“Transforming Service Excellence at Tribhuvan International Airport: Harnessing Appreciative Inquiry”

Introduction

The Civil Aviation Authority of Nepal (CAAN) is a cornerstone of Nepal’s aviation industry, with a legacy spanning 60 years. As the primary governing body overseeing air transport services, CAAN manages Tribhuvan International Airport (TIA), Nepal’s only international airport. Despite facing challenges such as limited physical infrastructure and adverse climatic conditions, CAAN has consistently provided commendable services, coordinating over 200 different organizations and managing a workforce of more than 1,500 staff members at TIA.

Tribhuvan International Airport: Nepal’s Gateway

TIA serves as the primary gateway to Nepal for both international visitors and Nepalese travelers. With over 50,000 passengers passing through daily, the airport plays a crucial role in shaping first impressions of Nepal and its culture. The behavior of airport staff, the quality of services, and the overall environment significantly influence travelers’ perceptions of the country. As a vital member of the global community, Nepal’s airport services are often compared to international standards, with a particular emphasis on staff behavior and the quality of facilities.

The Challenge: Service Quality and Perception

Historically, efforts to improve TIA’s service quality have often centered on enhancing physical infrastructure. However, tangible changes in service quality have remained limited. Recognizing this, Honorable Minister Yogesh Kumar Bhattarai, upon his appointment, prioritized collecting public feedback to identify areas for improvement. Analyzing over 100,000 responses, his team concluded that the key to enhancing service quality lies in changing the attitudes and behaviors of staff members, rather than focusing solely on infrastructural upgrades. Recognizing this, Honorable Minister Yogesh Kumar Bhattarai initiated a novel approach focusing on the attitudinal and behavioral aspects of service delivery.

The Solution: Appreciative Inquiry Training

To foster a positive organizational culture at TIA, Honorable Minister Bhattarai engaged with experts in Appreciative Inquiry—a change management approach that focuses on identifying and leveraging an organization’s strengths. This approach was deemed crucial for cultivating a positive work environment and improving service quality. Consequently, Dr. R.C. Lamichhane and his team were invited to conduct a comprehensive training program for the airport’s 1,467 staff members from September 1-6, 2019.

The training, inaugurated by Minister Bhattarai, aimed to instill positive thinking, enhance interpersonal skills, and promote a customer-centric approach among the staff. Appreciative Inquiry facilitated a shift from a deficit-based mindset, focusing on problems, to a strengths-based approach that seeks to amplify positive potential within the organization.

https://www.youtube.com/watch?v=yG8c3JCE_z0

Review of Application of AI in various International Airport

Appreciative Inquiry (AI) has been effectively utilized across various sectors of airport and airline management worldwide to foster a positive organizational culture and enhance service quality. In customer service, airports like Schiphol and Changi have leveraged AI to identify and amplify best practices, leading to improved passenger satisfaction and staff engagement. In employee engagement and performance, AI has been used to reduce turnover and increase job satisfaction, as seen in major U.S. airports. This method has also been pivotal in organizational restructuring and change management, facilitating smoother transitions and better interdepartmental cooperation, exemplified by initiatives at Heathrow Airport. Additionally, AI has been applied to develop leadership skills, promote a strong safety culture, and encourage innovation, demonstrating its versatility and effectiveness in driving positive change across the aviation industry. (Based on Google Search)

Training Impact and Testimonials

The AI training program profoundly impacted participants, fostering a sense of ownership and accountability. Below are some of the testimonials and observations that highlight the program’s effectiveness:

Rajkumar Khatri, General Manager of TIA:“Post-training, we’ve observed a remarkable change in staff attitude. The training emphasized the importance of every interaction, no matter how small, in shaping our airport’s reputation. Our staff now approach their roles with a renewed sense of purpose, understanding that they are the face of Nepal to the world.”

Mohan Bhujel, Retired Police Officer and Staff Member of Sky Chef:“This training was a revelation. It not only enhanced our skills but also uncovered our hidden potential. We learned to see challenges as opportunities, fostering a positive outlook that is crucial in our line of work. The concept of positive cores—focusing on what we do well—has been particularly empowering.”

Ramesh Kumar Mahat, Air Traffic Controller: “The most significant takeaway for me was the understanding of self-respect and its impact on our professional lives. Appreciative Inquiry taught us to value ourselves and each other, which is fundamental to maintaining high service standards. This training has equipped us with the tools to enhance not just our professional lives but our personal lives as well.”

Reshu Singh, Station Manager, Turkish Airlines: “The training inspired us to find positivity in every situation, no matter how challenging. This mindset shift is crucial in an environment as dynamic as an international airport. We’re now more proactive in addressing issues, and there’s a noticeable improvement in teamwork and communication.”

Sanjaya Kumar, Head of RCC Department: “Appreciative Inquiry has helped us understand the power of teamwork and trust. The training emphasized the importance of cohesive action and mutual respect. The transformation in our workplace culture is evident, and we’re more united in our efforts to improve service quality.”

Pratap Babu Tiwari, Deputy General Manager of TIA: “The training fostered a sense of interdependence among staff members from different organizations operating at the airport. This increased cohesiveness has led to better collaboration and a shared vision for TIA’s future. We’re committed to maintaining this positive momentum.”

Station Manager, Druk Air: “The AI training encouraged us to think creatively and innovatively. It has shifted our approach from a problem-centric view to one that seeks out opportunities in every challenge. This new perspective is crucial for adapting to the evolving needs of our passengers.”

The Four Phases of Appreciative Inquiry at TIA: Motivation and Impact on Service Quality and Organizational Capacity

The Appreciative Inquiry (AI) process, applied at Tribhuvan International Airport (TIA), follows a structured methodology that guides participants through four key phases: Discover, Dream, Design, and Destiny/Deliver. Each phase played a critical role in motivating staff, enhancing service quality, and strengthening organizational capacity.

1. Discover: Identifying Strengths and Successful Practices

Motivation through Recognition: The Discover phase is centered around identifying and acknowledging the existing strengths and successful practices within the organization. At TIA, this meant recognizing the dedication, resilience, and hard work of the staff members, even in the face of challenging conditions such as limited infrastructure and adverse weather.

This phase was motivational for several reasons:

• Positive Reinforcement: Recognizing employees’ efforts and successes fosters a sense of pride and validation. This positive reinforcement boosts morale and encourages staff to continue their good work.
• Sense of Belonging: By highlighting collective achievements, the Discovery phase helps employees feel more connected to the organization’s mission and values. This sense of belonging enhances loyalty and commitment.
• Increased Self-Efficacy: When employees see their contributions being valued, it enhances their belief in their capabilities, known as self-efficacy. This belief is crucial for encouraging proactive behavior and a willingness to take on new challenges.

Impact on Service Quality and Organizational Capacity:

• Improved Morale and Engagement: A workforce that feels appreciated is more likely to be engaged and motivated, leading to improved service delivery and customer satisfaction.
• Foundation for Continuous Improvement: Recognizing strengths provides a solid foundation upon which the organization can build. It shifts the focus from merely fixing problems to enhancing what already works well, fostering a culture of continuous improvement.

. Dream: Envisioning a Positive Future

Motivation through Vision: The Dream phase involves envisioning what the organization could achieve if it fully leveraged its strengths. At TIA, this phase was about imagining an airport where service excellence is the norm, and every passenger interaction is a positive experience.

This phase motivated staff by:

• Inspiring Aspiration: Crafting a compelling vision of the future inspires employees to aim higher and work towards shared goals. It generates excitement and enthusiasm about what is possible.
• Aligning Personal and Organizational Goals: When employees see how their roles contribute to a larger, positive vision, they are more likely to align their personal goals with organizational objectives, increasing motivation and commitment.
• Fostering Innovation: A future-focused vision encourages creative thinking and innovation. It opens up possibilities for new ways of working, enhancing both efficiency and effectiveness.

Impact on Service Quality and Organizational Capacity:

• Enhanced Service Standards: A clear vision of service excellence helps define the standards that the organization aims to achieve. This clarity guides staff behavior and decision-making, improving overall service quality.
• Strategic Alignment: Envisioning a shared future helps align various departments and teams towards common objectives, ensuring that all parts of the organization are working cohesively towards the same goals.

3. Design: Creating the Ideal Processes and Structures

Motivation through Participation: In the Design phase, participants collaboratively design the processes and structures needed to achieve their vision. This phase at TIA involved developing further strategies, revising customer service protocols, and improving communication channels.

Goal: Foster Excellence in Service and Credible, Trustworthy and Accountable Behavior

The overarching goal is to establish TIA as a beacon of service excellence, characterized by credible trustworthy, and accountable behavior, which in turn enhances the airport’s reputation and passenger experience.

Objective: Escalate All Strengths and Create a New Brand for TIA

• Escalate All Strengths: This involves identifying and leveraging the existing strengths within the organization, including employee skills, established practices, and positive cultural elements.
• Create a New Brand for TIA: Develop a refreshed brand identity for TIA that reflects its commitment to service excellence, reliability, and customer satisfaction.

To effectively foster excellence in service and credible, trustworthy behavior at Tribhuvan International Airport (TIA), it is crucial to approach the initiative from a strategic perspective. This involves setting clear goals, objectives, and detailed plans for each key component. Below, each component is explored, aligning with the overall goal and objectives:

1. Behavior and Performance of Human Resources

• Goal Alignment: Align employee behavior and performance with the goal of service excellence and credible behavior.
• Training and Development: Implement continuous training programs focusing on customer service, ethical behavior, accountability, and effective communication.
• Incentives and Recognition: Establish a system of incentives and recognition to reward positive behavior and exceptional performance, thus motivating employees to embody the desired attributes.
• Recruitment and Selection: Enhance recruitment processes to prioritize candidates who demonstrate a strong alignment with the desired behaviors and values.

Desired Outcomes:

• Employees consistently demonstrate positive, responsible, accountable, and smart behaviors.
• A workforce committed to personal and professional excellence, contributing to a trustworthy organizational image.

2. Organizational Culture

• Culture Assessment: Conduct a thorough assessment of the current organizational culture to identify strengths and areas for improvement.
• Cultural Transformation Programs: Design and implement programs aimed at fostering a culture of excellence, inclusivity, and continuous improvement.
• Leadership Development: Develop leaders at all levels who embody and promote the desired cultural attributes, acting as role models for others.

Desired Outcomes:

• A cohesive organizational culture that values excellence, transparency, and customer-centricity.
• Enhanced employee engagement and satisfaction, contributing to a positive workplace environment.

3. Resources in Technology

• Technology Audit: Evaluate current technological resources to identify gaps and areas where upgrades or new investments are needed.
• Strategic Investment: Plan and allocate resources for the acquisition of advanced technology that supports operational efficiency, such as customer service tools, data analytics, and automation systems.
• Training on Technology Use: Ensure that employees are adequately trained to use new technologies effectively and efficiently.

Desired Outcomes:

• Enhanced operational efficiency and service delivery through modern, user-friendly technology.
• Improved data management and analytics capabilities, allowing for better decision-making and customer insights.

4. Organizational Formal Structure

• Structure Review: Review the existing organizational structure to ensure it supports agility, collaboration, and effective decision-making.
• Redesign for Efficiency: If necessary, redesign the structure to reduce bureaucratic layers, clarify roles and responsibilities, and streamline processes.
• Interdepartmental Coordination: Enhance coordination between departments to ensure seamless service delivery and a unified approach to achieving organizational goals.

Desired Outcomes:

• A streamlined and efficient organizational structure that facilitates quick decision-making and effective collaboration.
• Clear roles and responsibilities that enhance accountability and performance.

5. Monitoring and Evaluation Mechanism

• Performance Metrics: Develop clear metrics to measure performance in key areas, such as customer satisfaction, service efficiency, and employee engagement.
• Regular Reviews: Implement regular reviews and assessments to evaluate progress towards the goal and objectives.
• Feedback Loops: Establish feedback mechanisms to gather input from employees and customers, ensuring continuous improvement.

Desired Outcomes:

• A robust system for tracking progress and identifying areas for improvement.
• Continuous adaptation and enhancement of strategies and practices based on feedback and performance data.

By strategically addressing each component from a new strategy development perspective, TIA can systematically foster excellence in service and credible, trustworthy behavior. The alignment of human resources, organizational culture, technology, formal structure, and monitoring mechanisms with the goal and objectives will not only enhance service quality but also contribute to building a strong, positive brand identity for TIA. This comprehensive approach ensures that the airport is well-positioned to meet the evolving needs of passengers and stakeholders, establishing itself as a leader in the aviation industry.

Outcomes of the Designing Process

• Empowerment through Involvement: Involving staff in the design process empowers them by giving them a voice in shaping the organization’s future. This inclusion fosters a sense of ownership and accountability.
• Skill Development: As staff engage in designing new processes, they develop new skills and competencies. This professional growth enhances their confidence and commitment to implementing the changes.
• Shared Responsibility: Collaborative design fosters a sense of shared responsibility for the outcomes. When staff contribute to creating solutions, they are more invested in their success and more likely to support their implementation.

Impact on Service Quality and Organizational Capacity:

• Tailored Solutions: The collaborative approach ensures that the solutions designed are practical and tailored to the specific needs of the organization, leading to more effective and sustainable improvements in service quality.
• Enhanced Capacity for Change: By involving staff in the design process, the organization builds its capacity to manage change. This participatory approach creates a more adaptable and resilient workforce, capable of responding to future challenges and opportunities.

4. Destiny/Deliver: Implementing and Sustaining Positive Change

Motivation through Commitment: The Destiny or Deliver phase focuses on implementing the designed changes and sustaining the momentum. This involves continuous monitoring, feedback, and adaptation to ensure that the positive changes are embedded in the organization’s culture. The delivery process highlighted;

• Celebrating Successes: Recognizing and celebrating small wins during the implementation process reinforces positive behavior and keeps morale high.
• Continuous Learning and Improvement: Ongoing feedback mechanisms provide opportunities for learning and improvement, which motivates staff to continually refine their skills and processes.
• Building a Positive Culture: Sustaining positive changes fosters a culture of excellence and continuous improvement. This environment motivates employees to maintain high standards and strive for ongoing development.

Based on the insights gained during the training, participants crafted personal action plans aimed at enhancing both their professional and personal qualities of life. This comprehensive approach ensures that the positive changes envisioned during the training are effectively translated into practical actions. Participants identified specific areas where they could improve their professional skills and behaviors to better align with the goals of service excellence and trustworthy behavior.

Elaboration on Personal Action Plans

1. Professional Development Plans

Customer Service Excellence: Many participants committed to improving their customer service skills by adopting best practices learned during the training. This included active listening, empathy, clear communication, and problem-solving techniques to enhance passenger interactions.

Accountability and Responsibility: Employees planned to implement strategies to increase their accountability and responsibility at work. This involved setting personal performance goals, regularly reviewing their progress, and seeking feedback from supervisors and peers.

Team Collaboration: Recognizing the importance of teamwork, participants outlined steps to foster better collaboration with colleagues. This included participating in team-building activities, improving communication channels, and supporting a culture of mutual respect and cooperation.

Leadership Skills: Some participants aimed to develop their leadership abilities, even if they were not in formal leadership roles. This included taking the initiative in projects, mentoring junior staff, and exemplifying positive behaviors that others could emulate.

2. Personal Development Plans

Participants also focused on improving their personal lives, understanding that personal well-being significantly impacts professional performance. These plans included:

Work-Life Balance: Many employees recognize the need to achieve a better balance between their professional and personal lives. They planned to manage their time more effectively, set boundaries to prevent work from encroaching on personal time and engage in activities that promote relaxation and mental well-being.

Continuous Learning: Participants committed to lifelong learning by setting goals for continuous personal education. This involved enrolling in relevant courses, reading industry-related materials, and staying updated with the latest trends and practices in aviation and customer service.

Health and Wellness: Understanding the connection between health and productivity, employees made plans to improve their physical and mental health. This included regular exercise, healthy eating, mindfulness practices, and seeking support for mental health issues if needed.

Positive Attitude: Employees planned to cultivate a positive attitude in their personal lives, which would naturally extend to their professional interactions. This included practices such as gratitude journaling, positive affirmations, and focusing on strengths rather than dwelling on challenges.

3. Implementation and Monitoring

To ensure the effective implementation of these personal action plans, participants outlined specific steps and timelines:

Setting SMART Goals: Participants were encouraged to set Specific, Measurable, Achievable, Relevant, and Time-bound (SMART) goals for each aspect of their action plans. This approach ensures clarity and feasibility.

Regular Self-Assessment: Employees planned regular self-assessment check-ins to monitor their progress. This involved reflecting on their achievements, identifying areas for improvement, and adjusting their plans as needed.

Seeking Support: Recognizing the importance of support, participants planned to seek guidance and mentorship from supervisors, colleagues, and external resources. This support system would provide encouragement, accountability, and valuable feedback.

Celebrating Successes: To maintain motivation, participants are committed to celebrating their successes, no matter how small. Acknowledging progress and rewarding themselves for achieving milestones would help sustain their efforts over time.

The creation of personal action plans based on the training ensures that the participants are well-equipped to implement positive changes in both their professional and personal lives. By setting clear goals, engaging in continuous learning, and fostering a positive work-life balance, employees are better positioned to contribute to TIA’s vision of service excellence and trustworthy behavior. This holistic approach not only enhances individual well-being but also strengthens the overall organizational capacity, leading to sustained improvements in service quality and customer satisfaction.

Impact on Service Quality and Organizational Capacity:

Consistent Service Quality: By embedding positive practices into the organizational culture, TIA can ensure consistent and high-quality service delivery, which enhances customer satisfaction and loyalty.

Sustained Organizational Growth: The focus on sustaining positive change helps the organization grow and evolve, building its capacity to meet future challenges and leverage new opportunities.

Resilient Workforce: A culture that values continuous improvement and adaptability fosters a resilient workforce capable of thriving in a dynamic and competitive environment.

The Appreciative Inquiry process at TIA not only motivated the staff but also laid a strong foundation for enhancing service quality and strengthening organizational capacity. By focusing on strengths, envisioning a positive future, designing practical solutions, and committing to sustained change, TIA has positioned itself for ongoing success. The motivation generated through this process is not just about immediate improvements but about fostering a long-term culture of excellence and innovation. This transformation not only benefits the employees and the organization but also enhances the overall experience for passengers, contributing to a positive perception of Nepal on the global stage.

The Role of AI in Enhancing Organizational Capacity

Appreciative Inquiry has proven to be an effective tool for organizational change, particularly in service-oriented sectors. Its emphasis on positivity, collaboration, and collective strength aligns well with the needs of a complex organization like TIA. The training program not only enhanced individual skills but also fostered a shared sense of purpose and commitment among staff.

The testimonials highlight several key areas of impact:

Increased Ownership and Accountability: Staff members reported a greater sense of responsibility toward their roles and the overall mission of TIA. This shift is crucial for maintaining high standards of service and ensuring consistent performance across the board.

Enhanced Teamwork and Communication: The training emphasized the importance of collaboration and effective communication, leading to a more cohesive work environment. This is particularly important in a setting where multiple organizations operate under one roof.

Positive Mindset and Proactivity: Participants developed a more positive outlook, viewing challenges as opportunities rather than obstacles. This mindset is essential for fostering innovation and adaptability, particularly in a dynamic and competitive environment like an international airport.

Commitment to Continuous Improvement: The training instilled a commitment to ongoing personal and professional development. Staff members expressed a willingness to continue learning and improving, which is critical for maintaining long-term success.

Future Directions and Sustainability

The success of the AI training program underscores the importance of continuous investment in staff development. To sustain the positive changes, TIA management should consider the following strategies:

Ongoing Training and Development: Regular refresher courses and advanced training modules can help reinforce the principles of AI and ensure that staff members remain engaged and motivated.

Performance Monitoring and Feedback: Implementing a robust system for monitoring performance and providing feedback is essential for maintaining high standards of service. This system should include mechanisms for recognizing and rewarding exemplary behavior.

Strengthening Organizational Alignment: Aligning TIA’s strategic goals with the principles of AI will help ensure that the organization continues to move towards its vision of service excellence. This involves integrating AI principles into all aspects of organizational planning and decision-making.

Fostering a Culture of Appreciation: Cultivating a workplace culture that values appreciation and recognition can help sustain the positive changes initiated by AI training. This includes acknowledging the contributions of staff members and celebrating successes, both big and small.

https://www.youtube.com/watch?v=DwxhHTvIrrg

Conclusion

The Appreciative Inquiry training at Tribhuvan International Airport marks a significant step towards transforming the organization’s culture and enhancing service quality. By focusing on strengths, fostering positive thinking, and encouraging collaboration, TIA has set a strong foundation for ongoing improvement and growth. The testimonials and feedback from participants underscore the transformative impact of the training, highlighting a renewed sense of purpose, commitment, and optimism among staff members.

As TIA continues to develop and refine its service offerings, the principles of Appreciative Inquiry will play a crucial role in guiding the organization toward its goal of becoming a leading international airport known for its exceptional service quality and positive work culture. Continued investment in staff development, combined with a strategic focus on leveraging organizational strengths, will be key to sustaining this positive momentum and achieving long-term success.

The End

Date of Published 1 August 2024. 9:00AM