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Appreciative inquiry seeks to identify and understand the reasons for project achievements and
successes. The focus is not on identifying issues or problems and addressing them, but on
identifying strengths and what works and building on that. Review the claims and limits of
appreciative inquiry in a development context, and its implications for project management.
Project Management: Introduction
The management of a project is often considered to be important for businesses primarily
because of the reasons that it solves the potential problems of business and the same also results
in seizing problems. The adequate management of a project leads to clear understanding of
needs, expectations and the respective measures of success of the clients. As a result, it leads to
the establishment of effective and collaborative partnerships and relationships which becomes a
win-win situation for all the parties involved. Furthermore, the importance of project
management lies in building ownership and the required degree of commitment in the task
involved and the project which is to be undertaken. It facilitates the achievement of the desired
results and the outcomes that are proposed after the successful completion of the project. It
mobilizes the resources and the factors of production including the people (human resource)
which is vital, in order to get the stipulated work done in an organized manner with transparency
and certain degree of accuracy (Shelton, 2000).
Project Management Strategy
The above stated importance of project management highlights the importance of following a
clear and concrete approach in implementing the project management strategy. The knowledge
and skills of the involved personnel, their values and beliefs, experience and self awareness,
respective leadership styles, expectations of management, organizational culture and climate and
the needs of the stakeholders are amongst some of the important factors that one should be
mindful of before the selection of choosing a clear project management strategy (Miller, 2002).
Appreciative Inquiry: As a useful Tool
It is often seen and witnessed in organisations that the focus lies in finding loopholes and faults
in the system rather than appreciate the gratefulness of those involved. Thus, negative fault
finding overlaps the positive appreciation deserved by many. This is where the importance of

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Appreciative Inquiry is lies as it acts as an alternate tool (apart from the traditional methods)
available to the concerned senior management officials in order to solve problems. The very
focus of attention is now diverted towards the positives and the strengths of the organization
which can be intuitively used to wipe out the shortcomings that are proving to become a
hindrance in the overall and successful completion of a project. As an example, the methods
involved in Appreciative Inquiry makes considerable use of interviewing techniques and
storytelling to explore the various possibilities and also to encourage the creative side of the
employees which proves to be of immense importance in the research and development
industries. Hence, as a result, it generates an image which is collective in nature and promises a
better future for the organization. It explores the best of what is available in the organization so
that the organization is not left behind in utilizing the same to its potential rather than using all
the energy in finding out the negatives and chasing down the same which is potentially an
unproductive activity (Zackrison, 2003).
To appreciate the importance of Appreciative Inquiry, consider the example of a bank that
recently launched new operating software in all the bank computers with the objective of
bringing about greater efficiency in the operations. This change was not welcomed by many
existing employees who were reluctant to change and complained in adapting to the new
software due to their respective various reasons. The situation got worse for the organization and
two Information Security departments got into serious confrontations with each other. This
problem had ultimately to be solved by the Human Resource Department of the bank who first
tried the traditional problem solving approach. It did not help. The senior management relied on
a third party and hired an external consultant to solve the problem. The hired consultancy used
the Appreciative Inquiry method to solve the problem at hand. The very first step that this
external consultancy initiated was stopping the finger pointing at each other of the two
departments and hence finally succeeded in getting everything back in place. They made use of
the facts that did not change rather than explaining what had changed. It seemed like addressing
the same problem with a newer perspective. This is what essentially Appreciative Inquiry
method does in the management of a project. It deals with presenting the things in a much
positive manner focusing more on the positive rather the negatives which spreads faster and is
unproductive (Miller, 2002).

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Evaluation of Appreciative Inquiry relative to Problem Solving
Many management experts have believed and argued the importance of problem solving
approach as the only best option available in order to solve the problems that exist within an
organization. This part addresses the steps that the problem solving approach adopts and further
it also evaluates the Appreciative Inquiry approach. In the problem solving approach, the
problem at hand is identified in detail and the causes of the same are analyzed. A team of experts
and often experienced senior management in consensus decide the possible solution to address
the problem. Finally, the action plan is made and plans to implement the same. The basic
assumption of the problem solving approach is that the problem and the related parties needs to
be fixed in order to solve the problem. On the other hand, under Appreciative Inquiry deals with
identification of what is the best and also values the same. It further envisions what might be,
that is explores the various alternatives and options and forecasts adequately. It also dialogues
what ought to be and innovates what would be. The basic assumption of the Appreciative Inquiry
approach is that an organization and human resource has limitless possibilities that needs to be
adequately explored for the better of the organization (Zackrison, 2003).

Source:

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The above figure identifies the Appreciative Inquiry approach in a figure. It shows the different
phases such as learning and discovering, envisioning results, delivering outcomes, defining and
committing. Appreciative Inquiry in itself is a very positive method of dealing with the various
endeavors that arise at various times and stages in an organization (Whitney, 2003).
Also, the process of Appreciative Inquiry is also very interactive and simple. It allows input from
both the sides rather than only one side as in traditional methods where the employer because of
their inherent powers had all the say irrespective of whether they were correct or not. The
Appreciative Inquiry approach begins with an ice breaking or rapport building session and
questions which involve details about self, organization and the involved work. The focus is then
shifted to the topic that are under inquiry such as that of teamwork, communication, decision
making etc. then, it is followed by a set of creative appreciative set of questions which explores
the future and the topic and the possible questions. The inquiry interview is conducted and
different aspirations, dialogues and uncovered themes are discussed. It concludes with proactive
statements of commitment and action plans that are to be followed for the successful completion
of the project (Shelton, 2000).
Limitations of Appreciative Inquiry
This part of this paper identifies the potential drawbacks of Appreciative Inquiry as a tool in
implementation of a Project Management strategy. An identified problem can be potentially
ignored just because the organization is too busy in focusing on their respective strengths. This
might lead some of the employees to become complacent and misuse and act in an unethical
manner just because of the simple reason that they are aware that the organization have become
reluctant in taking too strict an action while dealing with the drawbacks of the organization.
Apart from this, the Appreciative Inquiry is certainly not applicable to all the circumstances as
the senior management is often required to punish the culprits to set an example to problems that
might cause serious problem and threat to the organization (Collins, 2003).
Conclusion
It can be commented from the above discussion that the method of choosing a project
management strategy is very important. One is likely to ask less about the strategy if the fate of
the project is good, but still, the importance is likely to be understood more by those who were

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involved in the project day in and day out. Apart from some of the above mentioned limitations,
Appreciative Inquiry as a method is a very different approach that offers the employees creative
ways to work efficiently on a project. They are given higher degree of empowerment so that they
can use their specialization i.e. where they are best at in order to contribute efficiently in the
successful completion of a respective project (Miller, 2002).
References
Collins, D. (2003). The branding of management knowledge: Rethinking management fads.
Journal of Organizational Change Management, 16, 186-205.

Miller, D., & Hartwick, J. (2002). Spotting management fads. Harvard Business Review, 80(10),
26-27.
Shelton, C. (2000). New work, new ways. Gary Johnsons Brave New Work World & New Work
News. Retrieved from http://www.newwork.com/Pages/Contributors/Shelton/NewWays.html

Whitney, D., & Trosten-Bloom, A. (2003). The power of appreciative inquiry. San Francisco:
Berret- Koehler.

Zackrison, R. E., & Freedman, A. (2003). Some reasons why consulting interventions fail.
Organization Development Journal, 21(1), 72-74.