Appreciative Inquiry

1. Appreciative Inquiry An Introduction Bruce K. Barnard COS 4850

2. A positive revolution in change What is Appreciative Inquiry?

3. Appreciative Inquiry “No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.” “There are only two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle.” – Albert Einstein

4. Ap-pre’ci-ate (verb) • valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems • to increase in value, e.g. the economy has appreciated in value Synonyms: valuing, prizing, esteeming and honoring

5. In-quire’ (verb) • the act of exploration and discovery • to ask questions; to be open to seeing new potentials and possibilities Synonyms: discovery, search, systematic exploration and study

6. Identify the problem (or performance gap) Conduct a root cause analysis Identify and analyze solutions Conduct cost analysis Action plan Vocabulary Problem Performance gap Deficiencies Failures Substandard Deficit Theories

7. Deficit Theories • An organization is a problem to be solved.

8. Appreciative Inquiry • Appreciate & value the best of What Is • Envision: What Might Be • Dialogue: What Should Be • Innovate: What Will Be

9. Appreciative Inquiry • An organization is a mystery to be discovered.

10. Origins of Appreciative Inquiry • Kurt Lewin, 1948 action research • David Cooperrider & Suresh Srivastva in 1987 -- with colleagues from Case Western University & Taos Institute

11. Origins of Appreciative Inquiry • Systems Theory • Narrative Therapy • Solution-Focused Therapy • The “miracle question” • Organizational Development • Asset-Based Community Development

12. Who is Using A/I? • British Airways • Verizon • Nutrimental Foods • United Religious Initiative • Roadway Express • Lovelace Health • John Deere

13. Achievements Strategic opportunities Product strengths Technical assets Innovations Elevated thoughts Best business practices Positive emotions Financial assets Organization wisdom Core competencies Visions of possibility Vital traditions, values Positive macrotrends Social capital Embedded knowledge Business ecosystem The Vital Core

14. The Vital Core • An organization alive!

15. 8 Principles of Appreciative Inquiry • Constructionist Principle • Words create worlds • Simultaneity Principle • Inquiry creates change • Poetic Principle • We can choose what we study

16. 8 Principles of Appreciative Inquiry • Anticipatory Principle • Image inspires action • Positive Principle • Positive questions lead to positive change • Wholeness Principle • Wholeness brings out the best

17. 8 Principles of Appreciative Inquiry • Enactment Principle • Acting as if is self fulfilling • Free Choice Principle • People perform better and are more committed when they have freedom to choose how and what they contribute

18. 8 Assumptions of Appreciative Inquiry It is important to value differences From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

19. 8 Assumptions of Appreciative Inquiry In every human situation something works From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

20. 8 Assumptions of Appreciative Inquiry What we focus on becomes our reality From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

21. 8 Assumptions of Appreciative Inquiry Reality is created in the moment and there are multiple realities From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

22. 8 Assumptions of Appreciative Inquiry The language we use shapes our reality From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

23. 8 Assumptions of Appreciative Inquiry The act of asking questions influences the outcome in some way From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

24. 8 Assumptions of Appreciative Inquiry People have more confidence going into the future (unknown) when they carry forward parts of the present (known) From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

25. 8 Assumptions of Appreciative Inquiry If we carry parts of the past into the future, they should be what are best about the past From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond

26. The Process • Appreciative Inquiry uses a four step process.

27. Discovery “What gives life?” (The best of what is) Appreciating Destiny “How to empower, learn, and improvise?” Sustaining Dream “What might be?” (What is the worldcalling for) Envisioning Results Affirmative Topic Choice Design “What should be—the ideal?” Co-constructing Appreciative Inquiry “4-D”

28. Positive Change • Any form of organization change, re-design, or planning that begins with comprehensive analysis of an organization’s “positive core” and then links this knowledge to the heart of any strategic change agenda.

29. Positive Change • Because human systems move toward what they persistently ask questions about, positive change involves the deliberate discovery of everything that gives a system “life” when it is most effective in economic and human terms.

30. Positive Change • Link the positive core directly to any strategic agenda, and changes never thought possible are more rapidly mobilized while simultaneously building enthusiasm, corporate confidence, and human energy

31. Credits • Thank You to the following persons who generously made materials available. • David Cooperrider • Sue Annis Hammond • Sue James