Appreciative Inquiry
‘Using Appreciative Inquiry
to inspire and bring out the
best in others’
1
Questions





What is the best – who defines this?
Once you have found it – what do you do with
it?
How do you engage and inspire others?
Where do you start?
How do you maximise potential and expertise
in others?
What is positive psychology and how do you
apply it in practical terms?
2
Questions
In pairs take 5 minutes each to think
about a time when you experienced
exceptional leadership that inspired
others and led to creative solutions
 What was happening at the time –
where were you, who contributed and
how, where there any systems or
processes that helped?

3
What is Appreciative Inquiry?
4
PROBLEM SOLVING V APPRECIATIVE INQUIRY
Problem solving
(deficit based model)
Appreciative inquiry
(strength based model)
“Something’s wrong”
Identify problem
“Valuing the best of what is”
Appreciate
Basic Assumptions
(Hammond)
In every society, organisation
or group, something works
What we focus on
becomes our reality.
Conduct analysis
Imagine (What might be)
Analyse Possible Solutions
Dialogue and design
(What should be)
Develop action plan (Treatment)
Create / do (What will be)
Basic assumption:
“problem to be solved” – if we find
the problems we can ‘fix’ them
Basic assumption: ‘potential to be
discovered’ - organisation is a
web of strengths to be built on
and developed
The language we use
creates our reality.
It is important to value
difference
Reality is created in the moment,
and there are multiple realities.
The act of asking questions of an
organisation, or group influences
the group in some way.
People have more
confidence to journey to the
future (the unknown) when
they carry forward parts of
the past (the known).
If we carry forward parts of
the past, they should be
what is best about the past.
5
Appreciative Inquiry
4-D Cycle
Discovery
“The best of what is”
Appreciate
Deliver / Destiny
“What will be”
Act / Sustain
Define
Affirmative
Topic
Choice
Dream
“What could be”
Aspire
Design
“What should be”
Plan
6
A few quotes
The task of organisational leadership is
to create an alignment of strengths in
ways that make a system's weaknesses
irrelevant - Peter Drucker
 What we focus on becomes our reality.
If we focus on what is wrong, or what is
missing, we tend to see everything
through that filter or frame Sue Annis Hammond

7
A few quotes

AI presumes that every individual has some
untapped positive experiences that are useful
in motivating change and development; this
immediately shows participants that the
organisers and managers have faith in their
abilities. Andrew Greer
 Participants do not have to take direction from
outside sources who do not know all of the
details about the organisational culture rather;
internal interviews take place with people who
understand the environment. Andrew Greer
8
A few quotes
Experience is, for me, the highest
authority – Carl Rogers
 It is my experience that persons have a
basically positive direction – Carl Rogers
 You look at where you're going and
where you are and it never makes
sense, but then you look back at where
you've been a pattern seems to emerge”
― Robert M. Pirsig

9
The process
Works with groups of any size;
 Needs ‘buy in’ from the top;
 Is highly interactive and participative;
 Centres on identifying key topics;
 Can be cascaded throughout an
organisation and beyond (to external
stakeholders);
 Is very cost effective and self sustaining.

10
Typical applications
Organisational development;
 Self evaluation;
 Thematic reviews (e.g. partnership
working, customer service, citizen
engagement);
 Performance management / supervision
processes;
 Continuing professional development.

11
Scottish Housing Regulator
This kind of ‘appreciative inquiry’ approach is
based on the idea that in any situation,
however awful or difficult, there is something
that works, at least some of the time.
Appreciative inquiry works on the basis that it
is important to discover what that is in order to
build on it. This does not mean ignoring the
negative things, but starting on a positive,
appreciative note sets the tone and opens up
potential for change.
12
Benefits / outcomes






It engages and motivates people from the start,
providing a positive focus and building on
current good practice;
Solutions work because they are rooted in reality
and participants take ownership;
It identifies areas for development but avoids a
blame culture;
It is an excellent platform to engage with key
stakeholders in a meaningful way;
It provides a PR platform;
Outcomes are sustainable.
13
Quotes from participants
The day has been productive and positive. It has
allowed employees the opportunity to share their
ideas, views, comments, thoughts in a safe
environment with a level of optimism regarding
change within the organisation.
I feel that the day I attended helped me
understand what other partnerships within the
community expect from us. This enabled us to
have an understanding of each other and where
we need to improve. The way in which we
established aspirations was a useful exercise
14
Quotes from participants
At first I was a bit worried that the 'Appreciative
Inquiry' process would overlook all the
weaknesses of the service, of which I felt there
were many. As we went on I have found that it
has been a very positive way of looking at our
weaknesses and not dwelling on them and
looking into the future. I have found this
process very helpful and hope people will take
notice of recommendations that came from it.
15
Quotes from participants
I have learnt a great deal today about the
organisation. We have some wonderful
workers - it was an opportunity for me to get to
know them better and listen to their
discussions. At the end of the day - a great
deal of worth has been accomplished - and all
on a Saturday! Many thanks for allowing me to
be part of it.
Quote from a stakeholder
16
17
Further information / reading
Taith Ltd
 Public Service Management Wales
 A Glass Half Full
 Halfords (pdf)
 Housing regulator
 AI Handbook – David Cooperrider
 Thin Book of AI - Sue Annis Hammond

18