In recent years I have enjoyed being contacted by graduate students and persons interested in learning more about appreciative inquiry (AI) who have seen evidence of my use of it in my writing or other work. I have recoiled at the use of the term “expert,” and have preferred “enthusiast” to describe my engagement with AI.
I came to AI after hearing a conference presentation about the use of the SOAR analysis (Stavros & Hinrichs, 2009) in higher education. SOAR (Strengths, Opportunities, Aspirations, and Results) became, for me, a replacement to SWOT and a tool for gathering ideas, brainstorming, uncovering opportunities, and planning for a better future. On-going improvement efforts were quickly aided by the questions posed through SOAR.
After that initial exposure, I dived into understanding the principles underpinning AI and saw the benefits of applying the principles in my work as a leader, a mom, a spouse, a coach, and in my own life and thinking. AI became a way of being for me. It guides my ways of questioning and knowing, and it informs whom I bring into decision making and planning. I find myself continually asking, are all the stakeholders at the table? Are they really?
What is Appreciative Inquiry?
Appreciative Inquiry (AI) is a tool for transformation (Johnson & Leavitt, 2001) founded in a desire to leverage curiosity and social innovation (Cooperrider & Srivastva, 1987). Bushe (2011) contends Cooperrider’s initial model for AI was his effort to build on the generative nature of grounded theory methods, and Arora (2021) relays Cooperrider’s AI was a model for action research. At its essence, AI provides a framework for improvement or growth through co-creation of new ideas for an ideal state founded upon existing strengths and assets.
The five underlying principles for AI were presented in original writing of Cooperrider and Srivastva (1987):
Principle 1: The Constructionist Principle – Words create worlds. The Constructionist Principle emphasizes creation of knowledge, ideas, and understanding through communication among people.
Principle 2: Principle of Simultaneity – The very first question starts the change. The questions themselves have power to shift attention and thinking, and a carefully crafted question sets the tone for change.
Principle 3: Poetic Principle – What we focus on grows or we can choose what we study. The topics for investigation are up to us, and the way they are framed and what is emphasized will impact our result (Stratton-Berkessel, 2010).
Principle 4: Anticipatory Principle – Image inspires action. Our vision for the future, expressed in stories or images impacts how we move forward toward that future.
Principle 5: Positive Principle – Positive affect leads to positive action. When we tap into and build from the positive core of what exists, we grow what is good. Additionally, people involved in the processes and systems that emphasize strengths and assets are well nourished and energized to perform at the highest levels (Whitney & Trosten-Bloom, 2010).
With roots and alignment to positive psychology (Cooperrider et al., 2018), AI celebrates what is best in people and systems and then uses positive questioning, brainstorming, and imagining to drive transformation or innovation and enhance wellbeing. AI typically uses a 4-D (Discover, Dream, Design, Destiny) approach (Cooperrider & Whitney, 2005) or a 5-D (Define, Discover, Dream, Design, Destiny/Deliver) approach. Recently, Arora (2021) contends Cooperrider’s AI model and its underpinning principles leave room for flexibility, and she proposes “a new D” to go deeper. Deepening has proven successful when teams are at an impasse or when differing points of view or frames of reference create conflict. AI practitioners and participants are encouraged to deepen their listening and deepen their personal exploration and awareness.
References
Arora, U. (2021). Feature Choice: Deepen: A new “D” for a more generative appreciative inquiry. AI Practitioner, 23(2), 73-87.
Bushe, G. R. (2011). Appreciative inquiry: Theory and critique. In Boje, D., Burnes, B. and Hassard, J. (eds.). The Routledge Companion to Organizational Change.
Cooperrider, D. L., & Srivastva, S. (1987). Appreciative Inquiry in organizational life. Research in Organizational Change and Development, 1, 129-169.
Cooperrider, D. L., & Whitney, D. (2005). Appreciative Inquiry: A Positive Revolution in Change. Berrett-Koehler Publishers, Inc.
Cooperrider, D. L., McQuaid, M., Godwin, L. N. (2018). A positive revolution in education: Uniting Appreciative Inquiry with the science of human flourishing to “power up positive education.” AI Practitioner, 20(4), 3-19.
Johnson, G., & Leavitt, W. (2001). Building on success: Transforming organizations through an appreciative inquiry. Public Personnel Management, 30(1), 129-136.
Stavros, J., & Hinrichs, G. (2009). The Thin Book of SOAR: Building Strengths-based Strategy. Thin Book Publishing Co.
Stratton-Berkessel, R. (2010). Appreciative Inquiry for Collaborative Solutions: 21 Strength-based workshops. Pfeiffer.
Whitney, D., & Trosten-Bloom, A. (2010). The Power of Appreciative Inquiry: A Practical Guide to Positive Change. (2nded.). Berrett-Koehler Publishers, Inc.