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Appreciative Inquiry

The Philosophy
“The worl d we have mad e as a resul t of t he lev el of thinki ng
we have done t hus far crea tes pro ble ms we ca nnot solve at
the same l evel of t hink ing at whi ch we creat ed the m” –
Albert E inst ein

Ne w Chal leng es Requi re New T hinki ng F irst

You can not solve a problem f rom th e mindse t t hat creat ed i t


Breaking it up
“Ap-pre-ci-at e, v” “In-qu ire, v”
“… to value or a dm ire “… to sea rch int o,
highl y; t o ju dge wi th invest iga te ; t o see k f or
heigh ten ed und erst andi ng; inf orm ation by
to reco gnize wit h que st ioni ng. ”
gratit ude. ”
 Assumptions of appreciative inquiry:
What we f ocu s on b ecomes our rea lit y
Th e a ct of askin g que stions of an organ isat ion or
grou p in fl uence s the group in s ome way
 People have m ore conf ide nce and comf ort t o journ ey
to t he fu tu re (th e unknow n) when t he y carry
forward pa rts of t he past (t he know n)
 If we carry part s of th e past fo rward, t hey shoul d be
wh at i s best about t he past
 The la nguag e we use crea tes ou r reali ty
Evidence
Our image of the
future drives our
ACTION!
Wh en o rg aniz atio ns o r g ro ups ca pture p osit iv e ima gery
in te rn ally and ma ke it v isi ble , it st arts to drive ch ange in
an in div id ualis tic , se lf -d ire ct ed w ay. I t c re ate s a s ense
of fo cu s.

Pygmalion Effect Internal Conversations


Change a teacher’s image of a Studies of pre and post operative
student, and their behavior changes patients. Difference in recovery
toward the student, improving between positive and negative
student performance imagery.

Sports
Vivid visualization of one’s performance
guides physical performance. Speed of
learning when only correct images are
reviewed.

Placebo Effect
Sociology Help someone construct an
The study of problems creates an image of how something might
increase in number & severity of happen, and it drives behavior
problems. But opposite also occurs. which creates a change
in that direction
Appreciative Inquiry
The Process
More than a meth od or techn ique , the appreci at ive mode
of inqu iry is a mean s of livi ng wit h, being wi th, and
direct ly pa rticipa ti ng in the li fe of a human syst em in a
way that compel s on e to inq uire int o the deeper li fe -
generat ing essent ials and pot ent ia ls of orga nizat ional
exist ence.
- David Co operri der
AI…
• Focuse s organiz at ions on t he ir most po sit ive q uali ties.

• Leverage s those quali ties t o enha nce t he organ izat ion

• Apprecia ti ve In qui ry is the s tudy of w hat works wel l.


Comparison of Empirical Process vs. Appreciative Process

• Defi ne t he immed iat e • Search f or solut io ns t hat


problem already exi st .
• Ampl if y what is wor king
• Fix wha t is broken
• Focus on lif e-gi ving
• Focus on de cay force s

• What probl ems are you • What is worki ng wel l


having? around her e?

• Learnin g f rom ou r • Learnin g f rom w hat works.


mi stakes
4-D Model of Appreciative Inquiry

Discover
The identification of
organizational
processes that
work well

Delivery Dream

The implementation The envisioning


(execution) of of processes
the proposed that would
design work well in
Design
the future
Planning and
prioritizing
processes that
would work well
4 Foundational Questions

The B est Exper ience


• Te ll me a bout t he b est t ime s th at yo u have h ad wit h yo ur
co ll ege o r o rg aniz atio n. L ookin g a t yo ur entire e xperie nce ,
re ca ll a ti me w hen yo u f elt mo st a li ve , mo st in volve d, o r mo st
exc ite d about y our in vo lve ment.

• Wh at m ade it e xc it in g?
• Wh o wa s in vo lve d?
• De sc rib e t he e ve nt in d etail.
4 Foundational Questions

Values

• Wit hout b ein g humb le , wh at d o y ou va lu e m ost a s a h uma n b ein g,


a f rie nd, te ach er and so o n?

• Wh en yo u a re fe elin g b est a bout yo ur w ork, wh at d o y ou va lu e


about it?

• Wh at a bout y our co ll ege o r o rg aniz atio n do yo u v alu e? Wh at is t he


sin gle mo st imp ort ant th ing yo ur co lle ge or o rg aniza tio n h as
co ntrib uted to y our lif e?
4 Foundational Questions

Co re Lif e-G ivin g Fa ctor

• Wh at a re th e c ore f act ors t hat give “lif e” to t he o rg aniza ti on?

• Wh at i s it t hat, i f it d id not e xist , wo uld m ake y our o rg aniza tio n


to tally d if fe re nt t han it cu rre ntly is?
4 Foundational Questions

Thr ee Wish es

• If yo u had t hre e wis hes f or yo ur c olle ge o r org aniza tio n, wh at


wo uld t hey be?
Provocative Propositions

• Find example s of t he bes t (f rom th e int ervi ews)


• Dete rmine wh at ci rcumsta nces made t he bes t po ssi ble (i n
deta il) .
• Take t he st ori es and envi sion w hat mi ght be. Wri te an
aff irm at ive sta tem ent (a provocat ive proposi ti on) t hat
describe s the i deal ized f ut ure as i f it we re alrea dy
happeni ng
Check-list

• Is it provo cative? Do es it stre tch, cha lle nge or inn ovat e?


• Is it grou nded i n examples?
• Is it what we wa nt ? Wil l pe ople d efe nd it or get
passiona te about it ?
• Is it st at ed in af firma ti ve, bold terms and in presen t
tense .
Thomas White, President GTE
• “ AI ca n get you muc h be tte r re su lts tha n see kin g out an d so lvin g
pro ble ms. Th at’s an in te re sting co nce pt fo r me … beca use te lephone
co mp an ie s are amo ng th e best pro ble m-so lve rs in the world . We
trouble-sh oot ev eryt hing. We conce ntra te eno rmo us re so urce s on
co rre ctin g pro blems th at have re lative ly min or imp act on our ov era ll
se rvi ce perfo rma nce. We do n’t to le rat e imp erfe ctio n. Th is has led to
so me exce llen t re su lts. Bu t when used con tinually and ove r a lo ng
peri od of time, th is appr oa ch ca n le ad to a neg ative cultu re . If yo u
co mb ine a ne gative cu lture with all th e ch alle ng es we fa ce tod ay, it co uld
be easy to co nvi nce ourse lve s that we have too ma ny pro blems to
ove rcom e – to sli p in to a para lyzin g se ns e of hop elessn ess. … If we
dissect what we do ri ght and apply th e les sons to wha t we do wro ng, we
ca n so lve our pro blems and re -en erg ize th e org an iza tion at the sam e
time ”
• “Wh en yo u get surve y resu lts th at te ll yo u that 94 perce nt of yo ur
cu sto me rs are sa tis fied, wha t do yo u do? Do yo u co nduc t additional
re se arc h to fin d out wh at make s thos e 94 ou t of 100 peop le so hap py –
or do yo u se nd yo ur entire re se arch depart me nt ou t to gath er as ma ny
nega tive sto rie s a s yo u ca n fro m th e mise ra ble 6 perce nt? ”
Giving Meaning…
• It is how exper ien ces ar e ref lec ted upon, t alke d
ab out , def ine d, and the rea lit y we c o- cr ea te th at
ult im at ely ma kes it posit ive or ne gat ive.

• AI is a way of reclaim ing our ima ginat ive


compe tence.
Resources
• Google search on “Appreciative Inquiry”
• Theodore Kinni, "The Art of Appreciative Inquiry", The Harvard Business
college Working Knowledge for Business Leaders
• Appreciative Inquiry at Work- Dr Liz E Mellish
• Appreciative Inquiry a positive change- Ball, Thompson & Bassett
– Appreciative Inquiry (Jane Magruder Watkins & Bernard J. Mohr)
– The Thin Book of Appreciative Inquiry (Sue Annis Hammond)
• Organization Development- French & Bell

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