Appreciative Inquiry
AI is Affirming, Strengths Based and Inclusive.
Appreciative Inquiry (AI) is an approach to (both personal and organisational) improvement that identifies the existing strengths and uses them to create a fundamental change. AI builds on what is working (strengths) rather than trying to fix the shortcomings. Such strengths are identified through detailed inquiries.
AI was first developed in 1987 at Case Western University by David Cooperrider and Suresh Srivastava. It is also an approach that is incorporated into positive psychology with great results. AI is grounded in “hope theory,” which suggests that people are more likely to change when they have a) an inspiring goal/purpose, b) a deep sense of confidence to accomplish the change, and c) a set of practical steps (strategies) for moving forward (see hope theory).
The key ideas in AI
a) Words and discourse affect our perception of reality created at the moment (and there are multiple realities).
b) Questions influences how people think about a topic and trigger change (positive questions promote positive change).
c) What we choose to focus on becomes our reality and will determine what we achieve.
d) Creating images of the future will guide and inspire our actions.
e) People perform better when given a choice and freedom to contribute in their own unique way (it is important to value differences).
f) Every person or organisation has at least one thing that they do well. Focus on finding this and building on it.
g) People have more confidence and comfort to journey to the future (the unknown) when they carry forward parts of the past (the known). And if we carry parts of the past forward, they should be what was the best.
AI offers an alternative to problem-focused approaches that often start with finding and eradicating problems and flaws.
AI stresses the role of affirming questions (and language) in the change process. It suggests that one of the most important drivers of change is the ability to ask affirmative questions. Such positive questions lead to “appreciative discourse”, which is focused on the strengths of the individual or organisation and the desired outcomes. These questions determine how the situation is perceived, forming the foundation for the required work. If the questions are poorly formed, the ensuing perception may lead to an unhelpful attitude, and finally, to adverse outcomes. But if the questions are well-formed, the answers are more likely motivational and produce positive outcomes.
The 4D cycle of AI
The practical stages of implementing AI includes discovery, dream, design, and destiny. These phases can be carried out over a few coaching sessions with an individual or through the course of an organisational retreat (or during several shorter sessions). Each step of the 4D cycle has a particular focus:
Discovery is about determining what works at present or has worked recently (discovering the strengths). At the heart of the discovery phase are individual narratives or stories. AI emphasises that a “narrative-rich” environment is necessary for change to occur. They serve as inspiration for individuals and provoke hope and energy. They also help the participants see the possibility in what initially may seem to be impossible. To be consistent with the strengths-based approach of AI, questions should be worded positively, as well-formed interview questions stimulate constructive storytelling and highlight the lessons from positive experiences.
Dream is about imagining what could be achieved (an ambitious and compelling picture of the desired future). In this phase, the participants are encouraged to dream and envision what it could be (identifying new possibilities). This stage focuses on creating a vision of the future but not the actual design or implementation.
Design is a process of co-constructing what should be done (a strategic plan). Here the focus is on designing the infrastructure and processes needed to make possible the vision that was dreamed earlier. This includes defining and designing policies, methods and procedures necessary to realise that vision.
Destiny is the implementation phase, where the ideas developed in the design phase are put into action.
Affirmative Topic
An important step in AI process is the task of identifying and expressing the improvement work. This is called the appreciative or affirmative topic in AI terminology, which must be a positive strategic goal, appealing to all stakeholders. Good affirming topics are bold and stretch beyond a simple change. The appreciative topic is equivalent to the goal in other improvement models, but it should be positively worded and considered a compelling priority. After the topic is identified, it should be turned into positive questions that stimulate discussion and reflection. For example, describe a time when you were part of a team with a high level of trust and respect among the members. How that trust was communicated? What made it possible in that group?
The principles behind AI:
The constructionist principle proposes that what we believe to be true determines what we do. And thoughts and actions emerge out of relationships, through language and discourse, and day-to-day interactions. So, people co‐construct the world (the organisations or the society) they inhabit. Appreciative Inquiry aims to stimulate new ideas, stories, and images that generate new possibilities for action.
The simultaneity principle proposes that as we inquire into human systems, we change them and sow the seeds of change. The way people think and talk about the thing around them and what they discover and learn are influenced by the very first questions asked. Questions are never neutral, and social systems move toward the questions they most persistently and passionately discuss.
The poetic principle proposes that organisational life is expressed in the stories people tell each other every day, and the organisation's story is constantly being co‐authored. The words and topics chosen for inquiry have an impact far beyond just the words themselves. They invoke sentiments, understandings, and worlds of meaning. In all phases of the inquiry, an effort is put into using words that point to, enliven and inspire the best in people.
The anticipatory principle posits that what we do today is guided by our image of the future. Humans are forever projecting ahead of themselves a horizon of expectation that brings the future powerfully into the present as a mobilising agent. Appreciative Inquiry uses the artful creation of positive imagery on a collective basis to refashion anticipatory reality.
The positive principle proposes that momentum and sustainable change requires positive affect and social bonding. Sentiments like hope, excitement, inspiration, camaraderie and joy increase creativity, openness to new ideas and people, and cognitive flexibility. They also promote the strong connections and relationships between people, particularly between groups in conflict, required for collective inquiry and change.
To do AI correctly, all members of a team or organisation must be involved (unless it’s used in one-to-one coaching).
AI in spirit and methods is similar to best practice research or positive deviance approach that have been used in some organisations to identify and spread examples of good practice. It also shares some similarities in spirit and approach to Motivational Interviewing (MI), a highly effective method used by many coaches, counsellors and therapists. The positive and affirming nature of AI and the fact that people discover their strengths and build on them to achieve further success creates confidence and hope, which drives endurance and change. The success of AI is also related to its capacity to improve communication, relationship, understanding and trust amongst all stakeholders.
Reference Books:
Appreciative Inquiry: A Positive Revolution in Change, by David L Cooperrider and Diana Whitney.
The Power of Appreciative Inquiry: A Practical Guide to Positive Change, by Diana Whitner and Amanda Trosten-Bloom.