appreciative inquiry an introduction bruce k. barnard cos 4850

Appreciative Inquiry

An Introduction

Bruce K. Barnard

COS 4850

What is Appreciative Inquiry?

A positive revolution in change


“No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.”

“There are only two ways to live your life. One is as though nothing is a miracle. The other is as though everything is a miracle.”

– Albert Einstein

Ap-pre’ci-ate (verb) valuing; the act of recognizing the best in people or the

world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems

to increase in value, e.g. the economy has appreciated in value

Synonyms: valuing, prizing, esteeming and honoring

In-quire’ (verb)

the act of exploration and discovery to ask questions; to be open to seeing new

potentials and possibilities

Synonyms: discovery, search, systematic exploration and study

Deficit Theories Identify the problem (or

performance gap) Conduct a root cause

analysis Identify and analyze

solutions Conduct cost analysis Action plan

Vocabulary Problem Performance gap Deficiencies Failures Substandard

Deficit Theories

An organization is a problem to be solved.


Appreciate & value the best of What Is Envision: What Might Be Dialogue: What Should Be Innovate: What Will Be


An organization is a mystery to be discovered.

Origins of Appreciative Inquiry

Kurt Lewin, 1948 action research David Cooperrider & Suresh Srivastva in 1987 --

with colleagues from Case Western University & Taos Institute

Origins of Appreciative Inquiry

Systems Theory Narrative Therapy Solution-Focused Therapy

The “miracle question” Organizational Development Asset-Based Community Development

Who is Using A/I?

British Airways Verizon Nutrimental Foods United Religious Initiative Roadway Express Lovelace Health John Deere

The Vital Core Achievements Strategic opportunities Product strengths Technical assets Innovations Elevated thoughts Best business practices Positive emotions Financial assets

Organization wisdom Core competencies Visions of possibility Vital traditions, values Positive macrotrends Social capital Embedded knowledge Business ecosystem

The Vital Core

An organization alive!

8 Principles of Appreciative Inquiry

Constructionist PrincipleWords create worlds

Simultaneity Principle Inquiry creates change

Poetic PrincipleWe can choose what we study


Anticipatory Principle Image inspires action

Positive PrinciplePositive questions lead to positive change

Wholeness PrincipleWholeness brings out the best


Enactment PrincipleActing as if is self fulfilling

Free Choice PrinciplePeople perform better and are more committed when

they have freedom to choose how and what they contribute

8 Assumptions of Appreciative Inquiry

It is important to value differences

From: The Thin Book of Appreciative Inquiry, by Sue Annis Hammond


In every human situation something works



What we focus on becomes our reality



Reality is created in the moment and there are multiple realities



The language we use shapes our reality



The act of asking questions influences the outcome in some way



People have more confidence going into the future (unknown) when they carry forward parts of the present (known)



If we carry parts of the past into the future, they should be what are best about the past


The Process

Appreciative Inquiry uses a four step process.

Appreciative Inquiry “4-D”

DiscoveryDiscovery““What gives life?”What gives life?”

(The best of what is)(The best of what is)

AppreciatingAppreciating

DiscoveryDiscovery““What gives life?”What gives life?”

(The best of what is)(The best of what is)

AppreciatingAppreciating

DreamDream““What might be?”What might be?”(What is the world(What is the world

calling for)calling for)Envisioning ResultsEnvisioning Results

DreamDream““What might be?”What might be?”(What is the world(What is the world

calling for)calling for)Envisioning ResultsEnvisioning Results

DesignDesign““What should be—What should be—

the ideal?”the ideal?”

Co-constructingCo-constructing

DesignDesign““What should be—What should be—

the ideal?”the ideal?”

Co-constructingCo-constructing

DestinyDestiny““How to empower, learn,How to empower, learn,

and improvise?”and improvise?”

SustainingSustaining

DestinyDestiny““How to empower, learn,How to empower, learn,

and improvise?”and improvise?”

SustainingSustaining

AffirmativeTopic Choice

Positive Change Any form of organization change, re-design, or

planning that begins with comprehensive analysis of an organization’s “positive core” and then links this knowledge to the heart of any strategic change agenda.

Positive Change Because human systems move toward what they

persistently ask questions about, positive change involves the deliberate discovery of everything that gives a system “life” when it is most effective in economic and human terms.

Positive Change

Link the positive core directly to any strategic agenda, and changes never thought possible are more rapidly mobilized while simultaneously building enthusiasm, corporate confidence, and human energy

CreditsThank You to the following persons who generously

made materials available. David CooperriderSue Annis HammondSue James

appreciative inquiry an introduction bruce k. barnard cos 4850

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