The Appreciative Inquiry Model: Fostering Positive Change

Discover the Appreciative Inquiry model and how it can foster positive change in your organization. Includes exercises to practice appreciative inquiry.

In the realm of organizational development, the Appreciative Inquiry (AI) model stands out as a transformative approach to change management. Unlike traditional models that focus on identifying problems, analyzing causes, and finding solutions, Appreciative Inquiry invites us to explore and amplify the best of 'what is' to ignite the collective imagination of 'what could be.' This strengths-based approach to change emphasizes the power of positive questioning, collaboration, and envisioning a desired future. In this blog post, we will delve into the Appreciative Inquiry model and how it can foster positive change within your organization. We will also provide exercises to practice appreciative inquiry in your leadership practice.

Understanding the Appreciative Inquiry Model Appreciative Inquiry was developed in the late 1980s by David Cooperrider and Suresh Srivastva at the Weatherhead School of Management. It is based on the premise that organizations change in the direction of what they consistently ask questions about and that the act of asking questions of an organization or group influences the group in some way. The AI model is structured around the 4-D Cycle:

1. Discovery: Identifying organizational processes that work well.

2. Dream: Envisioning processes that would work well in the future.

3. Design: Planning and prioritizing processes that would work well.

4. Destiny (or Delivery): Implementing the proposed design.

Applying the Appreciative Inquiry Model in Leadership As a leader, applying the Appreciative Inquiry model means engaging your team in a collective inquiry into what gives life to your organization when it is most effective and capable. It’s about leveraging the core strengths of your organization to imagine what could be, followed by designing and delivering a future that works better for everyone.

Exercise 1: Discovery Phase The Discovery phase is about appreciating and valuing the best of 'what is.' It involves identifying the unique strengths and values of your organization.

Discovery Exercise:

• Gather a group of employees from different levels and departments.

• Ask them to share stories about times when they felt most alive and engaged in their work.

• Identify common themes that emerge from these stories. These themes represent the core strengths of your organization.

Questions for the Discovery Exercise:

• What do you value most about your work, your team, and our organization?

• Describe a high point experience in your work – a time when you felt most alive and engaged.

Exercise 2: Dream Phase The Dream phase is about envisioning 'what could be.' It involves imagining a future for the organization that builds upon its strengths.

Dream Exercise:

• Using the themes identified in the Discovery phase, invite your team to envision bold possibilities for the future.

• Encourage creativity and imagination – what would the organization look like if it operated at its very best?

Questions for the Dream Exercise:

• Imagine our organization in the future, operating at its best. What does it look like?

• What are we doing in this best possible future? How do we feel?

Exercise 3: Design Phase The Design phase is about co-constructing 'what should be' – the ideal architecture of the organization or the design of its processes, structures, and systems.

Design Exercise:

• Formulate proposals and possibilities that can turn the dream into reality.

• Use the information gathered in the Dream phase to design strategies, processes, and structures that will bring the vision to life.

Questions for the Design Exercise:

• What processes need to be created or altered to achieve our dream?

• How can we align our current structures and systems with the envisioned future?

Exercise 4: Destiny/Delivery Phase The Destiny or Delivery phase is about innovating 'what will be.' It involves creating the necessary infrastructure, systems, and support to ensure the sustaining of the change.

Destiny/Delivery Exercise:

• Develop action plans and determine the resources required to implement the design.

• Establish how progress will be measured and how learning will be shared across the organization.

Questions for the Destiny/Delivery Exercise:

• What steps do we need to take to make our design a reality?

• How will we know we are succeeding?

Conclusion The Appreciative Inquiry model is a powerful tool for leaders looking to foster positive change in their organizations. By focusing on strengths and engaging in a collective visioning process, AI helps to create a positive momentum for change that is rooted in what already works well within an organization.

The exercises provided here are designed to help you practice the principles of Appreciative Inquiry and to begin to integrate this positive approach to change into your leadership style. As you guide your team through the 4-D Cycle, remember that the journey is as important as the destination. The process of engaging in Appreciative Inquiry can itself be transformative, building relationships and fostering a culture of collaboration and innovation.

By embracing the Appreciative Inquiry model, you can help to create an organizational environment that not only adapts to change but thrives on it, continually evolving towards a shared vision of excellence. This is the essence of positive change, and it begins with the simple yet profound act of asking the right questions.