Appreciate inquiry is one of my favorite approaches in the leadership or organizational development field. It’s helpful for working with people in general…beyond work. Our AI (Artificial Intelligence) helped us to create this guide for you to learn more about the other AI (Appreciate Inquiry). So, from here on out, AI means Appreciative Inquiry.
What is Appreciative Inquiry?
Appreciative Inquiry (AI) is a strengths-based, positive approach to leadership development and organizational change. Coined by David Cooperrider and Suresh Srivastva of the Weatherhead School of Management at Case Western Reserve University in the late 1980s, AI offers a refreshing perspective on change management that focuses on the potential rather than problems.
At its core, AI is about the search for the best in people, their organizations, and the strengths-filled, opportunity-rich world around them. It is not about fixing problems, but rather, about amplifying strengths.
Understanding Appreciative Inquiry
AI operates on the fundamental belief that human systems move in the direction of what they persistently ask questions about and focus their attention on. Unlike problem-solving methods that start by identifying what’s wrong and trying to fix it, AI begins by exploring what’s right and seeking ways to build upon it.
Appreciative Inquiry revolves around the assumption that the questions we ask tend to focus our attention in a particular direction. If we continuously ask questions about problems, we will keep finding problems. However, if we ask questions about what works well, we will discover more and more of what works well. This is grounded in the phenomenon known as the ‘Pygmalion Effect’, the principle that we tend to live up to the expectations we set for ourselves.
The strength of AI comes from its ability to generate new knowledge, inspire collective action, and unleash the creative potential within organizations.
The Four-D Model of Appreciative Inquiry
AI employs a four-stage cyclical process known as the “Four-D model”. These stages are:
- Discovery: The first stage involves identifying organizational processes that work well. People talk about times when they felt most alive, successful, and effective. They explore and appreciate the best of “what is”.
- Dream: In the second stage, the focus is on what might be. The organization’s members are asked to envision the organization if the peak moments discovered in the ‘Discovery’ stage were the norm rather than the exception. It invites individuals to visualize their organization’s future in light of their shared values and successes.
- Design: This stage involves dialogue on how to create the conditions that would enable the imagined future to occur. The ‘Dream’ is translated into a shared vision, with strategic initiatives identified and plans developed.
- Destiny (or Delivery): The final stage involves implementation, where the proposed design is executed, and the organization’s vision is realized. This stage focuses on learning, empowering, improvising, and adjusting the design as necessary. It’s about ongoing adjustments and improvisations based on learning from experience.
Each of the stages invites individuals to use dialogue and storytelling to bring out a collective capacity to understand, analyze, and collaboratively design organizational futures.
Applications of Appreciative Inquiry
AI has a wide range of applications. While originally designed for use in organizational settings, it has been used in a diverse array of contexts, including community development, education, project management, and personal development.
In business, AI has been employed to engage staff at all levels to identify new possibilities and develop fresh approaches to challenging issues. It has proven particularly effective in areas such as strategic planning, team building, leadership development, and improving customer service.
In community development, AI has been used to bring together a diverse range of stakeholders to build shared vision and collaborative action plans. It has been used in education to improve school cultures, develop curricula, and enhance student achievement.
AI can also be an effective tool in personal development, helping individuals to recognize their strengths, envision positive futures, and take action to achieve their aspirations.
Resource Guide: Learning Appreciative Inquiry
Whether you’re a professional looking to leverage the power of Appreciative Inquiry (AI) in your organization or an individual interested in personal growth, this guide will provide you with a range of resources to delve deeper into this transformative approach. These resources include books, online courses, websites, and videos that offer comprehensive insights into AI.
Books
- “Appreciative Inquiry: A Positive Revolution in Change” by David L. Cooperrider and Diana Whitney: This book, authored by two of the founders of AI, provides an excellent overview of the methodology and its applications. It’s a must-read for anyone interested in AI.
- “The Thin Book of Appreciative Inquiry” by Sue Annis Hammond: A concise introduction to the principles and practices of AI. It’s an ideal primer for those new to the concept.
- “Appreciative Inquiry Handbook: For Leaders of Change” by David L. Cooperrider, Diana Whitney, and Jacqueline M. Stavros: This comprehensive guide provides a detailed explanation of the AI process and includes case studies and practical examples.
Online Courses
- Coursera – ‘Appreciative Inquiry’: This course provides a deep dive into AI, including the theoretical background and practical application of AI in different settings.
- Positive Psychology Program – ‘Appreciative Inquiry Practitioner Certification’: This certification program is designed for professionals who wish to apply AI in their practices. It offers online lectures, demonstrations, and interactive discussions.
Websites
- The Center for Appreciative Inquiry: The Center offers a wealth of resources, including articles, case studies, and downloadable tools for those interested in AI.
- The Taos Institute: An educational institute dedicated to the development and dissemination of social constructionist ideas and practices, including AI. It offers articles, books, and training.
Podcasts and Videos
- “A Positive Revolution – The Appreciative Inquiry Summit” – TEDx Talk by David Cooperrider: In this TEDx Talk, one of the founders of AI explains the power and potential of AI in creating positive organizational change.
- The Appreciative Inquiry Podcast: This podcast explores different applications of AI through interviews with practitioners and leaders who have successfully implemented AI.
- “Appreciative Inquiry: The 4-D Model” by The Change Kit: This video provides a clear and concise explanation of the 4-D model of AI, including examples and tips for implementation.
By utilizing these resources, you can begin or deepen your journey into Appreciative Inquiry, exploring its potential to inspire positive change at individual, organizational, and societal levels.
Appreciative Inquiry Conversation Example
To demonstrate an appreciative inquiry dialogue in action, we prompted ChatGPT to “create a transcript that would demonstrate an appreciative inquiry conversation with someone. The focus is to foster change, innovate, and make their organization better. The conversation with between an appreciative inquiry coach and a leader in an organization.”
Here is what a conversation could look like:
Appreciative Inquiry Coach (AC): Good afternoon, thank you for making the time to speak with me today.
Organization Leader (OL): It’s my pleasure. I’m looking forward to learning more about Appreciative Inquiry.
AC: Wonderful! Let’s dive in. Appreciative Inquiry is about focusing on the positives and the potential of your organization. It’s about harnessing what works well to inspire change and innovation. To start, could you share some moments when you felt that your organization was at its very best?
OL: Sure. I think some of our best moments have been when we launched new products that have been really successful. The teams worked really well together, communication was smooth, and everyone seemed energized and enthusiastic about their work.
AC: That’s great. What specifically about those successful product launches do you think made them exceptional?
OL: Well, I believe the key was the collaboration across different teams. Everyone had a clear understanding of the common goal, and everyone’s role was valued. Plus, there was an atmosphere of creativity and innovation, where everyone’s ideas were considered.
AC: That sounds like a potent combination. Now, can we dream a little? Imagine if these conditions you mentioned – collaboration, clarity of roles, value for everyone’s contributions, and creativity – were the norm rather than the exception. How would your organization look?
OL: That’s an exciting thought. I think we would have a very dynamic and innovative organization. We would probably have more successful product launches, and the overall work environment would be more engaging and satisfying for everyone.
AC: I love that vision. Now, how might we design processes or initiatives to create these conditions more consistently?
OL: I think one way could be to establish more cross-team collaborations, where everyone has a chance to contribute their ideas. Maybe we could also have workshops to help everyone understand their roles better and see how they fit into the bigger picture.
AC: That’s an excellent start! As we move into the destiny stage, let’s think about some concrete steps we could take in the near future to start implementing these ideas. What might be a good first step?
OL: Maybe we could start with a workshop that brings everyone together to discuss our common goals and how each role contributes to them. That could help foster a better understanding and appreciation of everyone’s role.
AC: I think that’s a fantastic idea. Establishing this shared understanding can serve as a foundation for increased collaboration and innovation moving forward. As an AI coach, I can assist with planning and facilitating this workshop if you’d like.
OL: That sounds great. I think this approach will be very beneficial for our organization.
AC: I’m glad to hear that. Remember, Appreciative Inquiry is a cycle. After we take some actions, we’ll reflect on them, learn from them, and then start the cycle again, continuously focusing on your organization’s strengths and potential. I look forward to embarking on this journey with you.
Appreciate Inquiry Conclusion
Appreciative Inquiry stands as a powerful tool to ignite positive change within individuals, teams, and organizations. It offers a potent alternative to the deficit-focused approaches that have dominated much of organizational development and change management. By focusing on strengths and potentials, AI invites us to imagine, co-create, and realize more abundant and fulfilling futures.
AI serves as a powerful reminder that our reality is largely a construction of our collective imaginations and conversations. By changing our conversations, we can change our realities. And by doing so in a positive, appreciative manner, we can change our realities for the better.
