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What is Appreciative Inquiry (AI)?

An evaluation process that inquires into, identifies, and further develops the best of what is in an organization in order to create a better future (Coghlan, Preskill, Catsambas, 2003).
An approach to organizational analysis and learning. Intended for discovering, understanding and fostering innovations

in social organizational arrangements and processes.

Based on the belief that human systems are made and imagined by

those who live and work within them.

Seeks out the best of what is to help ignite the collective

imagination of what might be.

AI and organizational development

Appreciative organizing is based on the assumption

that the continuous creation and sharing of meaning is crucial to the full engagement of individuals and to the capacities of the organization for fluid and effective transformation. (Anderson et al., 2008) Thus, approaching program evaluation and strategic planning from an appreciative perspective can help to increase stakeholder investment and utilization.

Compare approaches
Evaluative Questions What are the big problems in this organization?
Why have systems and

Appreciative Questions Under what circumstances is this organization most effective?

What systems and procedures are

procedures not worked?

most effective?

Deficit Problems Low morale

Lack of Commitment

Affirmative Topics Moments of high enthusiasm

Creating and sustaining positive

energy

Why use Appreciative Inquiry?

An interactive and engaging process Increase in stakeholder buy-in Decrease in resistance to evaluation and change
Less anxiety provoking the more traditional

approaches

Typical Criticisms
It ignores or even denies problems!
Too soft? Focus on stories. Doesnt dig deep enough!

How is it used?
To build on assets and strengths (whats working)
Creative plan and develop organizational change A philosophy for guiding the evaluation

4-D Cycle
Affirmative Topic Choice
Discovery What gives life? (The best of what is) Appreciating

Destiny How to empower, learn, and adjust/improvise? Sustaining

Positive Core

Dream What might be? (What is the world calling for) Envisioning Results

Design What should be--the ideal? Co-constructing

Source: MacCoy & Engman (2006, October). Appreciative Inquiry in Evaluation. Presentation given at UKES/EES Joint Conference, London, UK

I understand it. I like it How do I do it?

AI Demo
Goal: Develop a series of three to five topics that have the greatest potential to make your company the most effective, most energizing, and most fun organization it could possibly be?

We will walk through Phases 1 & 2 of the Appreciative

Processes

Phase 1: Appreciate
Identify the best of what is: Paired interviews Core questions:
Best or peak experience
Values Wishes

Share stories in groups of 6-8

Identify themes

Mini Interview Questions

1. Tell me about a peak experience or high point in your

professional lifea time when you felt most alive, most engaged, and really proud of yourself and your work. 2. Without being humble, what do you most value about 3. Yourself, and the way you do your work? What unique skills and gifts do you bring to this team and organization?

Your work? Your team? Your organization and its larger contribution to society or the world?

4. What are the core factors that give life to your company,

when it is at its best? 5. If you had a magic wand, and could have any three wishes granted to heighten the health and vitality of your company, what would they be?

Identifying Themes
In small groups In your groups share your partners highlights, focus on great stories they heard, along with inspiring best practices and ideas. Then continue to share stories and determine factors that contributed to their high point experiences.
Share themes and stories with entire group Each small group shares one or two great stories with the whole group stories that represent the essence of what the small group has been learning. As we talk, we develop themes and make a master list

Now lets go back and think

some more about the

future

Phase 2: Dream
Identifying images of a desirable future
Small groups envision a possible future state What will the program/organization look like 3, 5, 10

years from now?

Visions shared in words and/or visual images

Groups share their vision and images

Discussion of themes.

Creating a vision
1. Criteria for Affirmative Topics
From these themes we develop a series of affirmative topics that may focus on organizational issues and that may help resolve these issues. 2.

Identify Potential Topics

We go back into our small groups to identify three to five potential topics.

3. Share and Discuss potential topics

They present their potential topics and explain the logic of their choices

4. Cluster Potential Topics

5. We then as a group cluster the topics those that are similar or redundant.

Select topic clusters

6. Finalize topics
Select a single topic name that best carries the spirit, essence and intent of the original interviews and stories.

Phase 3: Design

Translating the vision into actionable statements Develop provocative propositions or possibility

statements for themes from stories and visions

Stretch the imagination, go beyond the obvious Represent the organizations social architecture

(culture, leadership, policies, business processes, communication systems, strategy, relationships, structure)
All stated in the affirmative and present tense

Phase 4: Destiny
Making the provocative propositions become reality
Participants select those propositions they wish to

work on
Monitor, evaluate and celebrate progress Keep the conversations going

HeartShare Example: Phase 1

Program:
Project CHOICE- Creating Housing Options for Individuals in Challenging Environments

Stories: First housing experience

Learn new skills (e.g. cooking)

Wishes: If you had three wishes for this project what would it
be? Accessible, affordable housing that is widely available

Themes: What are the major themes that were identified by the
group?
Learn new things Find people that care

HeartShare Example: Phase 2 & 3

Project Choice Vision Statement
To provide housing and housing supports for individuals that meet their unique needs, wants and lifestyle choices, utilizing innovative service models that result in a high degree of personal satisfaction.

Statements:
If you were asked to come up with a provocative statement or vision of the project what would it be? EX: My home, my time What stakeholders and systems would be involved in this project? Stakeholders: program, interns, community, friends, family

HeartShare Example: Phase 4

Follow-up Overall, there was consensus that the vision statement is real and relevant now as it was before. The process clearly indicates:
Everyone is committed to the project; It has had a positive impact on consumers and staff; and Everyone has rededicated themselves to ensure all consumers who

are participating in this project will achieve their dreams and have a quality of life.

Other uses of AI
Mission Statement/Vision Development Strategic Planning Organizational/System Redesign Process & Service Enhancement Improvement Initiatives

Source: Appreciative Inquiry An Overview by Kendy Rossi

Harlene Anderson, David Cooperrider, et. al. The Appreciative Organization, The Taos Institute, 2008. Jackie Kelm: www.appreciativeliving.com Hallie Preskill & Tessie Tzvaras Catsambas Reframing Evaluatyion Through Appreciative Inquiry, Sage Publications, 2006. Nick Heap: http://www.nickheap.co.uk The Appreciative Inquiry Discussion List is hosted by the David Eccles School of Business at the University of Utah. Jack Brittain is the list administrator. For subscription information: htttp://mailman.business.utah.edu:8080/mailman/listinfo/a ilist Appreciative Inquiry Commons http://appreciativeinquiry.case.edu/