Transforming Organizations and Communities Through Appreciative Inquiry

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TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY

Transforming Organizations and Communities through Appreciative Inquiry

Jessica R. Dreistadt

LEAD 730 Organizational Behavior

Eastern University

August 14, 2011




Transforming Organizations and Communities through Appreciative Inquiry

Introduction

Many nonprofit organizations have been shifting from a deficit- to an asset-based

model of service delivery.Rather than focusing on what is wrong with people and

communities, these organizations uncover and celebratestrengths that can be

leveraged as individuals and groups pursue transformation. This represents a

movement from imposing values and expectations on others to respecting and

appreciating diverse ways of being, from sympathy and charity to opportunity and

justice, from reinforcement of social hierarchy to removal of barriers, from being reactive

to being proactive, and from egocentric giving to reciprocity and sharing.

Yet, the nonprofit business model relies on exploiting the perceived

disadvantages and shortcomings of people and communities to solicit funds and to

demonstrate program impact.This misalignment impedes the ability of the nonprofit

sector to effectively empower, mobilize, and transform for long-term results. In addition,

social change organizations often frame their mission and organize their activities within

the context of conflict. While conflict serves an important purpose in societies and

relationships, illuminating it can be divisive and detrimental rather than constructive

when not coupled with understanding of, and appreciation for, the people, systems,

processes, policies, and things that are a function of the resolution or change being

sought.

Appreciative inquiry is a tool that can positively impact the discourse, direction,

and actions of nonprofit organizations and the communities they serve. Appreciative



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY inquiry is an organization- or system-wide process that uncovers stories about past

successes through peer interviews and dialogue in order to envision and work toward a

radically positive future.This process can energize social change efforts by encouraging

communication, cultivating and leveraging awareness of individual and organizational

strengths, building community, and creating a magnificent shared vision of the future.

Encouraging Communication

Meaningful, frequent, sincere communication connects and energizes dyads and

groups engaged in social change work. Communication through words and symbols is a

rich resource (Cooperrider and Whitney, 2000). It weaves the fabric of relationships and

cooperation. Lack of communication fosters complacency and makes it impossible to

facilitate change (Alinsky, 1971). Throughthe process of communicating, groups identify

and develop an understanding of things that are collectively meaningful; this inspires

learning, collaborative action, and change.In nonprofit organizations, communication

helps employees, volunteers, donors, and program participants understand community

and individual needs, select interventions and the processes through which they will be

implemented,and build a stronger sense of purpose and community.

The meanings inherent in communication are subjective, transient, complex, and

often submerged. People interpret their interactions through the lens of their life

experiences (Alinsky, 1971), influencing subsequent thoughts and behavior.The way

people choose to understand social interactions and structures is also influenced by

their values (Gergen, 1982). Our thoughts are influenced by our expectations and our

thoughts and visions shape our experience of reality (Cooperrider, 2000).Interpretations



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY of reality are not static and definable; rather, they are subjective and mobile (Gergen,

1982). We simultaneously coexist within multiple interpretations of realities with

movement in and out of those contexts according to the situation (Berger and Luckman,

1966). An experience can simultaneously have multiple dynamic meanings within an

organization (van der Haar and Hosking, 2004). Facilitating intentional communication

through appreciative inquiry can help organizations sort through this intricacy to more

clearly see and navigate the dynamic realities being continually co-created by its

members. Appreciative inquiry creates new pools of knowledge and new ways of

collectively interpreting the world (Bushe and Kassam, 2005).This process can help

nonprofit organizations articulate vision and mission, clarify goals and objectives,

understand the diverse desires of multiple stakeholders, and integrate individual,

organizational, and community goals.

Because surveys only reveal superficial information (Lewin, 1946), appreciative

inquiry uses peer interviews to explore past successes. Interviews reveal social facts

about the past based on real experiences rather than generalized opinions (Preskill and

TzavarasCatsambas, 2006).By limiting discussion to past experiences, participants

envision solutions over which they have the power to control (Onyett, 2009). Interview

questions stimulate meaningful dialogue among people working toward common

organizational goals, providing an opportunity for them to connect, explore, and dream

while recognizing the wonder of their work and of their organization.

Question construction shapes dialogue (Preskill and TzavarasCatsambas, 2006)

frames the context of exploration (Schein, 1999), and determines what will be learned



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY (Whitney, Trosten-Bloom, and Rader, 2010). Topics of inquiry provide a navigation

system for the movement of organizations; by exploring a particular topic, an

organization naturally incorporates the findings into its activities (Cooperrider and

Whitney, 2005).Nonprofit organizations can often be subsumed into a cycle of

complaining about community challenges and problematic individuals. The process of

conducting peer interviews using intentionally positive questions can help nonprofit

organizations, and the people working within them, deeply explore exceptional stories to

connect with the inspirational and energizing core of the organization.

Dialogue is encouraged by asking questions (Cooperrider, Whitney, and Stavros,

2005). The interview process stimulates dialogue among those who are engaged with

the work of the organization. Dialogue builds a group¶s repertoire of meaning and

creates a context in which learning and change can take place (Schein, 2003). Nonprofit

organizations are often under-resourced with limited time to fulfill daily responsibilities;

taking time to engage in inquiry may at first seem to be wasteful. Dialogue can benefit

and strengthen nonprofit organizations by creating and solidifying bonds among peers,

tapping into the collective conscience of the organization, unleashing positive energy,

and setting the stage for future collaboration. Including diverse stakeholders, including

donors, program participants, board members, volunteers, and staff, in appreciative

inquiry ensures that the meaning making process is truly inclusive with the result of

shared understanding about the organization¶s assumptions, motivations, and future

direction.

People prefer to be engaged in conversation rather than to be directed in their



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY work (Whitney, Trosten-Bloom, and Rader, 2010). Appreciative inquiry facilitates action

and opens up organizational possibilities through carefully crafted questions that

provoke thought, encourage sharing, and stimulate dialogue. Appreciative inquiry

provokes sincere curiosity (Cooperrider and Whitney, 2000; Cooperrider and Whitney,

2005; Neville, 2008). Developing that curiosity leads to ongoing change (Neville,

2008).Inquiry is an intervention that begins the process of organizational change

(Schein, 1999; Cooperrider and Whitney, 2005).Asking questions promotes

organizational growth and learning (Preskill and TzavarasCatsambas, 2006).By

facilitating the change process through appreciative inquiry, organization members

uncover and express their hopes and desires, recognize and build upon their own ideas,

learn from their past successes and apply them to the future, create a place for

themselves in pursuit of the organization¶s dreams, and form connections across the

group to buttress ongoing cooperation. This leads to increased enthusiasm and efficacy

as the organization implements change initiatives that emerge from the appreciative

inquiry process. This holistic, inclusive approach is well-suited for the nonprofit sector,

which often eschews the oppression of hierarchy and cultural imperialism.

Appreciative inquiry provides a means for organization members to both hear

and be heard. Language is an important transformative tool (Gergen, 1982).Translating

thoughts, symbols, and dreams into words and enthusiastically sharing them with others

creates momentum toward enacting change. Listening validates others¶ experiences

(Whitney, Trosten-Bloom, and Rader, 2010).Exchanging stories, embracing new ideas,

and establishing common ground creates a positive culture that supports affirmation,



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY growth, learning, and change.

Creating new knowledge leads to transformational change; therefore, altering

mental processes must precede or override attempts to change behavior(Bushe and

Kassam, 2005). Organizational and social change are the result of cognitive change

(Cooperrider and Srivastva, 2000). Through participation in intentionally positive

dialogue, organization members transform the content and patterns of their thoughts to

create new frameworks through which the organization¶s work can be interpreted.

Theories provide lenses through which organizational behavior is noticed and

interpreted (Cooperrider and Srivastva, 2000). Organizations can be changed by

changing the theories used to understand them (Bushe, 2000). The process of

appreciative inquiry collects stories about prime organizational experiences and

organizes them into prevalent themes. These themes can highlight the most significant

aspects of nonprofit organizations¶ work, redirect psychic and physical energy into more

productive and essential activities, diminish the domination of negativity and pessimism,

and guide future conversations toward the organization¶s positive vision for the future.

Appreciative inquiry provides an opportunity for employees, volunteers, program

participants, and others to open their hearts and minds in new and unexpected ways.

By liberating thought, the possibilities for future action become open-ended (Morgan,

2005). Appreciative inquiry stimulates thinking and encourages the release of ideas that

would have otherwise been suppressed.

Conversation may be constrained and ideas censored in appreciative inquiry due

to its emphasis on memories related to successes and strengths (Fitzgerald, Oliver, and



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY Hoxsey, 2010). Working in nonprofit organizations can be challenging with many

individual, situational, and social factors influencing the course and outcome of an

organization¶s work. Although these factors are outside the control of organization

members, due consideration and contemplation through a complementary process may

help staff, volunteers, and donors more deeply understand the complexity of their work

and even identify possible solutions.

Cultivating and Leveraging Awareness of Individual and Organizational Strengths

Organizations have utilized a deficit-based approach to problem identification and

solving since the 1930s (Cooperrider, Whitney, and Stavros, 2008). This is a prevailing,

though somewhat shifting, paradigm in the nonprofit sector. Most grant proposals

require an explanation of the needthat the organization or program plans to address.

Program participants are sometimes seen as problems to be solved rather than people

to be celebrated. Concerns about financial sustainability, board and volunteer

engagement, and employee burnout overwhelm many in the sector, overshadowing

positive potentials.

Appreciative inquiry recognizes that organizations are solutions in progress

rather than problems in need of being fixed (Cooperrider and Whitney, 2005;

Cooperrider, Whitney, and Stavros, 2008).When using a problem solving approach,

organizations tend to limit solutions to lists of the most popular ideas (Peelle, 2006).

Appreciative inquiry digs broader and deeper by collecting stories from a significant

cross-section of the organization and using them as a springboard to create solutions

that will bring the organization closer to fulfillment of its vision and



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY mission.Improvements in performance are realized not by ameliorating failures

(Cooperrider, 2000) but by liberating strengths.

There is a cumulative impact to problem and success identification; people tend

to find more and more of what they seek (Preskill and TzavarasCatsambas, 2006). This

self-fulfilling prophecy influences individual relationships, motivation, and organizational

performance.Appreciative inquiry is built upon a foundation of strengths (Cooperrider

and Whitney, 2005). This foundation allows organizations to support the development of

personal and collective power (Whitney and Trosten-Bloom, 2003) which leads to

organizational and social transformation.

Positive power remains nebulous in our society (Whitney, Trosten-Bloom, and

Rader, 2010). In the nonprofit sector, which directly works to eliminate social inequities

or to alleviate their impact, power itself is often eschewed by well-meaning social

servants or reactively enacted by activists that refuse and resist the system. The

recognition of personal power is liberating (Whitney and Trosten-Bloom, 2003). Power,

whether individual or collective, is the driving force of life (Alinsky, 1971).Appreciative

inquiry helps people recognize and utilize their positive power to transform

organizations and communities.

Disconnection from power, and the ability to use it for good, may be related to

pessimism and apathy. Prevalent use of negative language may lead to a loss of

connection with the power to change things (Christie, 2006). People may not

contemplate change without the awareness of their ability to make a difference (Alinsky,

1971).Appreciative leaders transform potential into power (Whitney, Trosten-Bloom, and



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY Rader, 2010).The appreciative inquiry process identifies situations in which individuals,

perhaps without full awareness, felt powerful, in control, and alive. Remembering and

sharing these experiences within organizations builds recognition of power, its

transformational quality, and the possibilities of intentionally using it. Power is self-

regenerating (Whitney and Trosten-Bloom, 2003). Once individuals and groups

recognize and start using their power, momentum propels the group toward continued

achievement of goals.

Focusing on strengths builds an organization¶s capacity for change by expanding

its learning and creating positive energy (Cooperrider and Whitney, 2005). Strengths

emerge through the inquiry process, which uncovers stories about the organization and

its members at peak performance. All human systems have many wonderful ideas and

stories, many of which may be underappreciated and underutilized (Cooperrider and

Whitney, 2000).Nonprofit organizations have many stories upon which they can draw;

these may include: the impetus for formation of the organization; people who have

changed their lives as a result of involvement with the organization; programs and

projects with tangible outcomes that enhanced the community; the impact of changed

laws or government and corporate practices; or the camaraderie and synergy among

staff, volunteers, and others that developed while engaged in this work. Appreciative

inquiry moves those ideas and stories to the forefront, creating connections,

inspiration,and visions of brilliant, but realistic, possibilities.Appreciative inquiry connects

organizational strengths to vision and actions that move the organization toward that

vision (Cooperrider, Whitney, and Stavros, 2008).




Negative messages often prevail in the nonprofit sector. These relate to diverse

areas including lack of resources, overextension of staff, disengagement of board

members, difficulty recruiting volunteers, unrealistic expectations of funders, holes in the

social service system, noncomplying program participants, and unjust laws and

regulations. Deficit language can lead to the destruction of relationships and cynicism

within organizations (Ludema, 2000). In order for groups to be functional, there must be

at least two positive messages for every negative message (Cooperrider, Whitney, and

Stavros, 2008). Organizations can create a positive, cheerful, energetic culture by

communicating at least five strengths-based messages for every one negative message

(Cooperrider and Whitney, 2005; Whitney, Trosten-Bloom, and Rader,

2010).Appreciative inquiry intentionally focuses on positive stories and strengths to

enrich and enliven the organization¶s interactions and culture.

Appreciative inquiry divides ideas, and by extension the people who embrace

them, into positive and negative; this forces judgment (Fitzgerald, Oliver, and Hoxsey,

2010; van der Haar and Hosking, 2004). Labeling experiences as being strength-based

is a subjective exercise and hegemony may be reinforced through the process of

deciding what is or is not included (Fitzgerald, Oliver, and Hoxsey, 2010). Appreciative

inquiry mitigates this effect to some extent by engaging diverse stakeholders throughout

every stage of the process; however, individuals may be reluctant to voluntarily

participate if they feel that their voice has not been included in the past, they have

dissenting views to those of leadership, or they are not fully confident in the potential of

appreciative inquiry to transform the organization.




Appreciative inquiry acknowledges and attempts to reframe conflict and

challenges (Whitney and Trosten-Bloom, 2003).Appreciating another person, inclusive

of their complexity, contradiction, and complete range of experiences and emotions, is

integral to forming true relationships (Fitzgerald, Oliver, and Hoxsey, 2010). Focusing on

the positive may marginalize people with divergent ideas, suppress and systematically

exclude their perspective, and limit opportunities for change (Grant and Humphries,

2006; Boje, 2010; Fitzgerald, Oliver, and Hoxsey, 2010).This may be particularly

relevant for nonprofit organizations, as their supporters, workers, and beneficiaries

typically include the full spectrum of social strata. While focusing on strengths builds

optimism and enthusiasm, it may also cause pessimism and despair if not sincerely

integrated into the organizational culture. Appreciative inquiry must be flexible so that it

is authentic and affirming for all.

In co-operative inquiry groups, a similar approach to organizational development,

suppressed negativity is intentionally liberated and emergent negative feelings are

explored in the safety of a supportive group (Reason, 1999). The many dimensions of

human interaction within organizations may be more fully understood and valued

through a critical appreciative process that treats the apparent contradictions between

the two methods as an inclusive paradox (Grant and Humphries, 2006). These

alternatives offer a broader range of implementation that may be more suitable to the

complexities of nonprofit organizations.

Building Community

Appreciative inquiry can and should engage multiple stakeholders including



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY employees, volunteers, donors, and program participants (Miller, Aguilar, Maslowski,

McDaniel, and Mantel, 2004). The appreciative inquiry process involves people from

throughout an organization to ensure that the process accurately reflects the diversity of

the group (Cooperrider and Whitney, 2005). In a nonprofit organization, program,

administrative, and development staff, in addition to other stakeholders, should be

involved to capture the full experiencesand hopes of the organization.

Organizations can be viewed as a small society with their own culture and

various subcultures simultaneously coexisting (Morgan, 2006). People within

organizations share symbolic interpretations that contextualize and continuously create

meaning as well as habits that ritualize behavior (Berger and Luckman, 1966).Humans

have the capacity to change ritualized organizational behavior regardless of past

experiences (Cooperrider, 2000). Through appreciative inquiry, organization members

have the opportunity to review the assumptions upon which the organization and its

rituals are built and are challenged to question their relevance (Cooperrider and Whitney,

2000; Cooperrider and Whitney, 2005). This process defines the group and its purpose,

giving new meaning to organizational relationships and energizing the group for

continual convergence and transformation.

Appreciative inquiry integrates individual experiences within an organization into

a shared story (Whitney and Trosten-Bloom, 2003).Organizations¶ stories are written,

recorded, and remembered by its members. Organizations continually create their story

through the interaction of the people involved; in appreciative inquiry, this is referred to

as the poetic principle (Cooperrider and Whitney, 2005). The organization¶s story



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY articulates the community¶s character, establishes and enhances relationships among

its members, and provides a rich context through which culture is expressed.

Deficit-based approaches to organizational development lead to fragmentation,

internal conflict, and despair (Barrett, 1995). Appreciative inquiry, as an asset-based

approach, leads to an enhanced sense of solidarity among people within an

organization (Cooperrider, 2000). Cooperation is promoted by removing barriers to

participation and creating conditions that facilitate catalytic interaction (Srivastval and

Cooperrider, 1986).Through the process of appreciative inquiry, organizational systems

are redesigned to encourage innovation and collaboration (Whitney and Trosten-Bloom,

2003). Appreciative inquiry can help nonprofit organizations better align service delivery

across departments, the needs of people served with programs offered, and the

requests of funders with staff capacity. It can bring together diverse stakeholders as a

united front working toward a shared inspirational vision of the future.

A stronger emphasis on partnerships across hierarchical structures emerged in

the 1980s (Watkins and Cooperrider, 2000). Yet, those structures remain in place with

frequently problematic boundary crossing. Past hurt, anticipation of future exclusion and

oppression, and denial of cultural, political, or social hegemony may complicate the

formation of genuine, trusting relationships. Appreciative inquiry must be sensitive to

these dynamics and intentionally create a safe environment for community building.

Leadership is a critical element of appreciative inquiry. Leaders must create a

safe environment for the exchange of ideas. Psychological safety is required for

learning and change to take place (Schein, 1999). The appreciative inquiry process may



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY pose a threat to the authority of insecure leaders (Willoughby and Tosey, 2007).By

disconnecting from ego-driven thoughts and behaviors, leaders allow space for

appreciative inquiry, and other organizational initiatives, to be successful. Supervisors¶

trust in subordinates can lead to enhanced performance (Brower, Lester, Korsgaard,

and Dineen, 2009).Leaders must fully embrace appreciative inquiry in order for it to be

successful. Appreciative inquiry can also be used to improve leadership practice

through reflection and dreaming (Hart, Conklin, and Allen, 2008).This has a ripple effect

on every aspect of leadership practice as well as on organizational interactions and

activities.

Appreciative inquiry has been shown to be more effective in helping teams

achieve their goals than creative problem solving (Peele, 2006). In addition, the

solutions generated through appreciative inquiry are more collectively constructed than

those generated through creative problem solving (Peele, 2006).Teams that engage in

collective learning and that have greater pride and cohesion are more effective

(Kozlowski and Ilgen, 2006).Appreciative inquiry can energize groups by liberating them

from unproductive patterns of behavior through revelation and incorporation of new

paradigms (Bushe, 2000). Increased social bonding leads to enhanced capacity for

change (Cooperrider and Whitney, 2005). When a team is inspired and energized,

change is more rapid (Cooperrider, Whitney, and Stavros, 2005). Stronger

organizational alignment, increased communication, and increased productivity are all

positive long-term impacts of appreciative inquiry (Cooperrider, Whitney, and Stavros,

2005).By focusing on solutions rather than on problems, building positive supportive



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY relationships, and provoking creative dialogue, the process of appreciative inquiry builds

community, generates group dreams, and promotes team and organizational

effectiveness.

Professional development, even that which is inspirational, is not sufficient to

enact change (Lewin, 1946). Meaningful and sustainable change relies on the

cultivation of genuine relationships (Cooperrider, Whitney, and Stavros, 2008). In the

appreciative inquiry process, organization members are influential co-researchers.

Solutions that are self-generated tend to be the most successful and sustainable

(Schein, 1999).Appreciative inquiry situates individual experience within the context of

relationships and communal practice, capitalizing on both personal and social

motivators.

Many human service organizations have organized World Cafes, an adaptation

of the appreciative inquiry process (Fouche and Light, 2010). In these scheduled forums,

social workers have the opportunity to share ideas, reflect on practice, and envision

innovation. This results in deeper relationships, increased collaboration, and

transformed paradigms. Another means of engagement is the solutions-focused

approach which applies positive solution seeking to everyday decision making

processes the rather than undertaking an organization-wide appreciative inquiry

initiative (Onyett, 2009). World Cafes and the solutions-based approach may be helpful

processes for organizations that do not have sufficient resources to invest in

appreciative inquiry or lack commitment from leadership to fully open up and transform

the organization. They also offer a practical means of bringing together people from



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY across organizations that are working toward similar goals. Appreciative inquiry can also

be weaved into program evaluation; this serves as a means to meaningfully engage

program participants and to improve morale around this often underappreciated process

(Preskill and TzavarasCatsambas, 2006).

The appreciative inquiry process is understood through the lens of, and adapted

to be meaningful for, the local culture and individual perceptions (van der Haar and

Hosking, 2004). It should be designed to integrate with the people, processes, and

philosophies that are already in place in order to move the group to a more positive

paradigm.

Creating a Magnificent Shared Vision of the Future

Nonprofit organizations are created to provide a mechanism to realize a

communal dream (Miller, Aguilar, Maslowski, McDaniel, and Mantel, 2004). The

possibility of change stimulates hope (Alinsky, 1971). Founded with a sense of optimism,

nonprofit organizations often become mired in the doldrums of daily routines,

responsibilities, and frustrations. Organizations sometimes continue to pursue their

founders¶ goals long after the utility of doing so was valuable or relevant (Whitney and

Trosten-Bloom, 2003).Appreciative inquiry provides nonprofit organizations with

asystematic method to re-evaluate its assumptions, mission, and practices and to

explore future possibilities that better meet the needs of the community and help it

realize its potential.

Appreciative inquiry provides an opportunity to share individual dreams, interpret

and reinvent those dreams through social interaction, and create new collective dreams



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY that incorporate the best of everyone¶s intentions. Appreciative inquiry not only identifies

but also mobilizes collective dreams (Cooperrider and Whitney, 2000). Visions that are

collectively constructed have a greater propensity to be realized than those that are

imposed from the top of the organizational hierarchy (Whitney, Trosten-Bloom, and

Rader, 2010).Appreciative inquiry uncovers, energizes, and makes possible previously

repressed dreams for the future (Cooperrider and Whitney, 2005).

Effective managers recognize the fluidity of organizational behavior (Morgan,

2006). The world is always changing and this can be effectively lived through by

remaining flexible (Alinsky, 1971).Change is not an explicit goal of appreciative inquiry;

rather, it is a process that leads to individual and organizational transformation (Whitney

and Trosten-Bloom, 2003).By reprioritizing success, motivators, and dreams,

organizations that participate in appreciative inquiry become more responsive to

emerging shifts within the group and in the environment as time and new experiences

unfold.

In appreciative inquiry, visions of the future emerge from discussion about the

organization¶s past (Cooperrider, Whitney, and Stavros, 2008).Our future dreams

materialize when we live as though they are real in the present (Whitney and Trosten-

Bloom, 2003).Future visions can cause change in the present (Cooperrider, 2000). Thus,

appreciative inquiry demonstrates that there is a metaphysical connection between the

past, present, and future.By integrating collective vision into every day organizational

activities, the exceptional becomes the expectation (Cooperrider, Whitney, and Stavros,

2008).An organization¶s most profound dreams for the futurecan berealized through



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY connection to the past and activities in the present.

The appreciative inquiry process promotes generative learning which is self-

sustaining (Bushe and Kassam, 2005). Organizations that continually learn build

momentum to conceptualize and implement new ideas. Envisioning solutions, which

stimulates generative learning, leads to innovation (Barrett, 1995).Appreciative inquiry

expedites change by focusing on positive possibilities rather than analyzing and

addressing continuously changing problems (Watkins and Cooperrider,

2000).Appreciative inquiry may not yield concrete answers but rather opens up an

organization to ongoing exploration and dialogue (Cooperrider and Srivastva, 2000).

Appreciative inquiry is not only an intentional process, it becomes a new way of

organizing and doing business. This way embraces future possibilities and invests

energy in cultivating ideas and resources to continually support their pursuit.

By involving leadership in the appreciative inquiry process, the capacity to

implement organizational dreams is increased (Christie, 2006). Leaders symbolically

communicate that it is safe for others to be open and innovative (Cooperrider and

Whitney, 2005) and inspire high levels of involvement throughout the organization

(Whitney and Trosten-Bloom, 2003).Commitment from, and active involvement of, the

board of directors, executive director, and department leaders send a message that the

organization welcomes and encourages the exploration of ideas and is willing to invest

in group generated solutions.

Assumptions may limit our capacity to envision the future, particularly when they

are invisible (Neville, 2008).Organizational change involves a process of unlearning and



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY relearning thought processes, beliefs, and understandings about the world (Schein,

1999). Appreciative inquiry challenges assumptions so that groups can envision a future

that would have previously been seen as unattainable. Future visions that do not

adequately capture and articulate dreams may cause a sense of misery (Cooperrider,

2000). A skilled appreciative inquiry facilitator will carefully balance the group¶s capacity

with its motivation, seek to illuminate the full palette of organizational dreams, and

collaboratively craft future dreams using the words, symbols, and context of the

organization and its members.

Participatory dreaming can be healing and liberating (Repede, 2009). People can

tap into the collective subconscious as a transformative practice by integrating this into

the process of appreciative inquiry. Participatory dreaming may be particularly helpful to

groups immersed in internal or external conflict as they seek to transcend the current

situation.

Despite its transformational capacity, future-oriented action research is often

overlooked (Chandler and Torbert, 2003). Appreciative inquiry has grown since its

inception in the 1980s. It offers promise to organizations seeking an alternative to the

problem solving approach which is rooted in the past and may be slow paced, reactive,

and demotivating.

Summary

Appreciative inquiry has been used in many nonprofit organizations including the

The Cleveland Clinic where pioneering research was performed, Head Start, Save the

Children, World Vision, and the Coalition for Sexual Assault Programs (Christie, 2006;



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY Cooperrider, Whitney, and Stavros, 2008). This process is particularly relevant to

nonprofit organizations in which limited resources and overwhelming challenges can

lead to a detrimental and exacerbating deficit-based approach.

Appreciative inquiry offers many benefits to nonprofit organizations. It can bring

together diverse stakeholders, build a stronger sense of community and common

purpose, generate motivational enthusiasm, transform thinking and behavior, promote

learning and change, improve organizational performance, and continually remind

stakeholders about future being pursued.

WhileAlinsky-esque organizing methods may intuitively seem contradictory to the

underlying assumptions of appreciative inquiry, the two approaches are indeed

complementary. Critical appreciative inquiry and co-operative inquiry offer two ways to

meaningfully and purposefully integrate conflict and consensus worldviews. While the

realities of nonprofit organizations can be hard and painful, the vision of the future and

the means by which it is pursued need not be.

Conclusions and Implications

Further Research

Action research is gaining momentum with an increasing emphasis on

empowerment (Dick, 2010). Appreciative inquiry fits well within this trend and offers a

methodology that is an alternative to the positivist action research that falls outside of

the Lewinian tradition.

Appreciative inquiry has captured the attention of a few critical researchers who

question the assumptions of this process and have explored the means by which critical



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY and appreciative approaches may be combined to gain a deeper and more complex

vision for the future. Additional action research in this area can be conducted to refine

this integration process. This research would be particularly relevant for social change

organizations that operate based on a conflict model.

Grantmakers, federated funds, coalitions, and nonprofit collaboratives are

potential appreciative inquiry participants. This research would reveal transformation at

both the organizational and community level.

Additional research in linguistics and cognition could unveil additional nuances of

human interaction within the scope of appreciative inquiry processes. While the

theoretical base of appreciative inquiry is broad, there may be additional thinkers, such

as Manheim, Sartre, Goffman, Wilbur, and Chopra, whose work would add interesting

dimensions to appreciative inquiry practice.

The Practice of Organizational Leadership in Organizations

While appreciative inquiry is an intentional process that is conducted within

organizations, its assumptions and implementation offer insight into effective leadership

practice. Groups of people come together to pursue a common dream. Over time, this

dream may become diluted or even irrelevant. Inquiry and dialogue stimulate thinking

and evolutionary mindsets that reveal collective dreams for the future. Employees yearn

for the opportunity to share their ideas and pursue their dreams in community; leaders

can provide this opportunity to the benefit of the organization. A positive, forward-

thinking approach may be more flexible, timely, and transformational than a problem

solving approach. Leaders must be willing to let go of their preconceived ideas about



TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY the organization¶s future direction in order to provide space for the collective group

vision to emerge and flourish. Organization members will enthusiastically pursue a

vision that they purposefully helped to construct. Appreciative inquiry provides a means

for leaders to build positive relationships, update their understanding of organizational

meaning and purpose, engage and motivate key stakeholders, and move the

organization toward its best performance.




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