Appreciative Inquiry attempts to use ways of asking questions and envisioning the future in-order to foster positive relationships and build on the present potential of a given person, organisation or situation. Applied research has demonstrated that this method can enhance an organisation's internal capacity for collaboration and change. Appreciative Inquiry utilises a cycle of 4 processes, which focuses on what it calls:
DISCOVER: The identification of organizational processes that work well.
DREAM: The envisioning of processes that would work well in the future.
DESIGN: Planning and prioritizing processes that would work well.
DESTINY (or DELIVER): The implementation (execution) of the proposed design.
The basic idea is then to build - or rebuild - organisations around what works, rather than trying to fix what doesn't. AI practitioners try to convey this approach as the opposite of problem-solving. They take a positive focus on how to increase exceptional performance instead of improving poor skills and practices. AI assumes that this line of reasoning is motivational. Progress does not stop when one problem is solved: it naturally leads on to continuous improvement. The method draws from stories of success in an attempt to create meaning.
1. Describe (write, speak, draw) a story from your experience about a "high point" in your involvement with XYZ organization. Who was involved? What happened? What were your feelings? What was the ongoing benefit of that experience - to you and others?
2. Things you value most in three areas:
- Self
- Your work
- The organization
3. Describe an important example of "the power of partnership" at XYZ organization - a time when you have experienced or seen community at XYZ organization.
4. What is your vision and hopes for the future at XYZ organization? When we wake up 5 years from now, what will be better, different?
5. What excites you most about being in XYZ organization?
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