1. An Appreciative Inquiry (AI) Approach

2. Positive Psychology Seligman 1998
‘The most important thing, the most general thing I learned, was that psychology was half baked. We had baked the part about mental illness. The other side’s unbaked, the side of strength, the side of what we’re good at’.

3. What is Appreciative Inquiry?
Ap-pre’ci-ate= valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living
In-quire’,=. the act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials and possibilities. (Cooperrider & Whitney, 1999)

4. Why use Appreciative Inquiry?
Appreciative Inquiry is an approach to gaining the effective engagement of people with important issues.
It achieves this through focusing systematically on what staff do well
It is a powerful tool to effect change – to make improvements from consideration of existing good practice

5. Key features of Appreciative Inquiry
Asks “unconditional positive questions”
Avoids being problem centred
Asks what’s possible not what’s wrong
Asks about the positives and can infer the negatives
Is the opposite of ‘problem solving’

6. Problem Solving Appreciative Inquiry AND
“Felt need” & identification of problem
Analysis of causes
Analysis of possible solutions
Action planning
Assumes: Organisation is a problem to be solved
Back Door – what’s in the way of what we want?
Deficit Thinking
Discover & value the best of What Is
Dream: What Might Be
Design: What Should Be
Deliver: What Will Be
Assumes: Organisation is mystery to be discovered
Front Door – what is it we ultimately want?
Possibility Thinking

7. Deficit Focus: Consequences
Fragmentation
Few new images of possibility
Negative frames are self-fulfilling
Visionless voice leads to fatigue
‘The Experts Must Know’
Weakened fabric of relationships & defensiveness leads to negative culture
Slow: puts attention on yesterday’s causes

8. The “4-D Cycle” Discover Deliver Dream Design “What gives life?”
(The best of what is)
Gather data
Deliver
“How to empower, learn,
and adjust/improvise?”
Sustaining
Dream
“What might be?”
Think BIG,aspirational
Design
“What should be - the ideal?”
Co-constructing what to do

9. Traditional Process Who Am I? How Do I Get There? Where Am I Going?
Assessment
Who Am I?
Life priorities
Interests
Preferences
Aptitudes
Skills
Action
Exploration
How Do I Get There?
Skills to develop
Education/training
Self marketing activities
Obstacles/strategies
Where Am I Going?
Career Information
Labor Market Information
Career research
Goal Setting

10. (What is the world calling for)
Appreciative Process
Discovery
“What gives life?”
(The best of what is)
Appreciating
Design
“What should be – the ideal?”
Co-Constructing
Destiny
“How to empower, learn and adjust/ improvise?”
Sustaining
Dream
“What might be?”
(What is the world calling for)
Envisioning
Troxel, J. (2001)

11. Process
Look at experiences and times when things are going well – times when you felt excited and successful
Create an image of what you want
Understand how others work with successful situations
Create a common image that can be continually regenerated

12. Generic Questions to Start
Best experience. A time when…
What do you value about… yourself, work, organization.
What do you think is the core life-giving factor or value of your organization
If you had three wishes for this organization, what would it be?

13. Beginning Interviews
1. Let’s begin by talking about a time when you felt most happy in your career – a time when you were having fun and doing a great job. Describe the situation.
2. There are often times in our lives when we feel particularly energized and positive. Looking at all your life experiences, can you recall a peak work or learning experience when you felt most alive, most involved, or most excited about your work?
3. Let’s talk for a moment about the things that you value deeply – specifically, the aspects you value about yourself, the nature of your work, and the work environment.

14. In Other Words…
Capitalize on your strengths and manage around your weaknesses.

15. CONSTRUCTING PROVOCATIVE PROPOSITIONS
Is it provocative ... does it stretch, challenge, or interrupt?
Is it grounded ... are there examples that illustrate the ideal as real possibility?
Is it desired ... if it could be fully actualized would the organization want it? Do you want it as a preferred future?
Is it stated in affirmative and bold terms?

16. Full AI Process Select focus area or topic(s) of interest
Conduct interviews designed to discover strengths, passions, unique attributes
Identify patterns, themes and/or intriguing possibilities
Create bold statements of ideal possibilities ("Provocative Propositions")
Co-determine "what should be" (consensus re: principles & priorities)
Take/sustain action

17. Appreciative Inquiry Roadmap