1. Appreciative Inquiry
‘Using Appreciative Inquiry to inspire and bring out the best in others’

2. Questions What is the best – who defines this?
Once you have found it – what do you do with it?
How do you engage and inspire others? Where do you start?
How do you maximise potential and expertise in others?
What is positive psychology and how do you apply it in practical terms?

3. Questions
In pairs take 5 minutes each to think about a time when you experienced exceptional leadership that inspired others and led to creative solutions
What was happening at the time – where were you, who contributed and how, where there any systems or processes that helped?

4. What is Appreciative Inquiry?

5. PROBLEM SOLVING V APPRECIATIVE INQUIRY
(deficit based model)
Appreciative inquiry
(strength based model)
Basic Assumptions
(Hammond)
In every society, organisation or group, something works
“Something’s wrong”
Identify problem
“Valuing the best of what is”
Appreciate
What we focus on becomes our reality.
Conduct analysis
Imagine (What might be)
Reality is created in the moment, and there are multiple realities.
Dialogue and design
(What should be)
Analyse Possible Solutions
The act of asking questions of an organisation, or group influences the group in some way.
Create / do (What will be)
Develop action plan (Treatment)
People have more confidence to journey to the future (the unknown) when they carry forward parts of the past (the known).
Basic assumption: ‘potential to be discovered’ - organisation is a web of strengths to be built on and developed
Basic assumption:
“problem to be solved” – if we find the problems we can ‘fix’ them
If we carry forward parts of the past, they should be what is best about the past.
It is important to value difference
The language we use creates our reality.

6. Appreciative Inquiry 4-D Cycle Discovery “The best of what is”
Appreciate
Deliver / Destiny
“What will be”
Act / Sustain
Dream
“What could be”
Aspire
Define
Affirmative
Topic Choice
Design
“What should be”
Plan

7. A few quotes
The task of organisational leadership is to create an alignment of strengths in ways that make a system's weaknesses irrelevant - Peter Drucker
What we focus on becomes our reality. If we focus on what is wrong, or what is missing, we tend to see everything through that filter or frame Sue Annis Hammond

8. A few quotes
AI presumes that every individual has some untapped positive experiences that are useful in motivating change and development; this immediately shows participants that the organisers and managers have faith in their abilities. Andrew Greer
Participants do not have to take direction from outside sources who do not know all of the details about the organisational culture rather; internal interviews take place with people who understand the environment. Andrew Greer

9. A few quotes
Experience is, for me, the highest authority – Carl Rogers
It is my experience that persons have a basically positive direction – Carl Rogers
You look at where you're going and where you are and it never makes sense, but then you look back at where you've been a pattern seems to emerge” ― Robert M. Pirsig

10. The process Works with groups of any size;
Needs ‘buy in’ from the top;
Is highly interactive and participative;
Centres on identifying key topics;
Can be cascaded throughout an organisation and beyond (to external stakeholders);
Is very cost effective and self sustaining.

11. Typical applications Organisational development; Self evaluation;
Thematic reviews (e.g. partnership working, customer service, citizen engagement);
Performance management / supervision processes;
Continuing professional development.

12. Scottish Housing Regulator
This kind of ‘appreciative inquiry’ approach is based on the idea that in any situation, however awful or difficult, there is something that works, at least some of the time. Appreciative inquiry works on the basis that it is important to discover what that is in order to build on it. This does not mean ignoring the negative things, but starting on a positive, appreciative note sets the tone and opens up potential for change.

13. Benefits / outcomes
It engages and motivates people from the start, providing a positive focus and building on current good practice;
Solutions work because they are rooted in reality and participants take ownership;
It identifies areas for development but avoids a blame culture;
It is an excellent platform to engage with key stakeholders in a meaningful way;
It provides a PR platform;
Outcomes are sustainable.

14. Quotes from participants
The day has been productive and positive. It has allowed employees the opportunity to share their ideas, views, comments, thoughts in a safe environment with a level of optimism regarding change within the organisation.
I feel that the day I attended helped me understand what other partnerships within the community expect from us. This enabled us to have an understanding of each other and where we need to improve. The way in which we established aspirations was a useful exercise

15. Quotes from participants
At first I was a bit worried that the 'Appreciative Inquiry' process would overlook all the weaknesses of the service, of which I felt there were many. As we went on I have found that it has been a very positive way of looking at our weaknesses and not dwelling on them and looking into the future. I have found this process very helpful and hope people will take notice of recommendations that came from it.

16. Quotes from participants
I have learnt a great deal today about the organisation. We have some wonderful workers - it was an opportunity for me to get to know them better and listen to their discussions. At the end of the day - a great deal of worth has been accomplished - and all on a Saturday! Many thanks for allowing me to be part of it.
Quote from a stakeholder

18. Further information / reading
Taith Ltd
Public Service Management Wales
A Glass Half Full
Halfords (pdf)
Housing regulator
AI Handbook – David Cooperrider
Thin Book of AI - Sue Annis Hammond