Appreciative Inquiry is a positive method of reflection and discovery that focuses on the strengths of an organization, rather than on its weaknesses - quite different to many evaluation approaches, which tend to focus on deficits and problems. It is a means of addressing issues, challenges, changes and concerns of an organization by building on successful, effective and energizing experiences. It can be highly motivating and is used as an approach that supports large-scale change. Appreciative Inquiry asks people to explore existing strengths and successes, both internally and externally. Because it uncovers positive forces in an organization, it can lead to better performance, stronger relationships and culture, common vision and direction, learning and innovation, and collective action, for example through networking or community building.
WHEN TO USE IT AND WHY
The approach can be used in a meeting, event (for example a retreat), or in a larger forum or group. Teams and organizations use Appreciative Inquiry to: understand best practices; facilitate and manage innovation; develop strategic plans; facilitate positive collaboration; and to support large-scale change initiatives. An individual might use Appreciative Inquiry for leadership coaching or to develop a personal strategic vision. At the societal level, the same approach has been used to find common ground around topics of global importance, to shape the direction of non-profits and NGOs, and to shape multi-stakeholder initiatives. The logic behind it is that positive change is more likely when all members of a team or an organization are motivated to understand and value the most favourable features of its culture.
HOW TO?
Appreciative Inquiry is often presented in terms of a four-step process around an affirmative topic choice (and the same steps are followed with small or large groups). In some cases a previous step is included, as one which establishes the focus and scope of the inquiry ("definition").
- Discover: Identify what works well in a team or organization through structured interviews or storytelling. Participants explore “the best of what is,” identifying the organization’s strengths, best practices, processes that work well, or sources of excellence, vitality, and peak performance.
- Dream: Participants imagine that the good practices identified in the discovery phase are the norm, rather than the exception. They create a vision of the future they really want – a future where the team or organization is fully engaged and is successfully fulfilling its core purpose and strategic objectives.
- Design: The design phase maps out the steps that will turn the dream into reality. Participants are asked to outline what needs to happen to support their vision of the future. They consider the high-impact strategies that will move the team or organization creatively and decisively in the right direction.
- Deliver: Participants put the strategies into action, revising them as necessary. Working together, they implement the steps that were considered in the design phase.
WHAT DO YOU NEED?
- Support and commitment from the leaders of the community, organization or team. Leaders need to trust the process and support the ideas that emerge from it.
- Independence: Leaders must "let go" and let participants control the process. If they do not, the participants may feel that AI is being used to manipulate them towards the ulterior motives of the management.
- Support from all participants. If cynicism seems to prevail, it is better to start small and let the results convince people, before scaling up the initiative.
MORE INFORMATION / SOURCES
- Appreciative Inquiry Commons. This is an online portal with academic resources and practical tools, with case studies a links to an AI Community of Practice.
- Charles Elliott, 2001. Locating the Energy for Change: An Introduction to Appreciative Inquiry. Published by the International Institute for Sustainable Development, this book describes the theoretical basis of appreciative inquiry, shows practitioners how to use it, and provides a few case studies.
- Anne Acosta and Boru Douthwaite, 2005. ILAC Brief 6. Appreciative Inquiry: An approach for learning and change based on our own best practices. This short document describes the key AI principles and describes how it was used in an agricultural research institute to improve its performance. ,
- Appreciative Inquiry. This is part of the "Coaching Leaders" site, with a theoretical section detailing how AI works, and another one with information on how to facilitate a process. It also offers training courses.