Organizational Development Network

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Appreciative InquiryAn Interactive Application
with Dave Gatewood and Valerie Evans

• Organizational Development Network
• Portland, Oregon
• September 12, 2007

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What is Appreciative Inquiry?

• AI is the cooperative search for the best in
  people, their organizations, and the world around
  them. It involves systematic discovery of what
  gives a system life when it is most effective
  in economic, ecological, and human terms.
• David Cooperrider

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Ap-preci-ate, v.,

• 1. Valuing
• The act of recognizing the best in people and the
  world around us
• Affirming past and present strengths, successes,
  and potentials
• To perceive those things that give life (health,
  vitality, and excellence) to living systems.
• 2. To increase in value, e.g. the economy has
  appreciated in value.
• Synonyms valuing, prizing, esteeming,and
  honoring.

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In-quire (kwir), v.,

• 1. The act of exploration and discovery.
• 2. To ask questions to be open to seeing new
  potentials and possibilities.
• Synonyms discovery, search, studyand systematic
  exploration.

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Peter Druckerin an interview on his book The
Next Society

• The task ofleadership is to create an
  alignment of strengths, making our weaknesses
  irrelevant.

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The Positive Core

• Identifying our positive core systematically and
  collaboratively creates a knowledge link between
  the entire enterprise and the life-generating
  core of past, present, and future capacities and
  opportunities this ignites change!

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The Art of the Question in Leadership and Change

• What possibilities exist that we have not yet
  considered?
• Whats the smallest change that could make the
  biggest impact?
• What solutions would have us both win?

• Whats the biggest problem here?
• Who is the weakest link in our organization?
• Why does that department blow it so often?
• Why do we still have those problems?
• Why do we keep loosing?

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What would you call it?(all these things taken
together)

• Achievements
• Strategic opportunities
• Technical assets
• Innovations
• Elevated thoughts
• Best practices
• Positive emotions
• Financial assets
• Value created
• Economic and social investments

• Tacit Wisdom
• Core competency
• Visions of possibility
• Reputation and brand
• Vital traditions
• Positive macrotrends
• Social capital
• Strengths business ecosystem e.g. strengths
  suppliers, partners, customers

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PROBLEM ANALYTIC CHANGE VS. APPRECIATIVE INQUIRY
Problem solving (deficit based change)
Appreciative inquiry (strength based innovation)
Basic Assumptions
What we focus on becomes our reality
Felt Need Identify problem
Valuing the best of what is Appreciate
Reality is created in the moment, and there are
multiple realities
Conduct root cause analysis
Imagine (What might be)
In every ongoing team/group/ organization . . .
Some-thing(s) work
Dialogue and design (What should be)
Analyze Possible Solutions
People have more confidence and comfort to
journey to the future (the unknown) when they
carry forward parts of the past (the known)
Develop action plan (Treatment)
Create (What will be)
Basic assumption problem-to-be solved
Basic assumption mystery organization is a
web of strengths linked to infinite capacity,
infinite imagination alive
The mode and language of inquiry effects the
organization being observed
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What Does All This Mean for Our Work With
Organizational Change?
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Five Principles of Appreciative Inquiry

• Constructionist Principle Our organizations
  evolve in the direction of the images we create.
• Principle of Simultaneity Change begins at the
  moment you ask the question.
• Anticipatory Principle We move in the direction
  of what we think and imagine the future holds.

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Five Principles of Appreciative Inquiry (cont.)

• Poetic Principle Organizations are an open
  book and we are each authors of the story.
• Positive Principle The more positive the
  question, the greater and longer-lasting the
  change.

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The AI 4-D Model
Discovery What gives life? The best of what
is. Appreciating
Dream What might be? Envisioning Results/Impact
Destiny How to empower, learn, and
improvise? Sustaining
Affirmative Topic
Design What should be the ideal? Co-construct
ing
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The Value of Engagementand Positive Energy in a
Change Environment

• Organizations work best when they are vibrant,
  alive and fun. You know, when the "joint is
  jumping!" You can sense that the spirit of the
  organization is vital and healthy and that people
  feel pride in their work. Everyone builds on
  each other's successes, a positive can do
  attitude is infectious and the glow of success is
  shared. What's more, this positive energy is
  appreciated and celebrated so it deepens and
  lasts.

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For More information About Appreciative Inquiry .
. .

• Visit the Appreciative Inquiry Commons at
  http//ai.cwru.edu for the latest bibliography,
  research, practice and management, news and
  events, and learning opportunities.

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To Contact Dave Gatewood or Valerie Evans . . .

• David D. Gatewood
• 2420 SW Nevada Ct.
• Portland, OR 97219
• [phone]
• gatewood_at_umich.edu
• Valerie EvansDavid Evans and Associates
• 2100 SW River Parkway
• Portland, OR 97209
• [phone]
• vce_at_deainc.com