An Appreciative Inquiry

1
An Appreciative Inquiry

• Overview
• Gail Johnson
• Spring 2003

2
What Is It?

• A framework for creating an imagined future that
  builds on the most positive and vital elements of
  the organization
• Appreciative Inquiry is a process to learn from
  success
• What works well?
• Why it works well?
• How we can extend that success across the
  organization?

3
An Appreciative Inquiry

• Values what is
• Envisions what might be
• Engages in a dialogue about what should be
• Develops strategies to bring about what will be

4
Assumptions

• Organizations gravitate toward a positive
  image of itself.
• People want to do a good job, to make a
  positive difference.
• Organizations also seek to make a positive
  difference.
• The people in the organization know what is
  important

5
Assumptions

• The people in the organization know why
  things go right.
• It is both the image of the future and the
  process for creating that image that creates the
  energy to drive change throughout the
  organization.

6
Outcomes of an Appreciative Inquiry

• Recognition and affirmation of the
  organizations strengths, values and core
  competencies
• A deep understanding of the factors that
  contribute to individual and organization
  success
• A strategy to build on individual and
  organizational success

7
The Steps in the Process

• Collect Data from Interviews Learn about the
  Best of the Best
• Determine Common Themes
• Articulate Provocative Propositions What
  Could Be
• Validate the Propositions Importance?
  Currently Exists?

8
The Steps in the Process

• Supports Analysis What is in Place? What
  needs to be Developed?
• Develop Action Agenda
• Implement the Agenda
• Evaluate and Monitor Progress

9
Gathering Data

• Think about your best experience, most positive
  learning experience thus far in the MPA program.
• What made it the best?
• What have you done in this program that you are
  most proud of?
• If someone from another planet came to this
  class, what would she see that gives life and
  vitality to this learning environment?

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Discovering the Best of What Is

• Discovering the Common Themes
• Meet in your study groups
• Share the data
• Each person shares his responses, question by
  question
• After people have all shared, capture the common
  themes

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Discovering What Could Be

• Based on the data collected and the common
  themes, interests, values each team will develop
  provocative propositions
• Statements about what the MPA program would be
  like if the best experiences happened more
  frequently and consistently
• A vision of a desired future
• Inspired!

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Discovering What Could Be

• Anything is possible,
• anything can be!

13
Discovering What Could Be

• Organizational Examples
• It is an exciting, challenging and meaningful
  direction which helps all employees feel a sense
  of significance, purpose, pride and unity.
• Leadership is both inspirational and
  participative.
• The citizens are proud of the work performed by
  city employees.
• Customers receive prompt and responsive service
  and always leave satisfied.

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Discovering What Could Be

• As a small group, brainstorm ideas and develop
  one or more statements.
• Place one statement on each flip chart.
• Write large enough so it can be seen.
• Post flip charts around the room.

15
Dialogue and Validation

• Each group will share their statements and a
  little of the discussion that went into creating
  those statements.
• Validation everyone will assess each statement
  along to 2 dimensions
• To what extent is this vision/ideal important to
  you?
• To what extent does it exist in the organization
  now?

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What factors contribute to success?

• How does our current strategy contribute to the
  success of our statement?
• How does our shared values contribute to the
  success of our statement?
• How does our structure contribute to the success
  of our statement?
• How does our systems contribute to the success
  of our statement?

17
Supports Analysis

• On a flip chart, draw a vertical line
• On one side, indicate the supports currently in
  place.
• On the other side, indicate the supports that
  are still needed.
• Look at your weakest supports what can be done
  to strengthen them.
• Are there some easy targets?

18
The Action Agenda

• What needs to be done differently in order to
  fully realize the vision?
• Who should be involved?
• Who needs to take action?
• What can you do to make it happen?

19
References

• Bushe Bushe, Gervase R. Advances in
  Appreciative Inquiry as an Organizational
  Development Intervention, Organizational
  Development Journal, Vol. 13 (3) 14-22, Fall
  1995.
• Cooperrider, David L. and Suresh Srivastva.
  Appreciative Inquiry in Organizational Life in
  Research in Organizational Change and
  Development, Vol. 1 129-169, 1987.
  http//www.appreciative-inquiry.org/AI-Life.htm.
• Hammond, Sue Annis. The Thin Book of
  Appreciative Inquiry. Plano, TX Kodiak
  Consulting. 1996.
• Kreitzman, John P. and John L. McKnight.
  Building Communities From the Inside Out A Path
  Toward Finding and Mobilizing a Communitys
  Assets. Chicago, IL ACTA Publications. 1993.
• Srivastva, Suresh, David L. Cooperrider, and
  Associates. Appreciative Management and
  Leadership The Power of Positive Thought and
  Action in Organizations. San Francisco, CA
  Jossey-Bass. 1990.