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An Introduction to Appreciative Inquiry

Lesley Moore & Julie Barnes

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Appreciative Inquiry (AI)A positive approach to learning and change

Appreciate• Recognise the quality of …• Be fully aware of or sensitive to…• To raise in value or worth

Inquiry• A process of gathering information for the

purpose of learning and changing.

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Appreciate

In every situation something works Learn from exceptional examples and build on

them

What we focus on, we get more of Energy flows where our attention goes

The language we use shapes our view of the world Is the glass half full or half empty?

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Inquiry

Organisations move in the direction of

the questions they ask

the stories they tell

the images of the future they create

Change begins with the first questionsSo we choose them carefully

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Marvin Weisbord:

“If I could ask one thing of a crystal ball in any situation, it would not be:

what's wrong and what will fix it? but

what’s possible here and who cares? “

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Using AI – Five ‘D’ Cycle

Definition:Decide What to Learn

About

Discovery: Explore, inquire

Themes - Values

Dream/Imagine: Picture the future

Design: Find innovative ways to create that future;

Delivery: Sustaining the

Change

AppreciativeTopic

Eg What do you Want More of?

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Why it works Principles of the approach

• In every society, organisation, team and group, some things work well. (strengths based)

• Organisations grow in the direction of what they ask questions about (social construction)

• People are more confident in moving to an uncertain future when they carry forward the best parts of the past (continuity and innovation).

• Change is seen as a journey rather than a one-off event (on-going)

• Everyone in the system participates (involvement)

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Using AI to improve services and performance

Discover best practice and identify what needs to be preserved/built upon

Dream to create a vision of where you would like to get to

Design the detail processes which will take you to your desired future

Deliver the changes and review to sustain and encourage ongoing innovations

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The advantages of wide participation

Change begins from the first questions you ask

Work from rich and diverse examples of what works well

Encourage creative and diverse input into solutions design

Invite offers and commitments from all over the organisation

Leads to increased involvement & morale

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David Cooperrider says that:

‘A compulsive concern with what’s not working, why things go wrong and who didn’t do his or her job ….….demoralises members of the organisation, reduces the speed of learning, and undermines relationships and forward movement‘

……appreciative inquiry starts a different kind of conversation, working with people’s experience, energy and passion to create exceptional change.…”

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Dealing with the challenges

It’s not about ignoring the difficulties

You get to create the solutions together

and work out what needs to happennext.

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Appreciating the best

We invite you to join us in:

Finding out what works

Figuring out how you can do more of it

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Programme for the day

Introduction Discovering what works well Imagining the best possible future Design for the future Delivery - destiny

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Discovery – appreciative interviews

Find a partner you’d like to know better

Appreciative interviews Interviewer: listens, encourages, looks

for the positives, note the highlights Interviewee: chance to brag 10 mins each and swap

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Appreciative Questions

What is the best thing about ….

What do you really value about working here?

What do you want more of?

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Discovery – sharing stories Groups of 6-8 people for 45 mins Share highlights of partner’s story Reflect on emerging themes about

the positive core of Newcastle’s safeguarding practice at its best

Key points and symbol on flipchart Prepare to present in 3 mins

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Dreaming for 2010 You have been nominated for an award for

best and most innovative practice.

All of the things we identified as making your situation excellent are happening.

Can you describe or portray it? What does it look like? What is happening? What am I feeling? What am I doing? What is my manager doing? What is the organisation doing?

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Criteria for good possibility statements: Short and clear Stretching and challenging Exciting and novel Are desired and preferred Describe what is wanted [realistic

& ensures continuity, and transition]

Are written in the present tense, as if they are already happening

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And now:

From COASTING

To BOASTINGTo

TOASTING

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Designing the future

What needs to change to make this happen?

What can we do now and in the longer term to achieve this?

in small groups for 20 mins and feedback key points

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Delivering the change Individual reflection and general

discussion What will I do now to deliver this

change? Offers, invitations, requests

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Evaluation

What was your highlight? What would you have liked more

of? What will you take away with you

today?

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Useful References What is Appreciative Inquiry? by Joe Hall & Sue Hammond,

www.thinbook.com Appreciative Inquiry: Change at the Speed of Imagination, by Jane

Magruder Watkins and Bernard J. Mohr. Appreciative Inquiry: A Constructive Approach to Organization

Development and Social Change, 2001 Cape Cod Institute Workshop by David Cooperrider and Marge Schiller

The Power of Appreciative Inquiry. A practical guide to positive change. Diana Whitney and Amanda Trosten Bloom 2003

Appreciative Inquiry Handbook, David Cooperrider, Diana Whitney and Jackie Stavros, 2003

Appreciative Inquiry: Igniting Transformative Action,” by Bernard Mohr. From The Systems Thinker, Volume 12, #1, 2001, at www.pegasuscommunications.com.

Other Resources: AI Listserve at ailist-admin@mail.business.utah.edu AI Commons website at http://appreciativeinquiry.cwru.edu/ AI Consulting Organization: a global network of AI practitioners at

www.aiconsulting.org.