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| Appreciative Inquiry |
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| Introduction |
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Appreciative Inquiry (AI) was developed by Dr.
David Cooperrider and his colleagues as a new paradigm with the
potential to replace the conventional problem-solving methods of
organization development.
In everyday life, most people and organizations are constrained by
the perception that their resources, and hence their horizons,
are limited. This perception -- that we must "face
realities" -- is without a doubt the greatest single constraint on
human imagination, vision and enterprise.
Appreciative inquiry begins with a different set of assumptions.
We begin with the belief that we have a choice -- that we can
consciously choose (in the Gestalt sense) what we "see" and
act upon. In both the personal and social realms, we can choose to
focus on problems, needs and deficits -- the traditional
problem-solving approach. Or we can choose to see possibilities,
capabilities and assets -- the basis of appreciative inquiry.
By focusing on what's right, rather than what's wrong with an
organization, an individual or even a society, AI gives us access
to the kind of energy that can be transformative. Having that kind
of energy to work with gives us the confidence to develop and pursue a
new image of the future.
A key question: If you want to inspire, mobilize and sustain
human energy which is the most effective way -- by focusing on problems
or pursuing possibilities?
AI is a generative process that gives us a way to bring
possibilities to life and develop our capacities. Through a carefully
developed set of questions and a process of dialogue, we uncover stories
of our "peak experiences" -- those moments in our lives when
we felt most effective, most connected, most alive.
These stories provide irrefutable proof of our actual
capabilities. They give rise to new images
of what the future could be. They raise our sights, energize us
and give us the courage to dream and act boldly.
Rather than "accepting reality," we see that what we call
"reality" is defined by what we choose to see, what we choose
to think and talk about, what we choose to act upon. It follows
that we have the capacity to create the kind of future we desire.
Description taken from: http://www.appreciative-inquiry.org/
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| Problem solving versus appreciative Inquiry |
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Problem Solving
 | What to fix |
| Underlying grammar = problem, symptoms, causes, solutions, action
plan, intervention |
| Breaks things into pieces & specialties, guaranteeing
fragmented responses |
| Slow! Takes a lot of positive emotion to make real change. |
| Assumes organizations are constellations of problems to be
overcome |
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Appreciative Inquiry (AI)
| What to grow |
| New grammar of the true, good, better, possible |
| “Problem focus” implies that there is an ideal. AI breaks open
the box of what the ideal is first. |
| Expands vision of preferred future. Creates new energy fast. |
| Assumes organizations are sources of infinite capacity and
imagination |
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| How does it work? |
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First, understand the positive core of a living system. What makes
it most effective and vital, in economic, ecological and human
terms?
- We move in the direction of our deepest and most frequently
asked questions.
- Positive guiding images of the future trigger action in the present.
- Images are found in our dialogue with each other.
- Ratio of positive to negative statements is a success factor for
change.
Individuals & groups can then weave the best of what is into
formal and informal practices.
This new approach to change, based on the power of the positive
question, has emerged from revolutions in many fields.
Organizations work best when they are vibrant, alive and fun. You
know, when the "joint is jumping!" You can sense that the
spirit of the organization is vital and healthy and that people feel
pride in their work. Everyone builds on each other's successes, a
positive can do attitude is infectious and the glow of success is
shared. What's more, this positive energy is appreciated and celebrated
so it deepens and lasts.
- Tell me about a time when you experienced positive energy that was
infectious. What was the situation? What created the positive
energy? How did it feel to be a part of it? What did you
learn?
- If positive energy were the flame of the organization, how would
you spark it? How would you fuel it to keep it burning bright?
4 Generic Questions to start the process:
- Best experience. A time when…
- What do you value about… yourself, work, organization.
- What do you think is the core life-giving factor or value of your
organization –that which if it did not exist would make your
organization totally different than it currently is?
- If you had three wishes for this organization, what would it be?
Typical Project Start-up
| Choose the topic: combine themes from generic interviews with
research questions. |
| Agree on desired outcomes & CSF; |
| Agree on how to get there |
| Develop draft interview protocol |
| Practice interviews; develop interview guidelines |
| Plan for collecting & “analyzing” the data |
| Plan for how the process will drive change. |
Why it works
| Doesn’t focus on changing people => Relief that the message
isn’t about what they’ve done wrong or have to stop doing. |
| Invites people to engage in building the kinds of organizations
and communities that they want to live in. |
| Helps everyone see the need for change, explore new possibilities,
and contribute to solutions. |
| Through alignment of formal and informal structures with purpose
and principles, it translates shared vision into reality and belief
into practice. |
| Assumptions => conversation => dominant images =>
individual acts at both conscious and unconscious levels =>
organizational infrastructure. |
| Organizations manifest human imagination. Learnings that surface
through AI shift collective image. |
| Process responds to three truths about human nature:
* Exceptionality: We’re all exceptions. We respond best
when this is noticed & conditions for exceptional performance
are enhanced.
* Essentiality: We each need to be seen as essential to the
group. If we “lift up” meaningful contributions, it creates a
compelling guiding image for others
* Equality: Creates a way for the organization to be in “full
voice” about the true, good, better, possible. |
Summary
- A high-participation, full-voice process targeted at
organizational innovation
- A learning process to identify and disseminate best practices
- A way of managing and working that fosters positive communication
and can result in the formation of deep and meaningful relationships
- Can be used to radically redesign the governance structures and
processes of an organization.
- Mobilizes strategic change by focusing on the core strengths of an
organization, then using those strengths to reshape the
future.
More tools and resources are found at: http://appreciativeinquiry.cwru.edu/
(Most information on this page is taken from sources available here)
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| Application Areas |
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| Leadership & Management Development |
| Work Process Redesign |
| Team Development |
| Organization Culture |
| Change Employee Development |
| HR Practices: Staffing, Orientation, |
| Performance Management |
| Communications |
| Collaborative alliances & joint ventures |
| Community & customer relations |
| Diversity initiatives |
| Strategic Planning |
| Focus Groups |
| Benchmarking |
| Surveys |
| Evaluation to Valuation |
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