A "glass half full" way to analyze an organization is to focus on what is there as opposed to what is missing. Stated another way, the goal should be to determine the positive core of an organization and leverage strengths as opposed to trying to overcome or minimize weaknesses. The concept of a positive core is central to appreciative inquiry. The components that make up this positive core include strengths, peak experiences, best practices, success, and key learnings (Klem, 2011). Appreciative inquiry implores leaders to ask questions that determine the assets of a team instead of getting caught up in a team's deficits. An appreciative inquiry approach searches for innovations that utilize a team's pre-existing strengths. This is a stark comparison to traditional problem solving which holds the basic assumption that there is a problem that needs to be solved and an action plan is needed to fix it. Figure 1 describes the main differences between a problem solving and appreciative inquiry perspective (LaCour Associates, 2009).
Figure 1. Problem Solving versus Appreciative Inquiry (LaCour Associates, 2009)
Appreciative inquiry follows 5 main principles (Cooperrider & Whitney, 1999/2006):
1) Constructionist principle: Words create words. The language we use shapes our reality.
2) Poetic principle: We can choose what we study. What we focus on grows.
3) Simultaneity principle: Inquiry creates changes. A question immediately initiates a change.
4) Anticipatory principle: Images inspire action. Hopeful depictions of the future encourage positive actions taken today.
5) Positive principle: Positive questions lead to positive change. Questions should amplify the positive core.
Video 1 briefly describes these principles further as well as the process known as the 4-D cycle (Kelm 2011).
Video 1. What is Appreciative Inquiry? (Kelm, 2011).
Each D within the 4-D cycle has a positive take on implementing change. The purpose of "Discovery" is to illuminate the positive core and show appreciation for what exists. The "Dream" component is about envisioning possibilities and sharing ideas for preferred results. The intention behind "Design" is for team's to co-construct a creative plan that uses innovative ways to produce their desired future. Last but not least, the focus for "Destiny" (sometimes referred to as "Deliver") is to implement and sustain the change. As mentioned in Video 1, some people like to add another "D" to this model; the addition of "Define" is useful because it encourages teams to have alignment and set a direction for an affirmative topic (Klem, 2011). If I were to add more "D" words to this cycle, I would suggest "Discuss" and "Develop." The reason for "Discuss" is fairly straight forward since it promotes healthy communication and open dialogue. To me, the word "Develop" is meaningful because it highlights the empowerment aspect of leadership by developing team member's skill sets. Overall, learning about appreciative inquiry has reminded me that every team has something good to offer (even the dysfunctional ones) and I shouldn't jump the gun and assume that there are deficits and problems that need addressing. Using appreciative inquiry will help me maintain a positive attitude and optimistic outlook, which are both beneficial in change management.
Cooperrider, D.L., & Whitney, D. A (1999/2006). Appreciative Inquiry: Positive Revolution in Change. In P. Holman, T. Devane, & S. Cady (Eds.) The Change Handbook (pp.19-33). Berrett- Koehler Publishers Inc.
Kelm, J. [Appreciative Living with Jackie Kelm]. (2011, October 4). What is appreciative inquiry? [Video]. YouTube. https://www.youtube.com/watch?v=ZwGNZ63hj5k
LaCour Associates (2009, June 3). AI for inclusion: Discovering our inclusive best. AI Commons. Retrieved October 3, 2021 from https://appreciativeinquiry.case.edu.practice/toolsModelsPPTDetail.cfm?coid=12723
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