Appreciative Inquiry

The underlying assumption in Appreciative Inquiry is the belief that every individual, team and organisation has experience of working exceptionally well. It is a particular way of asking questions and envisioning the future that fosters positive relationships and builds on what is best in a person, a situation, or an organisation. In so doing, it enhances a system's capacity for collaboration and change.

 

Appreciative Inquiry utilises a 4 stage process focused on:

 

Discovery: The identification of organisational processes that work well.

 

Dreaming: The envisioning of processes that would work well in the future.

 

Designing: Planning and prioritising processes that would work well.

 

Delivery: The implementation of the proposed design.

 

 

How it works

 

An Appreciative Inquiry begins with participants working in pairs discovering what has worked well in the past in relation to a particular issue. The process then moves on to imagine, and then design, how things might improve in the future. The basic idea is to build organisations and communities around what works, rather than trying to fix what doesn't. It is the opposite of problem solving. Instead of focusing on gaps and inadequacies to remediate skills or practices, Appreciative Inquiry focuses on how to create more exceptional performance. The approach acknowledges the contribution of individuals and so increases trust and a sense of being valued.

 

Starting with the positive, rather than the problem, can be useful in many contexts. Appreciative Inquiry is used by corporates and communities across the world for strategic planning and development (and by some as a framework for coaching and supervision).