appreciative inquiry an introduction. what is appreciative inquiry?
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The Birth of Appreciative InquiryThe Birth of Appreciative Inquiry
David Cooperrider & Suresh Srivastva in 1987
With colleagues from Case Western University & Taos Institute
Appreciative InquiryAppreciative Inquiry
Systems Theory Organisational Development Asset-based community development Solution-focused therapy Narrative therapy The “magic question” Resilience
Ap-pre’ci-ate (verb)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
honouring
In-quire’ (kwir)In-quire’ (kwir) (verb) (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
Appreciative InquiryAppreciative Inquiry
“No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.”
(Albert Einstein)
What Is Appreciative Inquiry Used For?What Is Appreciative Inquiry Used For?
Consult with people Learn from past
experience Involve whole
organisation or community in change
Build a vision for the future that everyone can share and help put into practice
What Is Appreciative Inquiry Used For?What Is Appreciative Inquiry Used For?
Strategic Planning School Improvement Action Research Evaluation Mentoring & Performance Management Leadership Training Community Development Business Excellence Customer Service / Client Satisfaction Culture Change & Transformation
Where is Appreciative Inquiry Used?Where is Appreciative Inquiry Used?
Global: United States Canada United Kingdom Europe Australia New Zealand Africa Asia
6 Principles of 6 Principles of Appreciative InquiryAppreciative Inquiry
Descriptive or Constructionist Principle Simultaneous Principle Poetic Principle Anticipatory Principle Positive Principle Wholeness Principle
8 Assumptions of Appreciative Inquiry8 Assumptions of Appreciative Inquiry
In every human situation something works
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
8 Assumptions of Appreciative Inquiry8 Assumptions of Appreciative Inquiry
What we focus on becomes our reality
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
8 Assumptions of Appreciative Inquiry8 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
8 Assumptions of Appreciative Inquiry8 Assumptions of Appreciative Inquiry
The language we use shapes our reality
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
8 Assumptions of Appreciative Inquiry8 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
8 Assumptions of Appreciative Inquiry8 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
8 Assumptions of Appreciative Inquiry8 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
8 Assumptions of Appreciative Inquiry8 Assumptions of Appreciative Inquiry
It is important to value differences
From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond
Positive Positive ActionAction
Six main areas of research: Powerful placebo Pygmalion effect Positive affect & learned
helpfulness Imbalanced inner dialogue
(2:1) Positive imagery as a
dynamic force Affirmative capability
Positive ImagePositive Image
“Felt need” & identification of problem
Analysis of causes Analysis of possible
solutions Action planning Assumes: Organisation is
a problem to be solved Back Door – what’s in the
way of what we want?
Deficit Thinking
Appreciate & value the best of What Is
Envision: What Might Be Dialogue: What Should
Be Innovate: What Will Be Assumes: Organisation is
mystery to be discovered Front Door – what is it we
ultimately want?
Possibility Thinking
ProblemProblemSolvingSolving
AppreciativeAppreciativeInquiryInquiryAND
AND
Deficit Focus: ConsequencesDeficit Focus: Consequences
Fragmentation Few new images of possibility Negative frames are self-
fulfilling Visionless voice leads to
fatigue ‘The Experts Must Know’ Weakened fabric of
relationships & defensiveness leads to negative culture
Slow: puts attention on yesterday’s causes
Discover“What gives life?”
(The best of what is)Appreciating
Discover“What gives life?”
(The best of what is)Appreciating
Dream“What might be?”
(What is the world calling for)Envisioning Results
Dream“What might be?”
(What is the world calling for)Envisioning Results
Design“What should be - the ideal?”
Co-constructing
Design“What should be - the ideal?”
Co-constructing
Deliver“How to empower, learn,and adjust/improvise?”
Sustaining
Deliver“How to empower, learn,and adjust/improvise?”
Sustaining
AffirmativeTopic Choice
The “4-D Cycle”The “4-D Cycle”
Full AI ProcessFull AI Process
Select focus area or topic(s) of interest Conduct interviews designed to discover
strengths, passions, unique attributes Identify patterns, themes and/or intriguing
possibilities Create bold statements of ideal possibilities
("Provocative Propositions") Co-determine "what should be" (consensus
re: principles & priorities) Take/sustain action
Topic ChoiceTopic Choice
A Fateful Act:
People, organisations and communities move in the direction of what we most frequently and systematically ask questions about!
Genius is Genius is in in Creating the QuestionCreating the Question
“What would the universe look like if I were riding on the end of a light beam at the speed of light?”
(Albert Einstein)
A Positive Change NetworkA Positive Change Network
Special invitation & call to people to be change leaders
AI approach to positive change
Many applications Self-organizing Builds relationships Connected through
knowledge sharing & storytelling
One Example …WORTH One Example …WORTH
We Can Change the World - Training Program for Women in Business
Women’s Empowerment Program
American Refugee Committee – Guinea
www.worthwomen.org
Leap of Faith – Cleveland (Nov 2003)Leap of Faith – Cleveland (Nov 2003)
Over 120 Students, Educators, Parents and Consultants
US, Canada, Brazil, England, Australia
Leap of Faith – Cleveland (Nov 2003)Leap of Faith – Cleveland (Nov 2003)
Identify what’s working within our schools and education systems
Discover, dream, and design the best kind of schools and youth programs
AcknowledgementsAcknowledgements
A debt of gratitude is owed to the following people for generously sharing their time, wisdom and materials: David Cooperrider Sue Annis Hammond Gina Hinrichs Mac & Marcia Odell Marge Schiller Other members of the Positive Change Corps
and Appreciative Inquiry Consulting
SUE JAMESPO Box 197
Boronia, VIC, 3156Phone: (03) 9758 2528Mobile: 0402 979 384
Email: info@suejames.com.auWeb: www.suejames.com.au
www.appreciativeinquiry.com.auwww.aiconsulting.com.au
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