An Appreciative Inquiry (AI) Approach

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’.

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)

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

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’

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

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

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

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

(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)

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

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?

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.

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

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?

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

Appreciative Inquiry Roadmap