsiveness
dimension
193
on level of service quality in terms of satisfaction toward Responsiveness dimension

Responsiveness Pre 3.4188 277 .70405 .04230
Post 3.8599 277 .45079 .02709
Paired Samples Test
95% Confidence
Responsive- Interval Sig.
ness Mean Std. Std. of the Difference (2-
Deviati Error t df taile
on Mean Lower Upper d)
Pre
-
Post
-.44116 .84969 .05105 -.54166 -.034605 -8.641 276 .000
As per the results presented on table 4.41, there is a significant difference in the
service quality level on the responsiveness dimension. The significant value in the table is
would conclude, following the OD Intervention there is a significant difference in the
level of service quality in terms of respondents' satisfaction on the responsiveness
dimension.
194
Hypothesis l(d)

level of service quality in terms of parents' satisfaction toward assurance
dimension.

level of service quality in terms of parents' satisfaction toward assurance
dimension.
on level of service quality in terms of satisfaction toward Assurance dimension

Assurance Pre 3.6628 277 .54316 .03264
Post 3.8455 277 .42574 .02558
Paired Samples Test

I
95% Confidence
Assurance Interval Sig.
Devi a ti Error t df tailed)
on Mean Lower Upper
Pre
-
Post
-.18267 .69469 .04174 -.26484 -.10050 -4.376 276 .000
195
As per the results presented on table 4.42, there is a significant difference in the
service quality level on the assurance dimension. The significant value in the table is
would conclude, following the OD Intervention there was a significant difference in the
level of service quality in terms of respondents' satisfaction on the assurance dimension.
Hypothesis l(e)

level of service quality in terms of parents' satisfaction toward empathy
dimension.

level of service quality in terms of parents' satisfaction scale toward empathy
dimension.
on level of service quality in terms of satisfaction toward Empathy dimension

Empathy Pre 3.6325 277 .48629 .02922
Post 3.6679 277 .49696 .02986
Paired Samples Test

196
95% Confidence
Empathy Interval Sig.
Devia ti Error t df tailed)
on Mean Lower Upper
Pre
- -.03538 .66967 .04024 -.11459 .04383 -.879 276 .380
Post
As per the results shown table 4.43, there is no significant difference in the
service quality level on the empathy dimension. The significant value in the table is equal
to 0.380 which is more than 0.05 significance level of two tailed, the alternative
would conclude, following the OD Intervention there is no significant difference in the
level of service quality in terms of respondents' satisfaction on the empathy dimension.
Hypothesis 1(0
level of service quality in terms of parents' satisfaction toward fees dimension
level of service quality in terms of parents' satisfaction toward fees dimension.
on level of service quality in terms of satisfaction toward Fees dimension

197

Fees Pre 3.3986 277 .71970 .04324
Post 3.3603 277 .72052 .04329
Paired Samples Test

95% Confidence
Fees Interval Sig.
Deviati Error t df tailed
on Mean Lower Upper )
Pre
- -.03827 1.06314 .06388 -.08748 .16042 -.599 276 .550
Post
As per the results shown table 4.44, there is no significant difference in the
service quality level on the empathy dimension. The significant value in the table is equal
to 0.550 which is more than 0.05 significance level of two tailed, the alternative
would conclude, following the OD Intervention there is no significant difference in the
level of service quality in terms of respondents' satisfaction on the fees dimension.

198
Table 4.45: Summary of Hypothesis Testing
Sig~~~~~~··>·
te:V~ > ·
··········•i... Re.~~to.~.~W~
•. . i.
Hyf>Ot~~sis 1;'esti11g ·.
Ho 1: There is no significant difference

between Pre-ODI and Post-ODI on the level of
service quality in the dimensions of
0.392 Failed to reject Ho
( a) Tangibles
(b) Reliability 0.007 Reject Ho
(c) Responsiveness 0.000 Reject Ho
(d) Assurance 0.000 Reject Ho
(e) Empathy 0.380 Failed to reject Ho
(f) Fees 0.550 Failed to reject Ho
Discussion
From the testing of hypothesis it is evident that the Appreciative Inquiry led OD
Intervention did not have an effect in the dimension of Tangibles. In this study, Tangibles
refers to the physical facilities, equipments and appearance of service personnel. In
contrast, the AI Intervention is aimed at effecting a change in the intangibles like
leveraging on organizational strengths, moving the organization toward the preferred
future, building trust, team spirit and strengthening relations between stakeholders. This
199
mismatch between the SERVQUAL dimension's outlook and Appreciative Inquiry's
objectives might not have been adequately understood by the respondents. They could
have taken a closer look at the physical facilities in light of the AI Summit and evaluated
which according to the researcher is one valid reason for the OD Intervention not making
a significant effect/impact.
The factors under this dimension, "campus cleanliness" and "open space & play
ground" have recorded decreased mean values which support the arguments of the
researcher that the respondents had paid close attention to these factors. On the opening
of the day seminar, the first activity was "walking the Summit participants around the
entire campus" it is quite possible that they could have seen the debris and dumping spots
(from the construction in progress) in the vast open space and in the comers of play
ground (behind the school building) which they had not bothered about or had a chance
of seeing earlier.
Empathy in this study means individualized attention given to the school children,
care and concern shown for their improvement. The OD Intervention has not made any
significant effect on the parents' satisfaction in this service quality dimension. This is a
matter of serious concern to the principal and the faculty members. The present OD
Intervention is undertaken with the objective of crafting a three-year holistic development
plan which will eliminate the weaknesses (in the process and in the perspective) of the
annual planning model currently practiced by the school. The new holistic plan has
integrated several measures, for instance, remedial classes for slow learners,
differentiated learning techniques, services of one more child counselor to deal with
behavioral and learning problems faced by children.

200
To specifically address the issue of lack of empathy in the school another OD
Intervention should be specifically designed for the purpose and conducted exclusively
for the faculty members. Though the just concluded OD Intervention did not make any
effect on this dimension, it has successfully brought to the attention of the school
authorities how concerned and anxious are the parents toward individual care and
attention of their children and the lingering dissatisfaction in their minds.
The aspect of school fees too did not show any significant effect on parents'
satisfaction following the OD Intervention. On the other hand, viewed from Appreciative
Inquiry perspective there should have been significant improvement. The researcher
would attribute this inability to the "education effect" (Kumar, 2009) of the survey
instrument. The respondents were already familiar with the questions and perhaps could
have recalled their memories to what were the answers given before. In the second survey
they were better armed with relevant information toward the factors under the dimension.
Furthermore, in Appreciative Inquiry approach the locus is on people's life-giving
stories, creating a shared vision and making plans/efforts to accomplish the vision. In
other words, AI is more expansive and is more concerned with strategic planning to
achieve the goals by inviting the all the stakeholders rather than restricting itself to the
nitty-gritty of financial numbers and comparisons. The researcher believes these factors
adequately explain the reasons for the OD Intervention not making an effect on this
dimension of service quality.

201
4.9 Member Checking Report
The researcher sent a concise report of the AI Summit deliberations along with
the development plan, results from survey, and his findings of the study to the Principal
both soft and hard copies for verification and approval.
The report was first discussed in the faculty meeting, followed by the PTA
meeting and then forwarded to the management's meeting. The Principal reported:
• Recommended DP to take effect from November 1, 2010
• All the renovation/remodeling works to commence from November 1, 2010 and
completed by the end of the month (Diwali holidays)
• Notebook computers for teachers to be given on Teacher's Day Celebration (5
September)
• First Parents' Seminar to be conducted on the last Saturday of the month of
December, 2010
• Career counseling to take shape as one seminar and followed by one visit to a
career exhibition.
• Principal, Administrator and the Chartered Accountant to explore the possibility
of gradual implementation of salaries recommended for teachers by the
Government.
• Budget for Development Plan pegged at Rs. 5,000,000/- (five million rupees
only). Accordingly, allocations for various items in the DP to be made by the
Administrator.
202
• Since the teachers have refused co-operation, the ISO consultant to be selected
could be asked to hire one or two assistants and start the procedure.
• As for the purchase of equipments, renovation and related work the usual norms
would apply.
• An evaluation summit may be conducted before the school closed for the summer
holidays.
• All other matters outside of the DP need permission of the management.

203
CHAPTERS
Summary, Conclusions, and Recommendations
This final chapter is organized under three major groups, summary of findings,
conclusions and recommendations. The findings section begins with restating the
problems encountered by the school that led to the research and subsequent findings. In
the conclusions, the researcher enumerates the key learning of the study and lastly
provides a set of recommendations to the school management and suggests areas for
future research in the field of Organization Development and Change.
5.1 Summary
The context of this study is a decade old school organization. The management of
the school is faced with many internal and external problems and is finding it unable to
resolve them. The school is using the traditional annual planning model which has many
weaknesses and limitations; therefore it failed to live up to the challenges facing the
school. Its main weakness consisted in the planning process which is done by a handful
of people and limitations in the sense it just confined to the routine tasks and nothing
more.
In this difficult situation, the researcher convinced the school management of an
alternate planning model which will be formulated by opening up a new process in the
planning. This plan will eliminate the limitations found in the annual planning by taking a
holistic perspective of the organization and remove the weaknesses by engaging all the
stakeholders in collaborative manner in formulating the plan. This innovative process is

204
called Appreciative Inquiry which is a strengths-based, whole-organization change
methodology.
5.1.1 Pre OD Intervention
The Organization Development Intervention (ODI) is led by Appreciative Inquiry
(using SOAR framework) Approach. The soil for conducting a successful AI led OD
Intervention was cultivated five months earlier in a one day session on SOAR. This gave
the participants a pre-taste of AL Furthermore, it helped the researcher in choosing ten
teachers and training them in the techniques of conducting skilful Appreciative
Interviews. These AI interviewers assisted the researcher in facilitating a successful
Appreciative Inquiry Summit.
Following the SOAR session, the researcher set four specific objectives for the
study: one, to assess the existing Strengths, Opportunities, Aspirations and measurable
Results (SOAR) present in St. Francis School (ICSE); second, to craft a three-year
development plan for St. Francis School (ICSE) using Appreciative Inquiry Method
(using SOAR framework); third, to determine the current level of service quality in the
school; and finally, to determine the effect of OD Intervention on the service quality in
the organization.
With the aim of measuring and recording the current level of school service
quality the researcher constructs a survey questionnaire. This survey instrument was
modeled on the popular SERVQUAL scale and adapted to meet the needs of the study.
The instrument was subjected to reliability test and thereafter, it was distributed to a
205
sample population of 277 respondents and data was collected from the completed
instrument.
5.1.2 The OD Intervention
The first phase of OD Intervention opens in the form of Appreciative Topic
Choice Workshop. In this one-day event thirty selected participants represented the
stakeholders of the organization by taking part. The participants used the AI generic
questionnaire in their interviews and deliberations. The core output of this workshop was
choosing of five themes as the focus for further inquiry by consensus. The themes: St.
Francis School (ICSE): 1) To reinvent as "Thinking pupils and evolving school"; 2) To
promote faculty retention rich practices; 3) To enhance its image and credibility; 4) To
improve service quality delivery; and 5) To build an appreciative school organization
embedded in AI principles and practices.
The second and all important phase of the OD Intervention takes the form of
Appreciative Inquiry Summit (AIS). This path-breaking Summit so far as the school is
concerned registers 115 participants giving voice to all the concerned stakeholders and
spans for four days. The participants facilitated by the researcher and ten co-researchers
during this period conduct appreciative interviews on each other and make a discovery of
a treasure trove of strengths/assets of the organization, collectively envision an ideal
image of the organization they wanted to co-create in the future, weave their dreams into
inspirational action statements and culminate their discoveries, dreams and designs by
investing it in an action-oriented- time-bound development plan. The table 5.1 gives a
brief idea of the OD Intervention activities, the objectives and the outcome.
206
Table 5.1: The OD Intervention activities, objectives and outcome
OD Jnter-yention
To get to know the
• SOAR Analysis Strengths,
Opportunities, • Matrix listing
SOAR
Aspirations and
measurable Results
present in the
organization
• Appreciative • To select the focus of • Five themes are

inquiry selected by
Topic Choice
consensus
Workshop • To draw up AI
Interview protocol • AI Interview guide is
drawn up
• To identify and train AI
interviewers. • Ten AI Interviewers
are identified and
• To form groups and trained
committees
• Task specific
logistics committee is
formed
• Appreciative
Inquiry Summit
• To craft a holistic three • Development Plan is
(using SOAR
year development plan. formulated
framework)
• SERVQUAL
Tangibles
Reliability
• To determine the effect A comparison of the Pre and
Responsiveness of OD Intervention on Post test Means shows
Assurance service quality in terms improvement in service
Empathy
of parents' satisfaction quality in four out of the six
Fees
dimensions
207
5.1.3 Post ODI findings
The third and final phase consists of the Post- OD Intervention activities. The
researcher once again sent out the same survey instrument to the same subject group,
gathered, analyzed and compared the results with Pre ODI results to evaluate the effect of
the OD Intervention on the service quality. Thereafter, the output from the qualitative and
quantitative methods was validated by member checking method. The following are the
post-OD I findings of the study.
• Findings from the Quantitative Data Analysis
The researcher studied the effect of the OD Intervention on the service quality in
tenns of parents' satisfaction and gives an account of the findings. The details of the
summary of overall parents' satisfaction toward service quality before and after the ODI
are shown in table 5.2 below.
Table 5.2: Summary of overall findings of parents' satisfaction toward service quality
Service Improvement/ Percentage Result of

Quality Compare Mean Rating decline ODI
Dimension Level
Tangibles Pre 4.1329 Agree Decline - 0.77%

Post 4.1011 Agree 0.0318 No effect
Reliability Pre 3.7256 Agree Improvement +3.60%

Post 3.8599 Agree 0.1343 Effect
Responsiveness Pre 3.4570 Agree Improvement +7.70%

Assurance Pre 3.6628 Agree Improvement +4.98%

Empathy Pre 3.6325 Agree Improvement +0.97% Insignificant

Post 3.6679 Agree 0.0354 effect
Fees Pre 3.3986 Neutral Decline -1.13%

Post 3.3603 Neutral 0.0383 No effect
208
According to table 5.2, it was found that the tangibility dimension had recorded a
decline of 0.0318 in the average mean value following the OD Intervention by the
researcher meaning a slender fall in the respondents' satisfaction toward the aspect. This
is typical of a successfal Appreciative Inquiry led OD Intervention. Leading AI
researcher cum practitioner Ludema, (1997) attributed this to the after-effects of AI
Intervention. According to him, the AI method leads to the soaring of the expectations
among participants. Thereupon, whatever happens in the organization the stakeholders
see it through the lens of "AI" and evaluate the services. Expressed in terms of a
metaphor, nuclear energy can be turned to power generation to improve the living
standards of millions of people or production of a nuclear bomb for the genocide of
masses. In a similar manner, AI can take an organization to the pinnacles of success or
wipe out an organization without leaving any trace if the management does not strive to
live up to the expectations of its customers and employees.
As per table 5.2, it was found that in the Post-ODI the average mean value for the
reliability aspect has increased by 0.1343 indicating an increase to that extent in the
satisfaction of the parents. This clearly proves that the Al Intervention has been
successful in improving mutual reliability among stakeholders. This enhanced trust has
given the stakeholders a feeling of greater reliability towards the organization.
As given in table 5.2, the average mean value of the responsiveness aspect has
witnessed a sharp increase of 0.2665 suggesting an increase in the satisfaction of parents
to that extent following ODI. This sharp increase in the satisfaction may be attributed to
the AI Summit. The Summit, held for the first time in the history of the school, provided
209
a common platform for all the stakeholders to express freely their opinions, hopes and
dreams to the right category of people (the management) holding power and in control of
finances to change the situation. The development plan serves as an icing on the cake
As found in table 5.2, under the assurance dimension the average mean value gained
0.1827 following the OD Intervention meaning an increase in the satisfaction to that
extent for this segment. Again the rise of mean value emphasizes the utility of AI process
as an OD intervention method in building bridges and mending fences between
stakeholders sharply divided in their interests. In other words, following AI Summit the
parents felt much more assured.
The average mean value for the empathy dimension as shown in table 5.2 has
marginally increased by 0.0354 meaning an insignificant increase in the parents'
satisfaction toward the factors under the dimension. Consequently, it means the AI
Intervention has made only a feeble effect on this dimension.
The average mean value in the fees dimension according to table 5.2 has seen a slight
drop by 0.0383 meaning a decline in the satisfaction of parents to that extent following
OD Intervention. This is a grey area specifically concerned to the management and the
principal. They have to undertake the necessary right steps to drive out this deficit
feeling of the parents. The quick implementation of development plan is one such step in
the right direction.
In a nutshell, following the OD Intervention by the researcher three dimensions
show improvement, one shows a negligible improvement and two in fact show a decline
from the Pre-ODI levels. Viewed from another perspective it reveals, following the OD
210
Intervention, in three service quality attributes there is quality surplus, in one dimension
the surplus is insignificant and in the rest of the two dimensions there is marginal quality
deficit.
• Findings from Qualitative Data Analysis
• The AI Summit as an OD Intervention was a watershed in the history of St. Francis
School (ICSE). The AI led OD Intervention process created a positive atmosphere for
change within the organization and inspired hope in the participants with regard to the
future. The AI platform permitted 100 plus stakeholders to forge enduring symbiotic
relationship with other stakeholders. The AI summit viewed from the school
management perspective presented an unparalleled opportunity to interact freely with
parents, teachers and the staff and understand each stakeholder' s actual needs, desires
and expectations. Common grounds for working and commitment to a commonly co-
created goal replaced usual complaining and whining. Briefly stated, the participants
of the summit regarded the AI approach as a positive and viable OD Intervention
process. An appreciative momentum has been generated in St. Francis.
• Development Plan and its implications
As regards the school, the holistic development plan heralds a new decade of all
round improvement and growth. In the course of crafting the plan, the school opened
up a new process in planning itself by inviting all the stakeholder groups. In this way,
it effectively eliminated the weaknesses and, limit~tions in the year-on-year planning
model. The plan was formulated based on the discovery of organizational best
practices, strengths and assets, envisioned an ideal image and aspiration statements
211
declared by the stakeholders in a collaborative process. The plan's core strength is, it
is co-created, co-committed and co-owned by all the stakeholders. Overall, the
development plan is a clear road map leading the school's stakeholders to their
envisioned future image.
Plan Structure: The plan revolves around the five themes selected at the ATC
workshop. Each of the themes is sub-divided into three sub-objectives specifically
intended to be accomplished by each stakeholder group. The plan has well laid out
strategies, established success indicators to measure success, a time frame, financial
budget and in order to avoid 'passing the buck' has tasked people with roles and
responsibilities. Overall, the structure resembles a feasible action plan.
Student Achievement: Every activity in a school revolves around student academic
achievement. It is the heart of a school and everything else is dependent on this
critical factor. The unprecedented changes due to globalization, rise of knowledge-
based economies, spectacular advances in science and technology; has placed more
demands on the younger generation. In order to meet these serious challenges the
plan has multiple programs for embedding young students with creative, critical and
analytical skills, self-learning abilities, learning-by-doing, promoting familiarity in
the use of sophisticated technology and most decisively achieving excellent grades in
science and mathematics.
Faculty: Fully aware of the vital role of teachers in the dissemination of knowledge
to students and the serious negative consequences of high turnover on student
learning, the plan has rolled out a number of measures to recruit and retain competent
212
and experienced teachers. The retention-rich practices outlined are gradual
implementation of Govt. of India recommended salary & benefits, in-campus service
quarters, opportunities for professional development, recognition & rewards for
outstanding performance, personal laptops for lesson planning and exclusive faculty
computer lab with hi-speed internet. By introducing these steps the plan intends to
shut the revolving door on teachers.
School: A school exists for the sake of helping students learn. Therefore, it is called
as a temple of learning. It is pertinent that such an atmosphere contributing to high
quality teaching and learning is created by the school's management. The
management for its part, looks forward to the implementation of the plan in order to
create a stimulating working environment, put in place fair employer practices,
constantly undertake actions in the direction of improving the school's image and
credibility besides being able to evolve to meet the demands and expectations of
India's growing stature as a leader of Knowledge Economy. The plan has emphasized
investments in hardware and software, subscriptions to on-line learning resources,
upgrading the school website, ISO certification, and various infrastructure
improvement programs. It is hoped these steps will help in improving the school's
image and credibility and also improve parents' satisfaction towards the school's
service quality.
Appreciative Inquiry: The plan looks at St. Francis School as a model of an
Appreciative Inquiry practices ingrained school organization. The plan lays out
measures such as training a few teachers in AI methods, conducting staff & PTA
meetings following Al's inclusive approach, indulging in appreciative and affirmative

213
dialogue in work place, helping students goal-setting using SOAR framework, and
finally recording and taking the AI success stories through the school's magazine,
student handouts and sharing at inter-school meetings.
5.2 Conclusions
The researcher has drawn up the conclusions from the hypothesis testing as shown in
table 5.3 below.
Table 5.3 Conclusions of Hypotheses Testing
Null Hypothesis Statement Level of Result of null

significance hypothesis Conclusion
testing
·. . ··· .
Ho1:There is no significant .
difference between Pre-ODI and

.····
·.·
Post-OD I on the level of service ..
quality in the dimensions: ... ·)..... •. ·.. / .. ...
/.
i •. ·/
(a) Tangibles >0.05 Accepted No effect of
ODI on service
quality
(b) Reliability Rejected ODI has effect
<0.05 on service
quality
· (c) Responsiveness Rejected ODI has effect
<0.05 on service
quality
(d) Assurance Rejected ODI has effect
<0.05 on service
quality
(e) Empathy Accepted No effect of
ODI on service
>0.05
quality
(f) Fees Accepted No effect of
ODI on service
>0.05
quality
214
Overall, it could be concluded from the testing of hypotheses that in the case of
hypothesis l(a), l(e) and l(f) the null hypothesis is accepted, meaning that the
Appreciative Inquiry led OD Intervention did not make any statistically significant
difference whereas concerning hypothesis l(b), l(c), and l(d) the alternative hypothesis
is accepted meaning by the OD Intervention made a statistically significant difference on
the school service quality in terms of parent's satisfaction.
• Development Plan is more reliable and credible
For this study the researcher has used both qualitative and quantitative data. The
qualitative data constituted the heart of the plan. The quantitative data revealed the
parents' satisfaction toward service quality in the school. Since results from both types of
data have been built into the output of the research which is the three-year Development
Plan, it is far more valuable, reliable and credible.
5.3 Recommendations
Based on the results from the AI Summit and the survey results after the OD
Intervention the following are a few suggestions from the researcher.
For the organization
• Leverage school service quality
Successful organizations often share an important characteristic - they make
every effort to ensure the satisfaction of their customers (Boone and Kurtz, 2000).
Following OD Intervention, parents' satisfaction towards level of service quality
in three out of the six aspects has not shown any significant improvement, on the
215
other hand, two dimensions; tangibles and fees have shown a decline.. The
Management has to take the DP seriously and implement the measures
recommended herein, in all its earnestness. They should constantly strive to
evaluate and leverage the level of service quality in order to become a successful
organization and further sustain its success in the long haul.
• IS0-9000 certificate as a propaganda tool
An IS0-9000 quality accreditation proclaims to the world that the organization
has a standard procedure for every part of its activity, that it follows the procedure
every time, that it measures its own performance periodically; and that it
constantly strives to make improvements. The AI summit revealed the practice of
securing ISO certification in school education is fast catching up among schools.
A move to obtain this certification is in the best future interests of the school. The
school can well publish this as a propaganda tool to secure a competitive
advantage and creating a quality-guarantee image for the organization. It is
heartening to note that in the Development Plan a budget has been allocated and
persons assigned for this task.
• AI as a platform to address management perception gap
An accurate estimate of expectations of customers (parents) by the
management is the first step in the right direction to address issues relating
improving service quality. In this sense, AI summit provided an unpuralleled
learning experience for the management to understand the expectations of the
parents. It is recommended, the Managing Trustees being religious group of

216
people use AI platform from time to time to understand the gaps in their
perception. This, in tum will help them in optimizing resources by investing in
specific areas
• For further study of the organization
As stated in Chapter I, the management which has over two dozen educational
institutes in different states of India could do well to imitate the successful
development plan model of St. Francis School (ICSE) in other institutions managed
by them. Moving forward at a macro level, they can even think of a drawing up a
Master Development Plan for all the educational institutes under their administration.
This would enable them optimum utilization of financial, personnel resources at their
command besides providing them with a steady and uniform growth of all the
institutions. Table 5.4 illustrates the activities to be undertaken post ODI for
accomplishing the envisioned scenario.

217
Table 5.4: Recommended Post ODI activities/initiatives
•••
• Action Research
• Holistic three- Cycle-1 • Realization of all the
year development (2010 - 2011) goals set out in the
plan Look, Think, Act development plan to
the fullest.
• Action Research
Cycle-2
(2011 - 2012)
Look, Think, Act
• Action Research • Excellent service

Cycle-3 quality as a tool
(2012 - 2013) offering sustainable
Look, Think, Act competitive advantage
• Master Development
• Constant oversight Plan for steady and
• Improved Service • Periodical evaluation uniform growth of all
Quality educational institutes
• Regular feedback
under the school's
• Appropriate management
amendments
• St. Francis as a
leading brand in the
market
The Action Research Cycles - 1, 2 and 3 are meant to serve as monitoring
mechanisms to reinforce the strategic measures outlined in the development plan for the
achievement of these objectives.

218
For OD & Change Discipline
• AI combined with QT
Very few investigations/studies have taken the trouble to measure and capture in
quantitative terms the real time benefits that accrued to the organization as a result
of AI led intervention. It is recommended that the future researchers/practitioners
of AI would better combine their work along with appropriate statistical
techniques and record the results they have achieved. This would lend greater
credibility to the studies and possibly convince the skeptics of the efficacy of the
technique/method. This study combining qualitative and quantitative methods is
a small step in this direction.
• Development of a scale for measuring service quality in schools
Despite the importance of measuring service quality in the education sector, there
is a dearth of empirical research in this area. Expanding privatization points to a
glut of privately-owned schools indulging in ruthless and aggressive competition
in the future. Schools in this situation will increasingly try to follow
·differentiation strategy in order to survive, succeed and outperform one from the
other. One promising area where schools would try to out do one another will be
service quality delivery. This research has evaluated service quality from the point
of view of parents' (customers) satisfaction. This is a partial or one-sided
evaluation. To get the whole and correct picture, it must be evaluated by service
users and service providers back-to-back. Moreover, future researches could
employ two survey instruments, SERVQUAL and SERPERF to obtain data. A

219
comparison of results from these two prominent test instruments may stand out as
an ideal model measuring the service quality in education. At a later stage,
researchers could think of developing an exclusive standard instrument/scale for
measuring service quality in the schools. It presents many challenges but the
urgent necessity in the developing conditions, justifies the need for one such
invaluable help for the schools.

220
Epilogue
On profound reflection, the researcher would consider the three-year
doctoral study at Assumption University as a divine intervention at a critical phase
of his life. He experienced the outpouring of God's Graces ever since the course
begun, and more intensely during the AI Summit.
For the researcher, the AI process was an adventurous journey into

unchartered territories. It was learning experience of a life time. In the beginning
he was filled with ideas from the deficit/problem based approaches and was
cynical of the AI approach. This mental block was removed by Dr. Pinyo
Rattanaphan. Since then there was no turning back.
The ATCS workshop and the AI Summit were the peak-moment

experiences in the life of the researcher as he witnessed the stakeholders'
enormous energy, tremendous good will and voluntary commitment to a greater
cause. The most important lesson that the researcher learnt is that what you focus
on amplifies. The researcher focused on the angelic side of the human nature and
the results were amazing. A great number of participants at the end of the
program expressed they carry home a feeling of empowerment and sense of
worth. Looking at the output and the feedback the researcher feels pretty much
convinced and confident of the Al process and its positive outcome than in the
beginning. Furthermore, the Summit helped the researcher in accumulation of
·valuable practical knowledge of how to work with large groups consisting of
stakeholders having conflicting interests. The Summit also gave the researcher a
unique opportunity to forge new appreciative relations. At the end of the journey,
the researcher happily looks back and declares "the fruit is more than the labor."
The change: The researcher resolves, for the rest of the life to live in an
affirmative perspective and appreciative spirit.
The world belongs to those who see its potential!

221
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233
Appendix A
60-Minute AI Introductory Session to the Board of Trustees
Date: 19-09-2009 Time: 09-00 A.M.
Goal: The aim of the session is to acquaint the school management (members of the
board of trustees) with the philosophy, principles and practices of AI. This is a
prelude to build interest of the top-level decision makers and enlist their support and
co-operation.
05 • Exchange of greetings Establishing

minutes • Handing over the letter from Dean, GSB researcher's
• Explain the context for a development plan credentials
and its future im lications
15 Explain about AI as an alternative approach to Clarity on
minutes planning. Tell about its origin, definition, theoretical roots of
rinci les, stren ths etc. in brief. AI
10 Going thru the 4-D cycle/SOAR Clear understanding
minutes (Discovery, Dream, Design and Destiny) of how the process
(Strengths, Opportunities, Aspirations and unfolds
Results)
Asking the trustees sample interview questions
• Describe a peak experience or high point
in your life. Personal/professional A foretaste of
15 • What do you value most about yourself? appreciative
minutes Your work? Your organization? interview questions
• What is the core factor that gives life to
your organization?
Wrap up session: reinforce once again the

superiority of AI over other methods of planning,
and the accruing benefits to the organization.
• Inform them about measuring school

15 service quality before and after AI to test Obtain green signal
minutes the effect of AI. and blessings so
that the process
• Evaluate existing service quality in the jump starts and
school and suggest ways to improve. continues
unhindered
• Listen to their views/comments.
• Extend invitation for the upcoming AI
seminar.
• Give handout of three AI success stories as

evidence.
234
AppendixB
60-Minute Al Introductory Session to the School Principal
Date: 19-09-2009 Time: 04-30 P.M
Goal: The aim of the session is to acquaint the school principal with the philosophy,
principles and process of AI. This is a precursor to create interest in AI and seek his
involvement in order to enable maximum participation of teaching faculty,
administrative and facilitating staff and the PTA members at subsequent AI sessions
and events.
05 • Greetings Establishing
minutes • Hand over letter from Dean, GSB credentials of the
• Explain the context for a development plan researcher
and its future im lications for the school
15 Briefing on Al as an alternative approach to Clarity on Al's
minutes planning Tell about its origin, definition, theoretical roots
rinci les, stren hs etc.
10 Going thru the 4-D cycle /SOAR Clear understanding
minutes (Discovery, Dream, Design and Destiny) of how the process
(Strengths, Opportunities, Aspirations and unfolds
Results)
Asking the principal sample interview questions
15 • Describe a peak experience or high point

minutes in your life. Personal/professional Give a foretaste of
• What do you value most about yourself? AI questions
Your work? Your organization?
• What is the core factor that gives life to
your organization?
Wrap up session:
Involvement of the
• End comments on AI. head of the
organization
15 • Inform about measuring school's current
minutes service quality and after AI sessions
Ensuring the
• Give handout of 3 success stories participation of all
employing AI stakeholders
• Listen to his views/comments.

235
Appendix C
Schedule of the Appreciative Inquiry Workshop
Date: 02-10-2009 Time: 8-30 am to 3-00 pm
Goals: The aim of the session is to gather all the stakeholders under one roof and
introduce them to the philosophy, principles and process of AL By the end of the day,
discover SOAR.
8-30 am
9-00 Opening session
To • Welcoming participants and introducing the researcher by

Principal
10-30
• Researcher informs about his academic interests and the
university
• Introduction to Appreciative Inquiry using SOAR

Framework
10-30 Tea.Break· .
11-00 • Regrouping
To • How was the morning session?

(questions, clarifications, comments etc)
12-30
• Breaking into small groups in order to identify
Strengths, Opportunities, Aspirations and Results (SOAR)
12-<30··· Il1
1-30 • Regrouping for plenary assembly

To • SOAR presentation by each small group and listing of SOAR
themes
3-00
• Pick up dominant/recurring themes by consensus
• Noting down as draft

236
Appendix D-1
Date: 02-03-2010
Introduction to Affirmative Topic Choice Selection
Dear friends,
I extend all of you a cordial welcome.
Today we have come together as members of ONE FRANCISCAN SCHOOL

FAMILY with a singular purpose of deliberating, discussing and giving a promising
direction to our organization. The first and right step on this long road is the selection
of FIVE affirmative topics for further inquiry employing AI methodology with which
you are already familiar.
So, we would be spending the next few hours on getting to know what has given life
to our organization, what are our best practices and what does we stand for. Our
thrust will be on the life-giving aspects that has sustained our organization. In this
endeavor, we will be passionately sharing our life-giving stories, our best practices,
and our best moments with each other. We shall also dare to dream the future we
desire for our organization and wishes that need to be fulfilled in our lives. We shall
explore how we can put to use the strengths in our organization as a springboard to
the future. We would also examine each of our contribution in realizing our desired
future. And finally we would also think of the practices that needed to be built-in in
order to sustain changes in our school.
This forum is to learn and enrich from one another's experiences while we share our
triumphant and exciting personal stories.
Our today's output will lay new foundations for the wholesome growth of our pupils;
brace ourselves better to face competition, enable faculty retention & development
and advantage school's overall image & reputation. Besides, this workshop will set
the tone and direction for a wider audience participating in the forthcoming
Appreciative Inquiry Summit.
Thank you for your participation. Thank you for your creative contribution.
President, Board of Trustees

Franciscan Service Society of Bangalore
237
Appendix D-2
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238
Appendix D-3
Generic AI Questionnaire for selection of Affirmative Topic Choice
1 • How long have you been working in St. Francis School?
• What attracted you to join this school and continue for so many years?
2 Narrate an experience/moment from your life in the school that was happiest
- a time when you felt most alive, most involved, most excited and most
energetic. Share your story of this marvelous experience
• What was your role in it?

• Who was with as support/inspiration
• Why this experience did mean so much to you?
• What did you learn from this?
3 Imagine that the Council for ISCE, New Delhi rated St. Francis as one of the
top ten schools for academic excellence/student achievement in the ISCE
category in the state in 2015. The honor is posted on their official website and
is featured in the daily English newspapers ....... .
• What changes do you see? What do you feel?

• What have we done to deserve this honor/recognition?
• What would you do to sustain this reputation?
• What further more do you envision?
4 If you have all the powers to do what you want, what do you want St. Francis
to accomplish in the next 3 years ...... .
• What three wishes would you have for the school?

• What do you want more of?
• What do you want less of?
239
Appendix D-4
Schedule of the AI Workshop for selection of ATC
Goals: The chief purpose of the workshop is to bring together the representatives of the
concerned stakeholders under one roof, discuss the four generic AI questions by
interviewing each other and sharing each other's stories/experiences/future dreams. At the
end of the day, the group identifies FIVE themes/topics for further inquiry and develops a
Customized Interview Protocol by consensus.
8.45 am Arrival/Registration/Coffee
Opening session Participants refer brush
• Welcoming by the Principal their memories and recall
9.00 to 9.15 • Researcher briefly reminds the AI
participants on Introduction to AI
conducted on 02-10-2009
Kick start the process for choosing ATC The 5 groups share in-
Step 1: depth of peak
9.15 to 10.30 • Participants break into small moments/life time
groups and interview each other experiences and best
using the AI generic questions practices.
J 036 to· 1i.ooc ./

Step 2:
• Discussions continued Discovering each other's
• Scribe from each group presents best
11.00 to 12.30 stories/peak point experiences in moments/experiences
the large group
and regaling in the best
• Clubbing overlapping themes and
moments.
narrowing down to manageable
level
Step 3:
• Create first draft of the themes and Repeatedly going thru
discussion the drafts, refining and
• Align the themes with the research fining tuning the
problems and prepare second draft
affirmative topics
1.30 to 2.45 • Finalization of the themes
• Questions, comments and
clarifications Selection of five themes
by consensus
Step 4:
• Create draft of customized
interview protocol for AI Summit
3.15 to 4.45 • Prepare a draft time table for the Ready to launch AI
AI Summit on 7th March Summit
• Constitute Logistics Committee
• AST collects all the drafts
• Thank you and closing
240
Appendix D -5
ATC Workshop Groups
Group I
Name Gender Designation

l.Bro. Joseph Kopuri Male Trustee
2.Ms. Licy Mathew Female Academic Supervisor
3 Ms. Sushma Rekha Female Teacher
4.Ms. Magdalene Mary Female Teacher
5.Ms. Irene Dias Female Staff
6.Mr. Suresh Joseph Female Staff
Group IT
Name Gender Designation

7.Bro. Peter Lemos Male Principal
8.Ms. Helga John Female Teacher
9.Ms. Sangamitra Female Teacher
10.Ms. Stanley Metilda Female Teacher
11.Ms. Parimala Female Teacher
12.Ms. Winne D'souza Female Staff
Group III
Name Gender Deshrnation

13.Dr. Latha R Female PTA President
14.Ms. Nirmala Jones Female Teacher
15.Ms. Rohini James Female Teacher
16.Ms. Mary Latha Female Teacher
17.Ms. Anniyamma V Female Teacher
18.Ms. Leena L Female Staff
Group IV.
Name Gender Desi2nation

19.Mr.Govardhan Reddy Male PTA Secretary
20.Mr. Jose PM Male Teacher
21.Ms. Elizabeth Philip Female Teacher
22.Ms. Jolly Anthony Female Teacher
23.Ms. Sushma Rekha Female Teacher
24.Ms. Gloria Barretto Female Parent
Group V
Name Gender Desi®ation

25. Mariadasu Male Administrator
26.Mr. Jose PM Male Teacher
27.Mr. Edmund Sundar Male Teacher
28.Ms.Veronica Agarwal Female Teacher
29.Ms. Navana Maria Female Counselor
30.Mr. Anil Gowda Male PTA Treasurer
241
Appendix D-6
ATC Theme Identification Sheet
SFS - ATC Workshop

Theme Identification Sheet
Group No. II
Name of AI Interviewer: Ms. Helga John
Name of AI Interviewee: Ms.Sangamitra
Name of Scribe: Ms.Stanley
Name of other members: Lemos, Latha and Winnie
Narrative description: Please see the page below
Dominant Theme running: Student Achievement
Quotable Quote:
"You are creative and clever. Why don't you use it in the science exhibition so that everyone
can see how smart you are ..... " These two sentences had an electrifying impact on the
budding scientist.
Confirmation by Interviewee: YES
Corrections suggested, if any: Taken
Final theme approved : YES
Signature of Interviewer: Sd/-
Signature of Interviewee: Sd/-
242
Appendix D-7
A teacher's narration of Life-Giving Moments

A teacher's narration of her Peak Point Exuerience/Hanniest Moments
• How long have you been working in St. Francis School?
• What attracted you to join this school and continue for so many years?
I joined St. Francis in 2005. This is my 6th year as secondary teacher. I knew before I joined this is a
Catholic School and I too a Catholic. In my opinion all the church-run schools are known for their
integrity, commitment to quality education and fair management practices. SFS is no exception. I've
three incentives for keep continuing: One, I live in the next block so I don't have to commute long
distances or spend on commuting. Two, my two daughters are admitted in SFS out of which one's
tuition fee is fully waived (SFS staff policy). Three, SFS does not bar private tuitions at home. As the
cost of living increasing by day I need to make extra money besides the moderate salary.
Narrate an experience/moment from your life in the school that was happiest - a time when you
felt most alive, most involved, most excited and most energetic. Share your story of this
marvelous experience
• What was your role in it?

• Who was with as support/inspiration
• Why this experience did mean so much to you?
• What did you learn from this?
I've many wonderful experiences to reminisce. One closely related to the subject I teach mathematics
is dearest to me.
One day, the principal entrusted me a tall and hefty girl for math coaching in remedial class for slow
learners. My first thought was to go thru her personal records and marks in the past. She was never a
brilliant girl. She had scored above pass marks in all subjects. In math too she never failed but the
scores were between 4~9. Just adequate to get a pass. It gave me an indication that something is
odd.
First I gained her trust. This took a little time. Then she opened up. She had 3impediments. One, she
found math is not useful as she wanted to pursue arts. She thought it was a waste of time. Second, she
was two years older than her class mates. This was bothering her psychologically (juniors doing well in
math) and no one noticed it including the school counselor. Third, the mother was not so keen on her
daughter's education.
I decided I need to work on two fronts - school and home to improve the situation. I called her father
and advised him on how to improve the situation at home. At school, I did a bit of boosting her
confidence level, talking on usefulness of math in higher education, making math a fun subject. She
was a docile girl. This made things easier for me. I worked on a combination of strategy. For the next
two years, I constantly prodded her with encouraging words in the class and monitored her scores. By
then she felt comfortable meeting and hearing me. She cleared her board exams, went to junior college
in another place. Well, I lost contact with her.
Two years later - July 2009. I got two surprise visitors. The girl along with her father wearing big
smile met and gave me a box of 'kaju katri'(sweets). The father gleefully told me his daughter got
government allotment for B.Tech (telecommunications) in M.S. Ramaih. I distinctly remember his
words, "Bhavani always remembers you. You have worked magic on her person. Thanks to you, she
is poised for a great career." This is the sweetest music to my ears. I think so for any teacher. Joy on
her face and shining eyes conveyed me what was in her heart
243
Imagine that the Council for ISCE, New Delhi rated St. Francis as one of the top ten schools for
academic excellence/student achievement in the ISCE category in the state in 2013. The honor is
posted on their official website and is featured in the daily English newspapers ....... .
• What changes do you see? What do you feel?

• What have we done to deserve this honor/recognition?
• What would you do to sustain this reputation?
• What further more do you envision?
If the dream has turned real my feelings would be overflowing joy and excitement, I would certainly
feel proud. Why not? I teach a core subject - math. I do the second round in remedial classes. I am an
all-rounder. My hand is found in every activity of the school.
This ranking of school will help my daughters secure admission in good colleges.
This honor would energize and encourage me to go all out and do my best. I look forward for still
greater glory for my students, my daughters and the school. This is for sure.
If you have all the powers to do what you want, what do you want St. Francis to accomplish in the next
3 years ...... .
• What three wishes would you have for the school?

• What do you want more of?
• What do you want less of?
I will use newly given powers to invest in:
I) An exclusive computer lab for teachers with broadband net service.

2) Pay subscriptions to digital educational data bases specifically math
3) Buy latest teaching aids to enhance student learning in classroom and improve teacher
amenities.
I've passion for teaching math and make efforts to give my best. I love my husband and my two
daughters. I would like to give them a great future. These are my simple wishes.
244
Appendix D-8
Grouping of similar themes
Sources Stories Discovery of Validation Grouping Comments

Dominant Themes of similar
themes
Pl Sl DT 1 - Appreciative YES DT1+DT5 Combined
Coaching of teacher
resulted in
improvement in
grades
P2 S2 DT2-Steely YES
determination to
succeed
P3 S3 DT3 - Healing in YES
teacher's words
P4 S4 DT4-Abiding Trust YES
in Divine Providence
PS SS DT5 - Appreciative YES
words &
encouragement of a
mother .·
·· ..
P6 S6 DT6 - Admiration of YES ..
Principal's ...
.. >
Leadership
Total 6 6 5
P = Participant, S = Story, DT = Dominant Theme, YES = Consent of the source,

M = Moderator, Aii = Appreciative Inquiry Interviewer, S = Scribe, TM =Time Manager
Note: Output of 5 themes taken for presentation at Plenary Assembly
Table 4.3 shows the process of grouping of identical themes at the ATC
Workshop.
List of Group No.2 Participants
Name Task DesiJ~nation

1. Br. Peter Lemos Moderator Principal
2. Ms. Helga John AI Interviewer Teacher
3. Ms. Stanley Metilda Scribe Teacher
4. Ms. Sangamitra Time Manager Teacher
5. Ms. Latha Observer PTA
6. Ms. Winne D'souza Observer Staff
245
Appendix E-1
St. Francis ICSE School, Bangalore

Schedule of Appreciative Inquiry Summit (07-03-2010 and 13-03-2010 to 15-03-2010)
Day 1 (Sunday, 7m March 2010) Day 2 (Friday, 13m March 2010)

8.30 Arrival/Registration/Coffee 9.00 am Arrival
am
Theme of the day: STRENGTHS Theme of the day:
(Discovery Phase) OPPORTUNITIES (Envisioning
Phase)
9.00 Opening Session 9.00 • Morning brief by
researcher
• Welcome by Principal
• Orientation by researcher • Whole group laughter
• Ice breaking session (an exercise (boosting
exercise of going round energies)
the campus)
• Discussion on "what are
the opportunities present in
the world?"
10.30 Regrouping after tea break
10.30 Regrouping after Tea Break
• How was the mornmg
session? • Sharing, discussion and
(Candid sharing) draft of opportunities
• PPT of SOAR done on 02- • Going into respective

10-2009 (an evaluation of 11.30 small groups for strategic
life-giving forces/core envisioning
strengths discussed)
• Re-introduce AI usmg
SOAR framework by the
researcher
11.30- Gather m small groups and 12.30 Lunch Break

12.30 · discover strengths
1.00 Reconvene after lunch 1.00
• Scribe from each group • Regrouping at plenary and
present their listed share the images
strengths followed by
discussion • Ideal image mapping
exercise
• Consolidation of Strengths
by consensus • Choosing of ideal image
by consensus
• AST notes down
• AST notes down
3-30 End of day 1/adjourned 3-30 End of day 2 /adjourned
pm pm
246
Day 3 (Sat, 14th March 2010 Day 4 (Sun, 15t11 March 2010)
Theme of the day: ASPIRATIONS Theme of the day: Measurable
(Desi!!Il Phase) Results (Destiny)
9.00 Arrival 9.00 am Arrival
am • A whole group exercise
before serious discussions • PPT of the proceedings of
start the previous three days
• Brief overview of the • Brief introduction to the

proceedings of the development plan
previous two days by AS 10.00
• Discussion on the report
• How important is this day? in their respective small
briefing by researcher groups
10.00
• Breaking into small groups
for brain storming
11.15 Regrouping after tea break 11.00 Regrouping after Tea break
• First draft presentation by • Go back into their small

small groups and groups and generate
discussions possible actions
12.30 • Regrouping after lunch
1.00 • Regrouping break for plenary
pm assembly
2-00 • Second draft presentation • Groups share their actions

by small groups
• Consensus building on
2-30 • Re-arranging groups with Action Plan
themes assigned
• Specific suggestions for
• Consolidation of building AI culture in the
3.30 statements at plenary organization
group
• Authorization to AST
• Presentation of a skeleton draft the final plan
draft
• AST collects all action
• AST collects all final statements
statements from the groups
• Thanks by the researcher
• Curtains down
4.00 End of day 3/adjoumed 3.00 pm End of day 4 and AI summit
pm
247
Appendix E-2
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250
Appendix E-3
Appreciative Inquiry Summit Groups
Select teachers trained in AI Interview skills: 1. Licy Mathew, 2. Anniyamma, 3. Helga

John, 4. Nirmala Jones, 5. Joseph PM, 6. Sushma Rekha, 7. Rohini James, 8. Jolly Anthony,
and 9. Tanushree and 10. Edmund Sundar.
Group I
Members: Peter Lemos (M), Joseph PM (All), Renita (S), Vinita (TM), Shailaja, Sumana,
Vimala, Kaveri, Ambrous & John (10)
Group II
Members: Enrita May (M), Helga John (All). Indu (S), Irene (TM), Lakshmi Devi, Thulasi,
Anjali, Rachappa, Asha & Paramesha (10)
Group III
Members: Stella (M), Licy Mathew (AII). Parimala (S), Gopi (TM), Prema, Kavitha, Gloria,
Pooja, Geetaniali and Geeta (10)
Group IV
Members: Magadalene (M), Anniyamma (All), Mini (S), Suresh (TM), Fatima, Kanchana,
Jyothi, Saimon, Vivek & Muniyappa (10)
Group V
Members: Mary Latha (M), Nirmala (All), Santhapaul (S), James (TM), Malarmadhi, Rose
Mary, Sarah, Flora, Reema & Sudha (10)
Group VI
Members: Sangarnitra (M), Sushma (All), Bency (S), Theyamma (TM), Shailaja Rao, Devi,
Priya, Natalia, Karthik & Subramanian (10)
Group VII
Members: Stanley (M), Rohini (All), Sherryl (S), Tomy (TM), Lokesh, Y ogita, Arul, Saji,
Ashiya Shaikh and Sanjana (10)
Group VIII
Members: Sudakshina (M), Edmund (All), Manju (S), Francis X (TM), Frozio, Jose, Das,
Jayasheelan, Anil Gowda & Vikram (10)
Group IX
Members: Asvida (M), Jolly (All), Sonia (S), Anand (TM), Sunita, Radhika, Ann Maria,
Stephen, Ani1 and Govardhan Reddy (10).
GroupX
Members: Jaya Malini (M), Tanushree (All), Masoodunnisa (S), Melani (TM), Robin,
Tejinder, Anita, Nayana, Krishnappa & Latha R (10)
251
Appendix E-4
Ideal Image Mapping
Cambridge
PSBB (33) Baldwin St.Joseph's
Vivekananda
St.Xavier's
KVS
BCBS (5
The Dawn
Envisioning an
ACS
Ideal image
NGS
KVS
St.Mary's
DB
FAPS DPS
252
Appendix - F
Dear Parent,
I am a student of Doctor of Philosophy in Management &Organization Development (Ph. D

in MOD), Assumption University, Bangkok, Thailand. I am doing a research entitled:
"Appreciative Inquiry: A Positive Approach to Organizational Planning and Service Quality
Improvement in St. Francis School (ICSE), Bangalore." Please spare a few minute.s to
complete the questionnaire by marking (.i') Into the (0). Please be candid In your response.
All lhe lnformatlon given by you will be kept confidential. They will be collated for analysis
and will be used For academic purpose only. Thank you very much for your participation.
QUESTIONNAIRE ON SCHOOL SERVICE QUALITY FOR

PARENTS
Please Indicate the extenl/level to which you agree or disagree with the following
statements about the quality of service you are receiving from the school. Circle (0) or Tick
( .i') the appropriate number using th" given >edit!.
S= Stroncly agree; 4= Agree; 3=Undeclded; 2=Dlsagree; l=Strongly disagree
My level of satlStadion of servkt? <1wtlity oo: Satisfaction Scale

, ....
Tangible$ I!! SA A UD D so
I .The school is conveniently located and easily access ible

s•-
"'5" 4 3 2 1
2. The school has good physical infrastructure(bldg, equipment, lab etc) 5 4 3 2 1
3. The school has an environment supportive to learning s 4 3 2 1
4. The school campus Is kept neat and clean s 4 3 2 1
5.The school has ample open space and playground 5 4 3 z 1
"', -· .: Rellablllty
__
6. The principal Is an able educational leader
,_7.The teaching faculty is experienced and competent
8.The school emphasizes science and mathematics in curriculum
5
5
5
4
4
4
3
3
3
2
2
2
1
1
1
9.The school pr-0motes creativity and entrepreneurial talent s 4 3 2 1
10. The school has Internal assessment as an Integral component s 4 3 2 1
R~·ili!4 -
11. The principal communicates accurately and clearly s 4 3 2 1
12.The school conducts regular programs tliru "Trendsetters" &"CMCA" 5 4 3 2 1
253
13. The administrative staff give needed information 5 4 3 2 1

14. The school values the opinions/ideas of the parents 5 4 3 2 1
15. The school appreciates and awards meritorious students 5 4 3 2 1
16. The principal is trustworthy and assuring 5 4 3 2 1

17. The school conducts interaction with parents at regular intervals 5 4 3 2 1
18. The school maintains strict discipline & emphasizes values 5 4 3 2 1
19. The school campus is safe for my children 5 4 3 2 1
20. The school diligently follows the curriculum laid down by ICSE board 5 4 3 2 1
21. The principal cares and accompanies my child. 5 4 3 2 1

22. I feel comfortable after talking to teaching faculty 5 4 3 2 1
23. The administrative staff is courteous and prompt in giving service 5 4 3 2 1
24. The school has a full time child counselor 5 4 3 2 1
25. The teacher gives individual attention to my child
26. The school fees is reasonable 5 4 3 2 1

27. The school fees is comparable to other schools in the vicinity 5 4 3 2 1
28. The mode of fees payment is easy and convenient 5 4 3 2 1
29. I get more service than the fees I pay 5 4 3 2 1
30. The school utilizes the fees amount on expanding students' facilities 5 4 3 2 1
and teachers' development
Comments on overall satisfaction

254
AppendixG
(SPSS Pre-test Output)
1. TANGIBLES
REL TBN Reliability Statistks · . >·

Cronbachs Cronbachs Alpha Based on Standardized Items N of items
Alpha
.758 .788 5
RELTBN Item Total Statistics
Scale Scale Correlated Squared Cronbachs
Mean if Variance Item-Total Multiple Alpha if
Item if Item Correlation Correlation Item
Deleted Deleted Deleted
1) Location 17.2333 3.840 .523 .320 .721
2) Physical 17.8000 2.648 .530 .285 .753
infrastructure
3) Leaming 17.5667 3.702 .475 .294 .731
environment
4) Campus 17.4667 3.637 .548 .370 .709
cleanliness
5) Open space play 17.2667 3.513 .711 .547 .666
ground
REL TBN Scale Statistics
Mean Variance Std. Deviation N of items
21.8333 5.109 2.26035 5
2. RELIABILITY
REL TBN Reliability Statistics

Alpha
.745 .744 5
. .. .·
/
.····.···.·.····•REL mN lt~ll11'&ia1 $ta,tlsiics ·. ·•.
... •··
.··.··:·-:::· ·:·:·:··
·. .,
Scale Scale Correlate Squared Cronbac
Meanif Variance if d Item- Multiple hs Alpha
Item Item Total Correl at if Item
Deleted Deleted Correlati ion Deleted
on
6) Principal' s leadership 14.9000 7.472 .527 .457 .694
7) Faculty exp & competence 15.3000 8.907 .369 .187 .745
8) Science & Maths 15.1667 7.661 .577 .495 .680
emphasis
9) Creativity & enterprise 15.6667 6.092 .644 .493 .644
255
10) Internal assessment 15.3667

19.1000 10.990 3.31506 5
3. RESPONSIVENESS
:.:;> ··,:: ;::·.

.........
RELTBN ReliabilitY Statistics ......... ..

Alpha
.768 .762 5
REL TBN ItemTotal Statistics
Mean if Variance Item-Total Multiple Alpha if
11) Prin. 15.5000 5.431 .740 .616 .648
communication
12) Cutting edge 15.7000 6.286 .511 .319 .736
programs
13) Administrative 15.3000 7.872 .344 .293 .781
staff
14) Parents' 16.0333 5.551 .609 .583 .701
opinions/views
15) Appreciation 15.6000 6.317 .509 .305 .737
. ·
.. ·
REL TBNS¢qte.Stati$tics r·
.... ..
..
....................................

19.5333 9.292 3.04827 5
4. ASSURANCE
RBL'tBN. ReHabilff ·········statiStics

Cronbachs
Alpha
.803 .814

Meanif Variance if d Item- Multiple hs Alpha
Item Item Total Correlati if Item
Deleted Deleted Correlati on Deleted
on
16) Princi al' s trustworthiness 16.2333 7.220 .667 .504 .745
256
17) Interaction with parents 16.7333 5.651 .632 .505 .765

18) Discipline & Values 16.2333 7.495 .538 .294 .779
19) Campus safety 16.1667 7.799 .579 .431 .772
20) ICSE curriculum follow 16.2333 6.944 .596 .474 .761

20.4000 10.455 3.23345 5
5.EMPATHY
..
REL TBN Reliability Statistics >····· .
Alpha
.804 .790 5
REL TBN Item Total ...Statistics
Meanif Variance Item-Total Multiple Alpha if
21) Principal's care 13.7000 7.321 .726 .652 .720
22) Relief after talk 13.6333 7.413 .723 .693 .722
23) AS courteous & 13.4667 7.361 .745 .757 .715
prompt
24) Child Counselor 13.5000 7.638 .767 .770 .712
25) Individual 13.3000 11.321 .045 .050 .898
attention
·.· .. ·•.· . . \ :>•· :o,,:-;.·. :•,,·,:·:·,:··:···:
• • . . REI.;TBNScale StatisfiCs i •. ····:

16.9000 12.231 3.49729 5
6. SCHOOL FEES
REL.XBN Reli3,l:Jili. . SfatisHBs

Cronbachs Alpha Based on Standardized Items

Mean if Variance if d Item- Multiple hs Alpha
Item Item Total Correlati if Item
Deleted Deleted Correlati on Deleted
on
257
26) Fees reasonable 15.2667 9.030 .690 .687 .752

27) Fees comparable 15.3667 9.206 .652 .682 .763
28) Mode of payment 15.1000 10.714 .439 .254 .823
29) More value for fees 15.6000 9.007 .719 .657 .744
30) Fees utilization 15.3333 9.402 .535 .583 .802
.,.. -
....< ,-
...... :: ...
.. n···
.: :: :·
.... Di:lT .. 1
..
:•·::·: ... ·: :• .
.
.: ... · · · · · <
.:
··: .... · >+
19.1667 14.144 3.76081 5
7. TOTAL
Scale Mean if Scale Correlated Cronbachs

Item Deleted Variance if Item-Total Alpha if
Item Comelation Item
Deleted Deleted
1) Location 112.3333 151.195 .456 .879
2) Physical infrastructure 112.9000 152.645 .154 .885
3) Learning environment 112.6667 152.023 .324 .881
4) Campus cleanliness 112.5667 149.771 .511 .878
5) Open space play 112.3667 150.723 .489 .879
ground
6) Principal's leadership 112.7333 142.340 .627 .874
7) Faculty exp& 113.1333 147.913 .495 .878
competence
8) Science & Maths 113.3000 147.517 .439 .879
emphasis
9) Creativity & enterprise 113.5000 136.466 .727 .870
10) Internal assessment 113.2000 148.924 .274 .883
11) Prin. communication 112.9000 139.128 .815 .870
12) Cutting edge 113.1000 143.334 .618 .875
programs
13) Administrative staff 112.7000 151.321 .385 .880
14) Parents' opinions 113.4333 138.875 .750 .871
15) Appreciation 113.0000 146.621 .459 .878
16) Principal' s 112.7667 143.289 .738 .873
trustworthiness
17) Interaction with 113.2667 137.375 .677 .872
parents
18) Discipline & Values 112.7667 143.909 .658 .874
19) Campus safety 112.7000 148.355 .497 .878
20) ICSE curriculum 112.7667 145.220 .524 .877
follow
21) Principal' s care 113.0333 144.102 .500 .877
22) Relief after talk 113.1333 145.430 .441 .879
258
23) AS courteous & 112.8667 149.637 .296 .882

prompt
24) Child Counselor 113.3667 141.275 .641 .874
25) Individual attention 113.1000 142.024 .534 .876
26) Fees reasonable 113.7333 153.720 .094 .887
27) Fees comparable 113.6667 154.368 .070 .887
28) Mode of payment 113.5000 159.500 .139 .892
29) More value for fees 113.5333 157.361 .050 .889
30) Fees utilization 113.3333 155.540 .041 .887
REL TBN Scale Statistics

116.9333 157.030 12.53116 30
259
Appendix-H
LOGISTICS COMMITTEE CHECK LIST
Item Details/Description Action

Members of the Mariadasu, Winnie, Deepa and More
committee
Objectives To facilitate smooth conduct of AIS
Tasks Everything from 'A' to 'Z' in logistics
Tea & Snacks Administrator Office, Winnie & Deepa
(twice)
Lunch (once) Express Caterers, Mariadasu
Seminar Launch • School auditorium (v") Mariadasu &
• Stage arrangements ( ¥') More
• Backdrop ( ¥')
• Lightings (v")
• Chairs (v")
• Sound system (v")
Seminar Venue • AV Room (v") Mariadasu &

• Stage & Lighting (v") More
• Window Curtains (v")
• Chairs & Tables (v")
• GD small rooms (v")
• Sound System (v")
• Laptops & Printer (v")
• Pen Drives (v")
• LCD+ Screen (v")
• Air-conditioning (v")
'
Stationery • Flip charts, Markers, Colored dots Mariadasu &
(v") More
• Cello tape & Scissors
(v")
• White paper & Loose chart papers
(v")
• Ball-pens, Pencils, Erasers, Sketch
Pens(v")
Registration Obtain signature of participants Mariadasu

Reception Receiving guests and directing them to Leena
venue
Power supply Generator backup (v") Electrician Basha
Amenities Drinking Water, WC Deepa
Time Management Winnie
··':
·.·
::
260
Appendix I
Financial Budget for Phase I of Development Plan (Oct 2010 - Sep 2011)
Approved Amount: Rs. 5,000,000 Source: School Development Fund
... •. ;.:.: .·.:···· ..
...
Item . . I I< ·.. ..
······
•.
..... • •.·.:.<.:·.• { Amq4iit

1. ISO Certification Consultant's Fee advance 40,000 60,000
Training & Logistics 20,000
2. Laptops for senior teachers 15 pieces @ 20,000 each 300,000
3. Staff Computer Lab + Hi-speed net Furniture 225,000
Air-conditioning (2 *32,000) 64,000 944,000
20 Table Tops (20*19,000) 380,000
Inverter, Modem etc. 45,000
Printers (2*10,000) 20,000
Photocopy machine 60,000
Internet leased line on shared basis 150,000
4. Website Construction of new website + uploading 75,000
5. Reception & Lobby Help Desk, Wait Lobby, Cubicles etc 375,000
6. Equipments for 6 classrooms LCD (6*45,000) 275,000 341,000
Audio System (6*5,000) 30,000
Shelf with wheels (6*6,000) 36,000
7. Up-gradation of VB&BB courts Volley Ball 600,000 120,000
Basket Ball 600,000
8. Indoor games hall Replacement of existing items 50,000 150,000
New items purchase 100,000
9. Renovation of AV Room Air-conditioning (4*32,000) 128,000 783,000
Wall paper, curtains 130,000
Sound proof doors & other furniture 525,000
10. Renovation of Staff Room Air-conditioning (2*32,000) 64,000 449.000

Partitioning, door & furniture 325,000
Equipments like cooler, coffee machine
60,000
11. Library Digital library & data bases 250,000 350,000
Replenishing with new books 100,000
12. Water coolers + purifiers Additional purchases (2*75,000) 150,000
13. Teachers' SD Training Program Pre-primary 25,000 105,000
Primary 40,000 and condary 40,000
14. Pupils' Career Counseling Seminar VIII, IX and X std pupils 15,000
(annual) Expert's Fees 10,000
Logistics 5,000
15. Annual Parent - Teacher Seminar Catering service 60,000 80,000
Expert's Fee 15,000
Logistics support 5,000
16. Makeover of gate on the main road Replacement of existing gate 150,000 325,000
Makeover+ all-weather security office
175,000
17. Electronic surveillance system Installation of CCTV cameras & monitors 200,000
(as per govt. order & soecifications)
18. Refurbishing school image Propaganda using print, electronic media and 150,000
playing host to educational events
19. Appreciation & Awards Fund Outstanding performance/ extraordinary 150,000
achievement etc 50,000
Undertaking research activities 50,000
Outstanding performance (Pupil) 50,000
20. Faculty Assessment Design Expert's fees+ seminar 100,000

Rounded off to 5,000,000 5,072,000
l61
Appendix J
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TDASSVMPTJONUNIVERSITYIJBB.

The Effect of Appreciative Inquiry (Al) as ODI on Organizational Planning and

A Dissertation Submitted in Partial Fulfillment of the Requirements

A Dissertation Submitted in Partial Fulfillment of the Requirements

The Graduate School/Faculty of Graduate School of Business, Assumption University,

Dean of Graduate School of Business, Kitti Phothikitti, Ph.D

DISSERTATION EXAMINATION COMMITTEE

Program Director of OD, Perla Rizalina Maturan Tayko, Ph.D.

Maria Socorro Cristina Fernando, Ph.D.

Somchai Tantasanee, Ph.D .

Kumiko Watanuki, Ph.D.

An increasing premium is being placed on providing generation future with a

A participatory action research method known as Appreciative Inquiry (using

The pre-ODI phase activities included a series of meetings with multiple

An important finding of the study is, as a result of the OD Intervention marginal

At a vulnerable point of time of my studies, Rev. Bro. Jose Valliara, Superior

My special thanks to all my class-3 colleagues notably Khun Sawat, Khun

Chandramouli P.More (Class -3)

List of Tables viii

Chapter 1: The potential challenge for Change 1

1.1 Generalities of the Study 1

1.2 Background of the Focal System 15

Chapter 2: Review of Related Literature, Theoretical Foundations and

2.1 Organization Development 36

2.4 Planned Change Models in OD 47

Chapter 3: Research Methodology 93

3.1 Action Research Design 93

Chapter 4: Presentation and Analysis of data 112

4.1 ATC Selection Workshop 112

Chapter 5: Summary, Conclusions and Recommendations 203

5.1 Summary 203

Tables Page No.

Figures Page No.

Figure 1.1: The Pyramid Approach ........................................................... . 14

Figure 1.2: St. Francis School (ICSE) Organization Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ... 17

Figure 2.1: The organization as an open system...................................................... 39

Figure 2.2: The Organization Development Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Figure 2.3: SWOT Matrix Model...................................................................... 49

Figure 2.4: The McKinsey 7- S Model............................................................... 50

Figure 2.5: SOAR Framework.......................................................................... 53

Figure 2.6: The shift in AI process from traditional process . . . . . . . . . ... . . . . . . . . . . . . . . . . . . . . . . . . . . . 59

Figure 2.7: The 4-D Cycle ................................................................................ 67

Figure 2.8: Gap Model of Service Quality .............................................................. 80

Figure 2.10: The Disconfirmation of Expectation Model ............................................. 84

Figure 2.11: The Conceptual Framework .......... , ..... , .............................................. 87

Figure 2.12: The Action Research Framework ......................................................... 90

Figure 3 .1: The Action Research Design ................................................................ 93

Figure 4.1: ATC selection process flowchart .......................................................... 114

Figure 4.2: Appreciative Interview Protocol ........................................................... 118

Figure 4.3: Appreciative Inquiry Summit flowchart................................................ 120

Figure 4.4: Development Plan in Action Research Loop ........................................ ; . 150

Figure 4.5: Action Research Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. . . . . .. . .. . . . . . . . . . . . . . . 151

The first chapter of this research highlights the importance of strong

foundations with regard to school education in this era of heightened globalization,

key definitions of terms used in the study.

1.1 Generalities of the Study

Globalization and the evolution of a knowledge-based economy have caused

competitiveness and sustained growth of a nation depends on the quality of the

decisive association between school education and economic competitiveness of a

country as captured by eminent educationist Sahlberg is presented in Table 1.1. This