Appreciative Inquiry

Background:

In the mid-eighties, Dr. David Cooperrider, Suresh Srivastva and their colleagues at Case Western Reserve University, Cleveland, USA challenged the traditional problem solving approach to change management. They introduced the term Appreciative Inquiry and began to look at organisations in terms of what works and what is possible.

Set of assumptions:

Appreciative Inquiry works from a set of assumptions. These are:

• In every society, organisation or group, something works.
• What we focus on becomes our reality.
• Reality is created in the moment, and there are multiple realities.
• The act of asking questions of an organisation, or group influences the group in some way.
• People have more confidence to journey to the future (the unknown) when they carry forward parts of the past (the known).
• If we carry forwards parts of the past, they should be what is best about the past.
• It is important to value differences.
• The language we use creates our reality.

While these may seem obvious, we know from our own experience that we can look at what isn't working and start problem solving. Those of us who are facilitators and consultants know how important it is to ask the right questions when we are working with groups of people or individuals. If we focus on difficulties in the past, people become self defeating and feel that life is hopeless. When we ask them about their successes, they become enthusiastic and start to hope again.

Using Appreciative Inquiry

An appreciative inquiry intervention can be thought of as consisting of these three parts:
Discovering the best of.... Appreciative interventions begin with a search for the best examples of organising and organisation within the experience of organisational members.
Understanding what creates the best of.... The inquiry seeks to create insight into the forces that lead to superior performance, as defined by organisational members. What is it about the people, the organisation, and the context that creates peak experiences at work?
Amplifying the people and processes who best exemplify the best of.... Through the process of the inquiry itself, the elements that contribute to superior performance are reinforced and amplified.

Appreciative inquiry is a provocative approach to organisational learning and change. Inquiry into the "art of what's possible" begins with appreciation, leads to a positive image of the future and inspires collective action. The appreciative inquiry model affirms people, identifies what's compelling and accelerates learning at all levels of the organisation.

Don't be Fooled

Organisations move in the direction of what they study. The questions we ask determine what we find. But don't make the mistake of thinking that appreciative inquiry means wearing rose coloured glasses. Appreciative inquiry is a rigorous approach that does not gloss over problems, but uses them as learning opportunities. Instead of wallowing in the past, we look for the vitality of the organisation, build on existing strengths to create a bold desirable future. Appreciation means to be thankful, or express gratitude, approval or admiration. The way we frame our questions can result in "organisational appreciation" which means to grow or appreciate in value. Appreciative inquiry produces new perspectives and a powerful magnetic energy that increases the value of the organisation. Appreciative inquiry is an uplifting power tool for organisational growth.

A problem solving approach can be very effective. But if you're looking for profound cultural change, appreciative inquiry creates an environment that fosters personal and organisational transformation with long lasting systemic results.