Appreciative inquiry
What is it?
Appreciative Inquiry (AI) is a collaborative and strengths-based approach to organizational development and change management. AI focuses on identifying and building on an organization's existing strengths and positive attributes, rather than focusing solely on its weaknesses and problems.
AI is based on the belief that organizations are social constructions, created and shaped by the stories and beliefs of those who work within them. By focusing on positive stories and experiences, AI seeks to create a more positive and optimistic culture within the organization, and to generate energy and enthusiasm for change.
AI typically involves a four-step process:
Discovery: In this stage, participants identify and explore the positive aspects of the organization, such as its values, strengths, and successes. This is typically done through interviews, focus groups, or other forms of inquiry.
Dream: Participants envision the ideal future of the organization, based on the positive aspects identified in the discovery stage. This stage encourages creativity and innovation, and seeks to inspire a shared vision for the organization.
Design: Participants work together to develop concrete plans and strategies for achieving the desired future state of the organization. This stage involves identifying key priorities, setting goals, and developing action plans.
Delivery: In the final stage, participants implement the plans developed in the previous stages, and monitor and evaluate progress towards the desired future state.
Overall, Appreciative Inquiry is a collaborative and positive approach to organizational development that seeks to build on the strengths and positive attributes of the organization, and to generate energy and enthusiasm for change.
AI was developed by David Cooperrider and Suresh Srivastva in the early 1980s, when they were both professors at Case Western Reserve University in Cleveland, Ohio. Cooperrider and Srivastva were interested in finding a new approach to organizational development that focused on the positive aspects of organizations, rather than the traditional problem-solving approach.
They began by studying the work of several leading management theorists, including Peter Drucker and Douglas McGregor, who emphasized the importance of positive leadership and employee empowerment. They also drew on insights from social constructionist theory, which posits that our understanding of the world is shaped by the language and stories we use to describe it.
Cooperrider and Srivastva began experimenting with a new approach to organizational development that focused on identifying and building on an organization's existing strengths and positive attributes, rather than focusing solely on its weaknesses and problems. They called this approach "Appreciative Inquiry" and began applying it in a variety of organizational settings.
How might you develop it?
As a leader paying attention to how and when you show appreciation is a very simple way to get started. If you are not naturally inclined to express gratitude and appreciation this may be inhibiting relationship and organizational development in several ways.
More systematically, Introducing Appreciative Inquiry (AI) into your organization as a leader can be a valuable way to promote positive change and foster collaboration and innovation. Here are some steps you can take to introduce AI into your organization:
Educate yourself: Before introducing AI, take the time to educate yourself on the principles and practices of this approach. Read books and articles, attend workshops or webinars, and talk to experts and practitioners in the field
Build a coalition: Identify key stakeholders in your organization who can support the introduction of AI. These might include senior leaders, managers, and employees who are open to new ideas and approaches
Define the problem: Identify a specific issue or challenge within your organization that you want to address using AI. This might be a problem that has been resistant to traditional problem-solving approaches, or an opportunity for growth and innovation
Plan the process: Develop a plan for introducing AI into your organization, including timelines, resources, and key stakeholders. This might involve hiring an AI consultant or trainer, conducting AI workshops or focus groups, or creating an AI task force or committee
Communicate the approach: Communicate the AI approach to your employees, stakeholders, and other key audiences. Explain the principles and benefits of AI, and emphasize the importance of collaboration and positive thinking in achieving positive change
Facilitate the process: Facilitate the AI process by working with your team to identify and build on the positive aspects of your organization, develop a shared vision for the future, and develop concrete plans for achieving that vision
Evaluate and adjust: Regularly evaluate the AI process and adjust your approach as needed. Use feedback from employees and stakeholders to refine your approach and ensure that it is meeting the needs of your organization
By introducing Appreciative Inquiry into your organization, you can create a more positive and collaborative culture, foster innovation and growth, and achieve positive change in a way that is sustainable and meaningful for your organization.