Revision of Appreciative inquiry from April 12, 2008 - 19:13

Appreciative Inquiry is a strategy for intentional change that identifies the best of ‘what is’ to pursue dreams and possibilities of ‘what could be’; a cooperative search for strengths, passions and life-giving forces that are found within every system that hold potential for inspired, positive change.  (Cooperrider & Srivastva, 1987)


http://appreciativeinquiry.case.edu/

Assumptions

•    In every community something works
•    What we focus on becomes our reality
•    Reality is created in the moment – there is more than one reality
•    The act of asking questions influences the community in some way
•    People have more confidence and comfort to journey to the future when they carry forward parts of the past
•    If we carry forward parts of the past, they should be what is best
•    It is important to value differences
•    The language we use creates our reality

General Flow of an Appreciative Inquiry process:

Appreciative inquiry can be done as a longer structured process going through phases of
o    DISCOVER: identifying organisational processes that work well.
o    DREAM: envisioning processes that would work well in the future.
o    DESIGN: Planning and prioritising those processes.
o    DELIVER: implementing the proposed design.

The basic idea is to build organizations around what works, rather than trying to fix what doesn't.

At the center is a positive topic choice – how we ask even the first question contains the seeds of change we are looking to enact.

Appreciative Inquiry can also be used as a way of opening a meeting or conversation by identifying what already works. What do you value most about your self/work/organization? 

What is Appreciative Inquiry Good For?
Appreciative Inquiry is useful when a different perspective is needed, or when we wish to begin a new process with a fresh, positive vantage point. It can help move a group that is stuck in “what is” toward “what could be”.  Appreciative Inquiry can be used with individuals, partners, small groups, or large organizations.

Materials Needed:
Varies depending on how the methodology is used.

Resources:
Cooperrider, David and Srivastva (2000)
Appreciative Inquiry: Rethinking Human Organization Toward a Positive Theory of Change

http://appreciativeinquiry.case.edu/