1. 1 A Reflective and Strategic Guide To an Appreciative Inquiry Paul Magnus, PhD

2. 2 The following questions are a guide for a an interactive, generative and collaborative direction-setting series of conversations. The desired outcome is that the group involved will have a sense of appreciation for what is, a sense of growing vision for what could be, readiness for identifying what should be, and a foundation for releasing what will be. Be sure to bathe the conversations in prayer and move smoothly from prayer to crucial conversations. Enjoy the journey. Appreciative Inquiry

3. 3 Step 1: Define your current reality

4. 4 Define your current reality Who are you?

5. 5 Define your current reality What are the pivotal breakthroughs and/or consolidations in your history?

6. 6 Define your current reality How well are you doing (strengths & weaknesses)?

7. 7 Define your current reality What do you feel are the primary opportunities and/or threats to significant forward movement over the next three to five years?

8. 8 Step 2: Discover what you deeply value

9. 9 Discover what you deeply value What things are passionately loved in the current context, situation and ministry you represent? What do you think God delights in most in your context?

10. 10 Discover what you deeply value What do you passionately long for that isn’t yet a part of who you are, what you do, and what you are now trying to accomplish? What do you think God longs for most in your context?

11. 11 Step 3: Dream what you could be

12. 12 Dream what you could be Dream what could be if what you do is blessed. What is the picture in your mind’s eye of how it could look? Dream aloud or on paper and respond to the following:

13. 13 Dream what you could be As I think of what could be, the picture that comes to mind is best described as…

14. 14 Dream what you could be As I dream about the future I have glimmers of hope that …

15. 15 Dream what you could be As I think about what difference we could make or impact we could have I get goose bumps just thinking about…

16. 16 Dream what you could be When I picture the image I get of the people or people groups we could be impacting with what we have to offer, I see…

17. 17 Dream what you could be My dream suggests that if our longings and direction are blessed, the results we could see include…

18. 18 Dream what you could be When I get a picture in my mind of the resources coming together to accomplish this dream, I see…

19. 19 Step 4: Determine what should be

20. 20 Determine what should be In setting down a clear direction for the future, what primary difference should we seek to make over the next three to five years?

21. 21 What five to seven specific, measurable, achievable targets should we seek to accomplish over the next three to five years? Determine what should be

22. 22 What added resources will be needed for this vision to be accomplished over the next three to five years? Determine what should be

23. 23 Given the need for a clear and compelling vision to get you energetically future- focused, what distilled statement or picture comes to mind by the way of: Key words or ideas? Compelling phrases? A powerful and engaging statement(s)? A slogan that will make the vision memorable and enduring? Determine what should be

24. 24 Step 5: Design what you will deliver

25. 25 Create a plan for how your initiatives will be developed and the progress tracked. This section I would complete in a conversation with a group of people (employed or volunteer) who will shape and implement the action plan. That conversation should produce answers to the questions to follow and it should be taken very seriously. Design what you will deliver

26. 26 Design what you will deliver What initiatives will be implemented?

27. 27 Design what you will deliver Who will the champion be for each?

28. 28 Design what you will deliver What will the timeline be?

29. 29 Design what you will deliver What resources will be applied?

30. 30 Design what you will deliver Example: Strategic Goal # ___ (1, 2, 3…) Initiative: Champion(s): Needed Resources: Schedule: Outcome:

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