Appreciative Inquiry by Kendi Rossy

APPRECIATIVE INQUIRY

An Overview

Compiled by Kendy Rossi

 

 

   

Definition/

Primary Purpose

 

 

 

 

 

 

 

 

·         A strategy for intentional change that identifies the best of “what is” to pursue dreams and possibilities of “what could be”; a cooperative search for the strengths, passions and life-giving forces that are found within every system and that hold potential for inspired, positive change.

 

·         A process of collaborative inquiry, based on interviews and affirmative questioning, that collects and celebrates “good news stories” of a community; these stories serve to enhance cultural identity, spirit and vision.

 

·         A way of seeing which is selectively attentive to — and affirming of — the best and highest qualities in a system, a situation, or another human being;

an appreciation for the “mystery of being” and a “reverence for life.”

(phrases from Cooperrider and Srivastva, 1987)

 

   

 

Potential Uses

 

 

 

 

 

 

·         Mission Statement/Vision Development

·         Strategic Planning

·         Organizational/System Redesign

·         Process & Service Enhancement

·         Improvement Initiatives

·         Group Culture Change

·         Civic/Community Development

·         Umbrella for Multiple Change Initiatives in a System

 

   

 

Ideal

Conditions for Use

 

 

 

Identified need or desire for:

– Heart-felt inquiry, discovery & renewal

– Positive, grass-roots revolution

 

Systems & situations in which there is (are):

– Support for full voice participation at all levels

– Commitment to change as an ongoing process, not a one-time event

– Leadership belief in the positive core and affirmative process as a viable change driver

– Structures/resources to encourage sharing of “good news stories”

and to support creative action

 

   

Times to

Avoid Use

 

 

Situations in which:

– Predictable, linear process & outcomes are required

– Problem-identification/problem-solving is the preferred method for change

– There is lack of support for passionate dreaming & inspired self-initiative

 

 

   

 

 

Potential Outcomes

 

 

·         Change in basic orientation from problem-focused to possibility-focused

·         Clarified or enhanced sense of identity, shared values & culture

·         Established climate of continual learning & inquiry

·         Renewal of group energy, hope, motivation & commitment

·         Increase in curiosity, wonder and “reverence for life”

·         Whole system changes in culture & language (increase in cooperative practices & decrease in competition; increased ratio of positive: negative comments; increase in affirmative questions and/or narrative-rich communication)

·         Improved working relations/conflict resolution

·         Decrease in hierarchical decision-making; increase in egalitarian practices & self-initiated action

·         Successful achievement of intents listed above (see “Potential Uses”);

 

   

 

Key Principles & Assumptions

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Four 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.

 

About Reality. . .

·         We co-create reality through our language, thoughts, images and beliefs

about reality.

·         The act of asking a question influences the system’s reality in some way

(i.e. questions are a form of intervention).

·         The types of questions we ask determine the types of answers we receive; and “the seeds of change are implicit in the very first questions we ask.”

·         We manifest what we focus on, and we “grow toward what we persistently ask questions about.” (both quotes from Cooperrider & Whitney, 1999)

-continued-

 

   

Key Principles & Assumptions, cont.

 

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 analyze 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.”

 

 

   

 

Background

Theory &

Other

Influences

 

 

 

 

 

 

 

 

 

 

 

 

 

Constructionist Principle: we construct realities based on our previous experience, so our knowledge and the destiny of the system are interwoven.

 

Principle of Simultaneity: inquiry and change are simultaneous.

 

Poetic Principle: the story of the system is constantly being co-authored, and it is open to infinite interpretations.

 

Anticipatory Principle: what we anticipate determines what we find.

 

Positive Principle: as an image of reality is enhanced, actions begin to align with the positive image.

 

 

Other related research/theory:

Sports psychology re: visualization; educational research re: Pygmalion effect; medical research re: mind/body health, placebo effect, etc.; spiritual practices of meditation and visualization.

 

 

·         Story, metaphor, image, and dialogue are powerful change agents.

·         AI reveals common ground (shared values & dreams).

·         AI reveals higher ground (the most compelling, desirable possibilities).

·         Affirmative competence (ability to recognize & affirm the positive) is a skill that can be practiced and learned.

 

 

Number

& Types of

Participants

 

 

“Everyone” who is within the system or touched by it in some way;

those who hold images and have stories about the system

20 – 2000 or more, involved in interviews, meetings and collaborative actions

 

 

Typical Duration

 

AI Summit: large scale meeting that “gets the whole system into the room;”

lasting 1 – 6 days

Non-conference Design: interviews and dialogue that spread “web-like” throughout

the system; timeframe indefinite

 

 

Process –

Steps of Implementation

 

 

 

 

 

 

 

The process usually takes participants through the stages of

The 4-D Cycle:   Discovery — Appreciating & Valuing the Best of “What Is”

Dream — Envisioning “What Might Be”

Design — Dialoguing “What Should Be”

Destiny — Innovating “What Will Be”

 

AI Principles are adapted and customized to each individual situation; the

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

 

 

Creator(s) & Creation Date

 

 

David Cooperrider, Suresh Srivastva in 1987

with colleagues from Case Western University & Taos Institute

 

 

References Used for this

Fact Sheet

 

 

 

 

 

 

 

 

 

 

Cooperrider, David L. & Srivastva, Suresh (1987). “Appreciative Inquiry in Organizational

Life.” In Pasmore,W. & Woodman, R. (Eds.), Research in Organizational Change and

     Development, Vol. 1, p. 129-169. Greenwich, CT: JAI Press.

 

Cooperrider, David L. & Whitney, Diana (1999). Appreciative Inquiry. In Holman, P.& Devane,

T. (Eds.), Collaborating for Change. San Francisco, CA: Berrett-Koehler Publishers, Inc.

 

Hammond, Sue Annis (1998, 2nd edition). The Thin Book of Appreciative Inquiry. Plano, TX:

The Thin Book Publishing Co.

 

Holman, Peggy & Devane, Tom (Eds., 1999). The Change Handbook – Group Methods for

     Shaping the Future. San Francisco, CA: Berrett-Koehler Publishers, Inc.

 

Kelm, Jackie (1998). “Introducing the AI Philosophy.” from Hammond, Sue Annis & Royal,

Cathy (Eds., 1998). Lessons From the Field: Applying Appreciative Inquiry. (p. 161-172).

Plano, TX: Practical Press Inc.

 

Pinto, Michael and Curran, Mary. (1998) “Laguna Beach Education Foundation, Schoolpower.”

from Hammond, Sue Annis & Royal, Cathy (Eds., 1998). Lessons From the Field:

     Applying Appreciative Inquiry. (p. 16 -47). Plano, TX: Practical Press Inc.

 

Whitney, Diana & Cooperrider, David L. (Summer, 1998). “The Appreciative Inquiry Summit:

Overview and Applications.” Employment Relations Today, p. 17-28.

 

If you would like help using this idea, or have any comments or questions please contact me. Thanks, Nick