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Learning and organisational development

Learning and organisational development techniques and methods that support the DEEP approach

The DEEP approach draws on a range of research-informed methods in learning and organisational development, many of which have been developed in other disciplines, e.g. education, health, participatory democracy and community development.

These include:



Appreciative Inquiry (Cooperrider and Whitney 2000)

A collaborative and appreciative approach to development in five stages, i.e. define, discover, dream, design and deliver

Experience Based Co-Design (Bate and Robert 2007)

An approach to development based on gathering stories of experience - the highs and lows and then exploring the implications

Exploratory Talk (Mercer and Littleton 2007)

A set of ground rules and way of inclusively talking and thinking together

Community of Enquiry (Lipman 2003)

A ten-step approach to generating and exploring important questions, assumptions and implications in response to an ‘evidence’ stimulus

Most Significant Change (Davies and Dart 2007)

A storytelling approach to evaluation with an emphasis on learning in complex and emerging contexts

In some of our DEEP development work, we have combined different techniques, e.g. the use of Community of Enquiry to strengthen the quality of dialogue learning in Most Significant Change. As the DEEP programme work has developed, we have also drawn on other techniques as appropriate, for example in using Mantle of the Expert (Taylor 2016) in the early stages of co-producing a mental health recovery college with staff and people with mental health difficulties.

A diverse range of respected academics have helped to shape and refine the DEEP approach. These include Sandra Nutley (University of St Andrews), Martin Webber (University of York), Neil Mercer (University of Cambridge), Peter Beresford (University of Essex) and Jo Rycroft-Malone (University of Lancaster).