appreciative inquiry 561

8/4/2019 Appreciative Inquiry 561

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Anup C Venkat B 70

AppreciativeAppreciativeInquiryInquiry

Anup Changavalli VenkatAnup Changavalli Venkat2005 B 702005 B 70



Anup C Venkat B 70

Breaking it upBreaking it up

“Ap-pre-ci-ate, v”

“… to value oradmire highly; to

judge withheightenedunderstanding;to recognize with

gratitude.”

“In-quire, v”

“… to search into,investigate; to

seek forinformation byquestioning.”



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Assumptions of appreciative inquiry:Assumptions of appreciative inquiry:

What we focus on becomes our

realityThe act of asking questions of an

organisation or group influences the

group in some way

People have more confidence and

comfort to journey to the future (the

unknown) when they carry forward

parts of the past (the known) If we carry parts of the past

forward, they should be what is best

about the past



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EvidenceEvidence

When organizations or groups capturepositive imagery internally and make itvisible, it starts to drive change in anindividualistic, self-directed way. Itcreates a sense of focus.

Our image of the

future drives our

ACTION!

Placebo EffectHelp someone construct an

image of how something might

happen, and it drives behavior

which creates a change

in that direction

Pygmalion EffectChange a teacher’s image of a

student, and their behavior changes

toward the student, improving

student performance

SociologyThe study of problems creates an

increase in number & severity of

problems. But opposite also occurs.

SportsVivid visualization of one’s performance

guides physical performance. Speed of

learning when only correct images arereviewed.

Internal ConversationsStudies of pre and post operative

patients. Difference in recovery

between positive and negative

imagery.



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Appreciative InquiryAppreciative InquiryThe ProcessThe Process

More than a method or technique, theappreciative mode of inquiry is ameans of living with, being with, and

directly participating in the life of ahuman system in a way that compelsone to inquire into the deeper life-generating essentials and potentials

of organizational existence.-David Cooperrider



Anup C Venkat B 70

AI…AI…• Focuses organizations on their most

positive qualities.

• Leverages those qualities toenhance the organization

• Appreciative Inquiry is the study of what works well.



Anup C Venkat B 70

Comparison of Empirical Process vs. Appreciative ProcessComparison of Empirical Process vs. Appreciative Process

• Define theimmediateproblem

• Fix what isbroken

• Focus on decay

• What problemsare you having?

•

• Search forsolutions thatalready exist.

• Amplify what is

working• Focus on life-giving forces

• What is working

well aroundhere?

• Learning from

what works.



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4-D Model of Appreciative Inquiry

Discover

The identification of organizationalprocesses thatwork well

Delivery

The implementation(execution) of the proposeddesign Design

Planning andprioritizing

processes thatwould work well

Dream

The envisioningof processesthat wouldwork well inthe future



Anup C Venkat B 70

4 Foundational Questions

The Best Experience• Tell me about the best times that youhave had with your college ororganization. Looking at your entireexperience, recall a time when you felt

most alive, most involved, or most excitedabout your involvement.

• What made it exciting?

• Who was involved?• Describe the event in detail.



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Values

• Without being humble, what do you value

most as a human being, a friend, teacher andso on?

• When you are feeling best about your work,

what do you value about it?

• What about your college or organization doyou value? What is the single most importantthing your college or organization has

contributed to your life?



Anup C Venkat B 70


Core Life-Giving Factor

• What are the core factors that give “life” to

the organization?

• What is it that, if it did not exist, would makeyour organization totally different than it

currently is?



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Three Wishes

• If you had three wishes for your college or

organization, what would they be?



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Provocative Propositions

• Find examples of the best (from theinterviews)

• Determine what circumstances made

the best possible (in detail).• Take the stories and envision what

might be. Write an affirmativestatement (a provocative proposition)that describes the idealized future asif it were already happening



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Check-list

• Is it provocative? Does it stretch,challenge or innovate?

• Is it grounded in examples?

• Is it what we want? Will peopledefend it or get passionate about it?

• Is it stated in affirmative, bold terms

and in present tense.



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Thomas White, President GTEThomas White, President GTE

• “ AI can get you much better results thanseeking out and solving problems. That’s an

interesting concept for me … because telephonecompanies are among the best problem-solversin the world. We trouble-shoot everything. Weconcentrate enormous resources on correctingproblems that have relatively minor impact onour overall service performance. We don’ttolerate imperfection. This has led to someexcellent results. But when used continually andover a long period of time, this approach canlead to a negative culture. If you combine anegative culture with all the challenges we face

today, it could be easy to convince ourselves thatwe have too many problems to overcome – to slipinto a paralyzing sense of hopelessness. … If wedissect what we do right and apply the lessons towhat we do wrong, we can solve our problems

and re-energize the organization at the sametime”



• “When you get survey results that tell you that94 percent of your customers are satisfied, whatdo you do? Do you conduct additional researchto find out what makes those 94 out of 100people so happy – or do you send your entireresearch department out to gather as many

negative stories as you can from the miserable 6percent?”

• “In the long run, what is likely to be more useful:Demoralizing a successful workforce byconcentrating on their failures or helping themover their last few hurdles by building a bridgewith their successes?”

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Anup C Venkat B 70

Giving Meaning…

• It is how experiences arereflected upon, talked about,defined, and the reality we co-

create that ultimately makes itpositive or negative.

• AI is a way of reclaiming ourimaginative competence.



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ResourcesResources

• Google search on “Appreciative Inquiry”

• Theodore Kinni, "The Art of AppreciativeInquiry", The Harvard Business collegeWorking Knowledge for Business Leaders

• Appreciative Inquiry at Work- Dr Liz EMellish

• Appreciative Inquiry a positive change-Ball, Thompson & Bassett

– Appreciative Inquiry (Jane MagruderWatkins & Bernard J. Mohr)

– The Thin Book of Appreciative Inquiry (Sue Annis Hammond)

• Organization Development- French & Bell

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