Appreciative InquiryTaking an “Appreciative Stance” through Reframing Problems and using Generative Questions

The task of leadership is to create an alignment of strengths in ways that make a system’s weaknesses irrelevant

Peter Drucker

We will:• Learn the difference between the problem-solving

approach and the appreciative approach

• Review the 5D model: define, discover, dream, design, deliver

• Practice devising affirmative topics for one of three change agendas – leadership development, performance appraisal and team building

• Develop some questions for an appreciative interview

What is Appreciative Inquiry• A whole system, positive, planning process for

organization, community and human development – relational process of inquiry

• “the study of what gives life to human systems when they function at their best”

• The process is as transformational as the outcome itself – letting go of command and control

• Focus on “roots of success” vs. “roots of failure” and inquiry through unconditionally positive questions

Appreciative Inquiry, moving from deficits to the affirmative…From To

Overcoming weakness Harnessing strengths

Diagnosis Dialogue

Lack of coordination Collaboration/ synergy

Relying on Individual experts/ small group of decision-makers

Tapping into collective wisdom and full participation

Leadership as control Leadership as affirmation

5 D Cycle • Define – the change agenda (purpose/outcome of process)

and the 3 to 5 affirmative topics that the organization will inquire into

• Discover – a) conduct qualitative research (usually interviews) about each affirmative topic, b) map the positive core emerging from the interviews (metaphor of the organization)

• Dream –intensify the positive core, collectively imagine the future and available opportunities using a creative process, i.e. theatre

• Design – create a provocative proposition that calls participants to design the future

• Destiny – implement the change and continue the AI cycle

Instead of ______, inquire into ______Consider each of the following organizational

challenges. How would you articulate each issue positively - reframing it as the change agenda for an AI process?

• Bullying and harassment

• Poor internal communication

• High staff turnover rate

• A community in conflict

• Ethical concerns

Developing Affirmative Topics• For your change agenda (leadership development,

performance appraisal, team building):1. Identify 3 to 5 issues/concerns – things that you “don’t

want” in relation to the agenda2. For each one, identify its positive opposite – what you “do

want”. What would happen if the problem went away?3. Imbue the positive opposite with the desirable quality, skill

and/or direction that you want to go in, i.e. that would make this the best it can be. In other words what would this process, situation, or state look like?

• For example:

Low employee morale – excellent employee morale –whistle while you work

You know you have a good Affirmative Topic when…• It is positive

• It stimulates curiosity and learning – people want to know more and learn more about it

• It catalyzes dialogue about the desired future

• Can be measured in the organization

• It is something participants want to see increase and multiply in the organization/community

Developing the Appreciative Interview Protocol1. Take one of the affirmative topics you have

developed in your group

2. Develop and agree a “positive preface” or lead in where you flesh out the topic, i.e. describe a bit more what this topic looks like (3-4 sentences max.)

3. Develop and agree the order of 4 questions that inquire into the “life giving forces” or conditions that would bring this affirmative topic into being -breathe life into it within your organizations and/or staff

Appreciative Interview Questions…• Assume that the topic already exists in the organization/

community

• Invite uplifting stories, focus on the affective, catalyze a mental scan and invoke action and imagination

• Can ask about a peak experience of this topic - what it was like and what contributed to it happening?

• Can ask about what someone learned from the peak experience and what could be carried forward from that

• Get people to imagine the topic in the future and the steps to getting there, differing roles etc.

• Can ask the interviewee to see the organization/community through someone else’s eyes, e.g. if a miracle happened, if an award was received, if they were an alien

Takeaways

• In what contexts could you use the topics/questions you have learned today?

• Where/to whom will you ask about one of the topics/ questions emerging from today?

Citations• Whitney, D. and A. Trosten-Bloom. (2010). The

Power of Appreciative Inquiry: A Practical Guide to Positive Change. Berret-Keoehler Publishers: California

• Lee, S. (2010). “Appreciative Inquiry Foundations and Practice - Leading from strengths we discover in our communities and ourselves.” Shared Sun Studio Organizational Design: North Carolina.

• Taylor, J.E. (2006). “An Introduction to Appreciative Inquiry.” Rolyat Corp.: Red Deer, AB.

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