Appreciative Inquiry
Principles
Simultaneity Principle
Incquiry creates change
Poetic Principle
We can choose what we study
Anticipatory Principle
Images inspire action
Positive Prnciple
Positive Questions lead to positive change
Wholeness Principle
Wholeness brings out the best
Enactment Principle
Acting "as-if" is self-fulfilling
Free Choice Principle
Free Choice liberates power
4D Process
Discovery
Dream
Design
Destiny
Steps
Identify meaningful social architecture
Select relevant and strategic design elements
Identify organizational design preferences
Craft provocative propositions
Steps
Craft appreciative interview questions
disseminate stories and best practices
Train interviewers
Communicate inquiry strategy
Create an interview plan
Create appreciative interview guide
Conduct appreciative interviews
Map the positive core
Make meaning
Main outcomes
Positive core map
Steps
Review, communicate, and ccelebrate accomplishments
Generate a list of potential actions
Self--organize for inspired action projects
Support the success of self-organized projects
Begin systemic application of Appreciative Inquiry
Steps
Reflect on focal question
Create an opportunity map
Determine common themes and opportunities
Optionally: Document the Dream
Clarify the collective dream
Engage in a Gream Dialogue
Main outcomes
Opportunity Map
Dream capture
Main outcomes
Provocative design propositions
McKinsy 7s Model
David Korton:
9 system design elements
for postcorporate world
Dee Hook: chaordic model
Diana Whitney: Social : architecture
for life-affirming organizations
Approaches to AI
Forms of engagement
Appreciative Inquiry Summit
Mass-Mobilized Inquiry
Core Group Inquiry
Positive Change Network
Positive Change Consortium
AI Learning Team
Progrssive AI Meetings
Whole System 4-D Dialogue
Takes place over an extended period of time
(2 months to 1 year)
Likely across multiple locations
Large group of people :
simultaneously ina two- to four-day AI Process
Large numbers of interviews (up to thousands/millions)
Trained interviewers recruit additional
interviewers during interviews.
Small group of people
Select topics, craft questions, conduct interviews
Multiple organizations
collaboratively engage in a 4-D process
explore and develop common area of interest
Members across an organization
Trained on AI
given resources to initiate projects,
share materials, stories and best practices
Small group of people with a specific project
(e.g. evaluation or process improvement team)
conduct 4-D process
typically short time range
organization, small group or team
undergoes 4-D process in subsequent meetings
typically 10 to 12 meetings lasting 2 to 4 hours
Constructionist Principle
Words create worlds
Reality is a subjective rather than an objective matter
Reality is socially created through language and conversations
By asking a question, we initiate change
Organizations, like open books, are endless sources of learning
what we study defines the world we know.
Human systems move into the direction of their images of the future
Positive and hopeful images of the future
create positive present-day actions
Momentum for large-scale change requires large amounts of positive affect and social bonding
Positive momentum is best created through positive questions amplyfing the positive core.
Bringing all stakeholders together in large group settings stimulates creativity and builds collective capacity.
To make a change, we must be the change.
The process used to create the change should be a lively example of the envisioned future state.
The freedom to choose how and what they contribute makes people perform better and be more committed.
Free Choice stimulates organizational excellence and positive change
Key Decisions
Who will craft questions and interview guides?
Whole Group that selected topics?
Core Team?
Consultants?
Whom to interview?
Who to conduct interviews?
How many interviews per interviewer?
What training do interviewers need?
Who and how to make meaning of the data?
How to communicate stories and best practices?
Key decisions
Whom to involve?
How to get all relevant voices in the room?
How to include voices of those not physically present?
Through what experiental activity
to reveal images of the future?
Writing
Painting, drawing
Enacting
What is the target outcome of the dream phase?
compelling images?
strategic vision?
Purpose statement?
Key decisions
What are we desigining?
Who needs to be involved?
How to describe our ideal organization?
Provocative Propositions?
Design Statements
Set of Principles?
Process Maps?
Key decisions
How to learn about gains already made?
How to celebrate?
Keep awareness and excitement high
Parameters for self-organized action?
Time/other ressources
Domains
How to self-organize
Hwo to support success?
Participants: All Members of the Organization as well as external Stakeholders
Change Agenda
Inquiry Strategy
Organizational Change
Organizational / Community planning
Interorganizational capacity building
Community Development
Global Transformation
Team and small-group development
Intergroup Change
Personal/relational transformation
Culture Transformation
Customer satisfaction
Morale and retention
Organization Design
Business Improvement
Leadership development
Merger integration
Alliance Building
Strategic resource sharing
Economic development
Educational reform
Peace building
Conciousness raising
Global organizing
Multilocal plamnning
Strategic (business) planning
Participatory community planning
Conflict resolution
Process improvement
Leadership development
Coaching
Employee orientation
Career planning
Relationship enrichment
Spiritual Development
Team building
Business Development
Meeting Management
Based to large extent on:
"The Power of Appreciative Inquiry", Diana Whitney & Amanda Trosten-Bloom
and
"Appreciative Inquiry - A Positive Revolution to Change" - David L. Cooperider & Diana Whitney
Preparation
Getting Started
Steps
Create Advisory Team
Train Advisory Team
Determine project scope
Draft inquiry strategy
Build organization-wide awareness
Affirmative Topic Choice
Affirmative Topics characteristics
positive
desirable
stimulate learning
stimulate conversations about wanted future
Steps
Introduce AI
Conduct mini-interviews
Identify Themes
Share themes and stories
Discuss criteria for Affirmative Topics
Identify potential topics.
Share and discuss potential topics.
Cluster potential topics
Select topic clusters
Finalize Topics
Carefully plan how to unfold the AI initiative over time
Serves as a basis for improvisation
Aspects: See "Key Decisions" for each Step in Process
Key Decisions
Is AI appropriate?
Change Agenda?
Who will be the advisory team?
Training needs for the advisory team?
Forms of engagement?
Inquiry strategy?
How and when to introduce the process throughout the organization?
Key Decisions
Who will select topics?
Which topics will we study?