APPRECIATIVE INQUIRY
"To a far greater extent than is normally acknowledged, we human beings create our own realities through symbolic and mental processes; because of this, conscious evolution of the future is a human option...the artful creation of positive imagery on a collective basis may be the most prolific activity that individuals and organizations can engage in if their aim is to help bring to fruition a positive and humanly significant future."
David Cooperrider (1992)
Appreciative inquiry is a methodology developed by David Cooperrider, a professor of Organizational Behavior at Case Western Reserve University. He has been working closely with IMAGINE CHICAGO to promote this inquiry process within the context of Chicago as a living organization.
Appreciative Inquiry (AI) is a method for discovering, understanding and fostering innovations in organizations through the gathering of positive stories and images and the construction of positive interactions. AI seeks out the very best of "what is" to help ignite the collective imagination of "what could be". The aim is to generate new knowledge which expands the "realm of the possible" and helps members of an organization envision a collectively desired future and to carry forth that vision in ways which successfully translates images of possibility into reality and beliefs into practice.
The Appreciative Inquiry process can be a helpful tool in any planning effort which requires strategic vision and an empowering context for innovation and development.
A brief summary of the process and principles behind Appreciative Inquiry follows:
APPRECIATION:
1. You discover and value those factors that give life to the community; for example, what do you value most about yourself, your neighbors, the community organizations of which you are a part? What in your view is making a positive difference to the quality of life in your community? What contribution are you making that you are especially proud of?
2. You envision what might be. When the best of what is has been identified and is valued, the mind begins to search beyond, to imagine new possibilities. Imagining involves "passionate thinking", allowing yourself to be inspired by what you see. It means creating a positive image of a desired future. e.g. what small outreach project would make a big difference on your block?
3. You engage in dialogue, discussing and sharing discoveries and possibilities. Through dialogue, individual vision becomes shared vision.
4. You create the future through innovation and action. Because ideals are grounded in realities, there is confidence to make things happen.
INQUIRY:
1. Inquiry into what is possible should begin with appreciation. The primary task is to describe and explain those exceptional moments which give energy to the organization and activate members' competencies and energies.
2. Inquiry into what's possible should be applicable. Study should lead to the creation of knowledge that can be used, applied, and validated in action.
3. Inquiry into what is possible should be provocative. An organization is capable of becoming more than it is at any given moment, and learning how to determine its own future.
4. Inquiry into the human potential in the organization should be collaborative. This assumes an inseparable relationship between the process of inquiry and its content.
Six Aspects of Change and Development of which to be Aware:
1. Knowledge of the organization is critical to determining its destiny. To be effective change agents, we must understand organizations as living constructions. Understanding the organization is at the center of any movement towards positive change. Thus, the way we know is fateful.
2. The seeds of change are implicit in the first questions we ask. The questions we ask determine what we find, and what we find becomes the material from which the future is conceived and change is made.
3. A critical resource we have for creating positive change in the organization is our imagination, and our capacity to free the imagination and mind of groups.
4. Our imagination and mind are constrained by our bad habits, limited styles of thinking, underlying assumptions and traditional rules of organizing.
5. Our styles of thinking rarely match the increasingly complex worlds in which we work...therefore we need to commit ourselves to the ongoing discovery of more creative and fruitful ways of knowing.
6. Organizations, as living constructions, are largely affirmative and respond to positive thought and positive knowledge.
TWO CONTRASTING MODELS OF PLANNING
Problem Solving
"Felt Need"
Identification of Problem
Analysis of Causes
Analysis of Possible
Solutions
Action Planning
(Treatment)
Basic Assumption:
Organizing-is-a-
Problem-to-be-Solved
Appreciative Inquiry
Appreciating
Valuing the Best of “What is”
Envisioning
"What Might Be"
Dialoguing
"What Should Be"
Innovating
"What Will Be"
Basic Assumption:
Organizing-is-a-
Mystery-to-be-Embraced
See Cooperrider and Srivastva (1987) "Appreciative Inquiry Into Organizational Life" in Research in Organizational Change and Development, Pasmore and Woodman (eds), Vol. 1, JAI Press.
SOME EXAMPLES OF APPRECIATIVE INQUIRY QUESTIONS FOR USE IN A COMMUNITY SETTING
What do you value most about yourself as a local leader?
About the community of which you are a part?
Describe a positive change that you've been involved with, possibly in your neighborhood.
What made it possible?
What was something you learned about making change?
Describe one thing you would like to learn and something you could teach others
What small change on your block might make a big difference?
"To a far greater extent than is normally acknowledged, we human beings create our own realities through symbolic and mental processes; because of this, conscious evolution of the future is a human option...the artful creation of positive imagery on a collective basis may be the most prolific activity that individuals and organizations can engage in if their aim is to help bring to fruition a positive and humanly significant future."
David Cooperrider (1992)
Appreciative inquiry is a methodology developed by David Cooperrider, a professor of Organizational Behavior at Case Western Reserve University. He has been working closely with IMAGINE CHICAGO to promote this inquiry process within the context of Chicago as a living organization.
Appreciative Inquiry (AI) is a method for discovering, understanding and fostering innovations in organizations through the gathering of positive stories and images and the construction of positive interactions. AI seeks out the very best of "what is" to help ignite the collective imagination of "what could be". The aim is to generate new knowledge which expands the "realm of the possible" and helps members of an organization envision a collectively desired future and to carry forth that vision in ways which successfully translates images of possibility into reality and beliefs into practice.
The Appreciative Inquiry process can be a helpful tool in any planning effort which requires strategic vision and an empowering context for innovation and development.
A brief summary of the process and principles behind Appreciative Inquiry follows:
APPRECIATION:
1. You discover and value those factors that give life to the community; for example, what do you value most about yourself, your neighbors, the community organizations of which you are a part? What in your view is making a positive difference to the quality of life in your community? What contribution are you making that you are especially proud of?
2. You envision what might be. When the best of what is has been identified and is valued, the mind begins to search beyond, to imagine new possibilities. Imagining involves "passionate thinking", allowing yourself to be inspired by what you see. It means creating a positive image of a desired future. e.g. what small outreach project would make a big difference on your block?
3. You engage in dialogue, discussing and sharing discoveries and possibilities. Through dialogue, individual vision becomes shared vision.
4. You create the future through innovation and action. Because ideals are grounded in realities, there is confidence to make things happen.
INQUIRY:
1. Inquiry into what is possible should begin with appreciation. The primary task is to describe and explain those exceptional moments which give energy to the organization and activate members' competencies and energies.
2. Inquiry into what's possible should be applicable. Study should lead to the creation of knowledge that can be used, applied, and validated in action.
3. Inquiry into what is possible should be provocative. An organization is capable of becoming more than it is at any given moment, and learning how to determine its own future.
4. Inquiry into the human potential in the organization should be collaborative. This assumes an inseparable relationship between the process of inquiry and its content.
Six Aspects of Change and Development of which to be Aware:
1. Knowledge of the organization is critical to determining its destiny. To be effective change agents, we must understand organizations as living constructions. Understanding the organization is at the center of any movement towards positive change. Thus, the way we know is fateful.
2. The seeds of change are implicit in the first questions we ask. The questions we ask determine what we find, and what we find becomes the material from which the future is conceived and change is made.
3. A critical resource we have for creating positive change in the organization is our imagination, and our capacity to free the imagination and mind of groups.
4. Our imagination and mind are constrained by our bad habits, limited styles of thinking, underlying assumptions and traditional rules of organizing.
5. Our styles of thinking rarely match the increasingly complex worlds in which we work...therefore we need to commit ourselves to the ongoing discovery of more creative and fruitful ways of knowing.
6. Organizations, as living constructions, are largely affirmative and respond to positive thought and positive knowledge.
TWO CONTRASTING MODELS OF PLANNING
Problem Solving
"Felt Need"
Identification of Problem
Analysis of Causes
Analysis of Possible
Solutions
Action Planning
(Treatment)
Basic Assumption:
Organizing-is-a-
Problem-to-be-Solved
Appreciative Inquiry
Appreciating
Valuing the Best of “What is”
Envisioning
"What Might Be"
Dialoguing
"What Should Be"
Innovating
"What Will Be"
Basic Assumption:
Organizing-is-a-
Mystery-to-be-Embraced
See Cooperrider and Srivastva (1987) "Appreciative Inquiry Into Organizational Life" in Research in Organizational Change and Development, Pasmore and Woodman (eds), Vol. 1, JAI Press.
SOME EXAMPLES OF APPRECIATIVE INQUIRY QUESTIONS FOR USE IN A COMMUNITY SETTING
What do you value most about yourself as a local leader?
About the community of which you are a part?
Describe a positive change that you've been involved with, possibly in your neighborhood.
What made it possible?
What was something you learned about making change?
Describe one thing you would like to learn and something you could teach others
What small change on your block might make a big difference?
