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Appreciative Inquiry. An Overview.

Journey through Appreciative Inquiry (AI), a transformative approach that uncovers strengths, envisions ideal futures, and translates aspirations into reality. Learn about AI's principles, processes, and outcomes, and discover how it differs from problem-solving methodologies. Explore the power of storytelling and dialogue in reshaping organizational narratives towards a more positive direction.

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Appreciative Inquiry. An Overview.

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  1. Trainers Network June 2006. Michelle Brailsford and Alex Smith. Appreciative Inquiry.An Overview.

  2. AI.. Has variously been described as: • an organisational development process • an action research development process • a social research method • a new philosophy of change

  3. What is AI? • Appreciative Inquiry seeks out the best of “what is “ to help ignite the collective imagination of “ what might be”. The aim is to generate new knowledge which expands the “realm of the possible” and helps members of an organisation envision a collectively desired future and to carry forth that vision in ways which successfully translates images of possibility and intentions into reality and belief into practice.

  4. Where does it come from..? • Based on work of David Cooperrider and Suresh Srivastva at Case Western reserve University school of management ( USA) in late 1980’s and 1990s. • A changing and evolving field

  5. Some guiding principles 1.       Every system works to some degree; seek out the positive, life-giving forces and appreciate the "best of what is." 2.     Knowledge generated by the inquiry should be applicable; look at what is possible & relevant. 3.     Systems are capable of becoming more than they are, and they can learn how to guide their own evolution -- so consider provocative challenges & bold dreams of "what might be." 4.     The process & outcome of the inquiry are interrelated and inseparable, so make the process a collaborative one.

  6. some assumptions: • In every group something works • What we focus on becomes our reality… ( e.g., if we focus on what is wrong or what is missing we tend to see everything through that “ filter” “frame” or “ lens”.. • The language we use creates our reality (e.g. “ don’t spill the water “ versus, “ carry the cup carefully” or,” I must not hit the ball into the lake” versus “ I will hit the ball cleanly in the middle of the fairway”.)

  7. The AI process begins... An AI process begins not by creating a groundless vision of the future for the organisation (as is often the product of brainstorming), but by drawing from the strengths of its parts and its people to create a viable improved future. One in which everyone can have some personal investment.

  8. The sequence of an AI initiative: • Appreciative interviewing ( of as many as possible) • Collating a core of “ Positive stories”in which the organisation has functioned at its best. • Identifying themes that are held to be most valuable. • Use themes to contribute to a vision of the ideal future organisation.. • ..A vision that can then be planned for in detail.

  9. AI outputs • Tangible results of the AI process include a series of statements that describe where a group wants to be based on their high moments • Because the statements are grounded in real experiences and history people know how to repeat those experiences… • Intangible output include the connections you make, the energy, the shift created by working together on real issues in an appreciative way….

  10. Appreciative Inquiry Appreciating what is? Imagining what might be Determining what should be Creating what will be Metaphor: Possibility to be realised”… A new paradigm for change..breaking an addiction to problem solving.. Problem solving • “felt need” / identification of problem • Conduct root cause analysis • Brainstorm and analyse solution • Action planning / “ treatment” Metaphor: A problem to be solved..

  11. The power of stories and dialogue Much of the AI power is based on the assumption that people make sense of their organisations by the stories told…. hence by using AI to shift these stories to an appreciative focus the possibility opens to positively shift an organisation.

  12. AI and problem solving About Problem-Solving. . . •  AI is distinctly different from problem-solving: AI focuses on a desired future or outcome, built on strengths/passions of the past and present. •  Problem-solving attempts to analyse deficits, identify root causes, then fix problems or correct errors; because it searches for problems, it finds them. •  AI doesn't ignore problems -- it recognizes them as a desire for something else, then works to identify & enhance the "something else."

  13. AI and change…. People have more confidence and comfort to journey to the unknown when they carry forward parts of the past   If we carry parts of the past forward they should be the best about the past. • AI recognises that the organisation of the future is not a distant and unrealisable dream, but is in fact latent in the present system.

  14. AI and change… • By focusing on deficits, we increase images of deficit and overwhelm a system with what is wrong… deficit images lead to deficit actions…. • AI is not ignoring problems, just approaching them from the other side…. • The processes we use are collaborative...the process itself brings people together in dialogue and joint meaning making…

  15. A process for AI, the 5D cycle Definition – selecting and framing the topic of inquiry Discovery- Appreciating and valuing the best of “what is “ Dream-envisioning what “might be” Design-develop detailed plans for “what should be.” Delivery-deployment of planned activities “what will be”

  16. The process…. Full AI process typically includes: 1.  Selecting a focus area or topic(s) of interest 2.  Interviews designed to discover strengths, passions, unique attributes 3. Identifying patterns, themes and/or intriguing possibilities 4. Creating bold statements of ideal possibilities ("Provocative Propositions") 5. Co-determining "what should be" (consensus re: principles & priorities) 6. Taking/sustaining action

  17. Potential uses.. • Umbrella for Multiple Change Initiatives in a System • Mission Statement/Vision Development • Strategic Planning • Organizational/System Redesign •  Process & Service Enhancement • Improvement Initiatives •  Group Culture Change •  Civic/Community Development

  18. Potential outcomes • Change in basic orientation from problem – focussed to possibility focussed • Clarified or enhanced sense of identity, shared values and culture • Established climate of continual learning and inquiry • Renewal of group energy, hope, motivation and commitment • Whole system changes in culture and language ( increase in cooperative practices, and decrease in competition) • Improved working relations and conflict resolution

  19. References.. • Hammond,Susan Annis ..”The thin book of Appreciative Inquiry.”. Plano. The Thin Book Publishing Company. • Magruder Watkins,J and Mohr, BJ. “Appreciative Inquiry, change and the speed of imagination.”Jossey Bass Pfeiffer. 2001. • Ashridge Consulting Introduction to AI. • Gervase R. Bushe. Appreciative Inquiry with Teams • Overview of Appreciative Inquiry, Kendi Rossi.

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