Appreciative Inquiry (AI) is a method of organizational development and change management that is based on the premise that organizations should focus on their strengths, rather than their weaknesses, in order to achieve success. This approach has gained popularity in recent years due to its emphasis on positivity and its potential to create lasting, sustainable change within organizations. In this blog post, we will explore the key principles of AI and how it can be applied in practice to facilitate positive change within an organization.
The origins of AI can be traced back to the 1980s (with increasing publications in the 1990s), when organizational development practitioners David Cooperrider and Suresh Srivastva first developed the approach at Case Western Reserve University (Srivastva, S., & Cooperrider, 1998). Appreciative Inquiry is based on the idea that organizations are constantly evolving and that change is a natural part of the organizational life cycle. It is an approach that focuses on the positive aspects of an organization, rather than trying to fix its problems or weaknesses.
AI is based on four key principles:
- The constructionist principle: This principle states that reality is a social construction and that individuals within an organization have the power to create their own reality through their thoughts, words, and actions.
- The principle of simultaneity: This principle suggests that change and inquiry occur at the same time, and that the process of change can be facilitated through inquiry.
- The principle of poetics: This principle emphasizes the importance of language and communication in shaping organizational culture and reality.
- The principle of anticipatory learning: This principle suggests that organizations can anticipate and shape their future by learning from their past experiences and using this knowledge to inform their actions.
Appreciative Inquiry is typically implemented through a 4-or-5-step process:
- Definition (Clarifying): This phase establishes the scope of the inquiry, its goals and the central question. This phase focuses on what is already working through an affirmation topic.
- Discovery (Appreciating): This phase involves identifying and celebrating the positive aspects of the organization, such as its strengths, successes, and values. This can be done through interviews, focus groups, or surveys.
- Dream (Envisioning): During this phase, the organization imagines what its ideal future state could look like. This can be done through brainstorming sessions, visioning exercises, and creating a shared vision for the organization.
- Design (Co-Constructing): In this phase, the organization develops a plan to move from its current state to its desired future state. This can involve identifying specific goals, action steps, and resources needed to achieve the desired outcome.
- Deliver/Destiny (Innovating): The final phase involves implementing the plan and making the desired changes a reality. This can involve training, communication, and support to ensure that the changes are successful and sustainable.
One of the key benefits of Appreciative Inquiry is its focus on positivity and strengths. By focusing on what is working well within an organization, rather than trying to fix its problems, Appreciative Inquiry can create a more positive and collaborative work environment. This, in turn, can lead to increased employee engagement, motivation, and retention.
Appreciative Inquiry can also be an effective tool for facilitating change within an organization. By involving employees in the change process and encouraging them to think creatively about their desired future state, Appreciative Inquiry can create buy-in and ownership of the change process. This can lead to more successful and sustainable change efforts.
Appreciative Inquiry is not without its critics, however. Some have argued that it can be too focused on the positive aspects of an organization, ignoring or downplaying its problems or weaknesses. Others have argued that it can be too optimistic, setting unrealistic expectations for change.
Despite these criticisms, Appreciative Inquiry has been successfully implemented in a variety of settings, including healthcare, education, government, and nonprofit organizations. Its focus on strengths and positivity has the potential to create lasting, sustainable change within organizations, and it is an approach that is worth considering for any organization looking to facilitate positive change.
There is a growing body of research supporting the effectiveness of Appreciative Inquiry as a tool for organizational development and change management. A 2007 study found that Appreciative Inquiry was effective in increasing employee engagement and commitment to change within a healthcare organization (Cooperrider & Whitney, 2007). Another study, in 2002, found that Appreciative Inquiry was effective in increasing innovation and productivity within a financial services organization (Emmons & Shelton, 2002).
Appreciative Inquiry has also been shown to be effective in the education sector. A 2011 study found that Appreciative Inquiry was successful in creating a positive school culture and improving student achievement (Dickerson, 2011). In addition, Appreciative Inquiry has been used effectively in the public sector. A case 2002 study found that Appreciative Inquiry was successful in facilitating positive change within a local government organization (Martinetz, 2002). Overall, the research suggests that Appreciative Inquiry is a valuable tool for facilitating positive change within organizations, and that it can lead to increased employee engagement, innovation, productivity, and overall organizational success.
Key concepts:
- Organizational development (OD) refers to the systematic use of behavioral science knowledge to improve an organization's effectiveness. OD practitioners use a variety of interventions, such as training, communication, and problem-solving techniques, to help organizations achieve their goals and improve performance.
- Change management is the process of planning and implementing change within an organization. It involves identifying the need for change, developing a plan to implement the change, and ensuring that the change is successful and sustainable.
- Appreciative Inquiry (AI) is a method of organizational development and change management that is based on the premise that organizations should focus on their strengths, rather than their weaknesses, in order to achieve success. AI is based on the idea that organizations are constantly evolving and that change is a natural part of the organizational life cycle. It is an approach that focuses on the positive aspects of an organization, rather than trying to fix its problems or weaknesses.
- The Constructionist principle states that reality is a social construction and that individuals within an organization have the power to create their own reality through their thoughts, words, and actions.
- The Principle of simultaneity suggests that change and inquiry occur at the same time, and that the process of change can be facilitated through inquiry.
- The Principle of poetics emphasizes the importance of language and communication in shaping organizational culture and reality.
- The Principle of anticipatory learning suggests that organizations can anticipate and shape their future by learning from their past experiences and using this knowledge to inform their actions.
References:
Srivastva, S., & Cooperrider, D. L. (Eds.). (1998). Organizational wisdom and executive courage. Lexington Books.Cooperrider, D. L., & Whitney, D. (2007). Appreciative inquiry: A positive revolution in change.
Emmons, R. A., & Shelton, C. M. (2002). Gratitude and the science of positive psychology. Handbook of positive psychology, 18, 459-471.
Dickerson, M. S. (2011). Building a collaborative school culture using appreciative inquiry. Researchers World, 2(2), 25.
Martinetz, C. F. (2002). Appreciative inquiry as an organizational development tool. Performance Improvement, 41(8), 34-39.