Friday 14 October 2011

Appreciative Inquiry Techniques and Templates

Over the years of having spoken to and interviewed a large number of professionals as part of the research work I do before providing solutions, I have found the 5D system of Appreciative Inquiry a very powerful tool. 

AI is both a tool and a philoshopy. 

I have copied this from wikipedia (Link to wikipedia)

The following table illustrates how AI supporters describe some of the distinctions between Appreciative Inquiry and approaches to organisational development not based on what they call positive potential[7]:
Problem SolvingAppreciative inquiry
Felt need, identification of problem(s)Appreciating, valuing the Best of What Is
Analysis of CausesEnvisioning what might be
Analysis of possible solutionsEngaging in dialogue about what should be
Action Planning (treatment)Innovating, what will be
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.[8] Appreciative Inquiry utilises a cycle of 4 processes, which focuses on what it calls:
  1. DEFINE - Finding a positive view on the situation (Instead of defining it as a LOW budget, look at it as an opportunity to find value for money,  innovative solutions.) 
  2. DISCOVER: The identification of organizational processes that work well.
  3. DREAM: The envisioning of processes that would work well in the future.
  4. DESIGN: Planning and prioritizing processes that would work well.
  5.  DELIVER: The implementation (execution) of the proposed design.[9]
The basic idea is then to build - or rebuild - organisations around what works, rather than trying to fix what doesn't. AI practitioners endeavour to be convey this approach as the opposite of problem-solving, with a positive focus on how to increase exceptional performance instead of reactive remediation of skills and practices. AI assumes that this line of reasoning is motivational because organisational development work does not stop when a particular problem is solved but leads to continuous improvement. The method draws from stories of success in an attempt to create meaning.

In my websearch, i came across a fantastic site which has collated all the various types of positive questions we can use in various situations. 

I hope this entry helps you in your journey of becoming a stronger leader and a more empowered individual. 

Make today a GREAT DAY! 

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