Appreciative Inquiry (AI) is a positive approach to change management that focuses on the strengths of the organization rather than the weaknesses. This model is utilized for large scale change management that will ignite engagement and inspiration into a diverse workforce.

1. Appreciative Inquiry
Amy Lewis & Associates

2.  Appreciate – to understand the worth or
importance of something or someone; to be
grateful for (something); to admire and value
 Inquire – to ask for information; seek to
understand
Definitions

3.  Positive change can be defined as “any from of
organizational change, redesign, or planning that begins with
a comprehensive inquiry, analysis, and dialogue of an
organization’s positive core, that involves multiple
stakeholders, and then links this knowledge to the
organizations strategic change agenda and priorities.” – Holly
Axtell, MSW
Positive Change

4.  Is about seeking to find the best in people, the organization, and
the community in which you live in
 In a broad sense, it is what gives “life” to the system
 It involves orchestrating a strategic approach to positivity and
positive questions
 Seeks to understand the achievements, assets, potentials,
strengths, innovations, thoughts, and opportunities of an
individuals, workgroup, or organization
 Is the cooperative search for positive examples of people’s
actions.
 By seeking this information A.I. hopes to uncover what
really makes organizations effective.
Appreciate Inquiry (AI)

5.  What are we doing as an organization that is
working and how can we do it more often?
Question

6.  In order to accomplish an organization’s
mission, a manager must create a
constructive work environment and
appropriate relationships with workers.
 Consequently a manager’s most important tasks are always
interpersonal.
Main Task Of Manager

7.  In every organization there is something that works
 Basics goal: how to do more of what we know
already works.
Assumptions of Organization

8.  Change management theory, asks:
 What is wrong and how can we fix it?”
 If you look for problems only you will only
find problems
 Traditional approaches emphasize and
amplifies problems.
AI Vs. Change Management

9.  By asking positive questions to emphasize the strengths
of people and organizations.
 This creates positive energy and momentum among
people, which synergistically spreads through an
organization.
 You want people to feel positive.
How is AI Different

10. Problem Solving Vs. AI
Problem Solving
 Problem to solve
 Problem Identification
 Root Cause
 Identify possible solutions
 Action Plan
 Implementation
 Evaluate Outcome
AI
 Mysteries to embrace
 Appreciate and value the best
of what is
 Envisioning what might be
 Dialoging what should be

11.  positive reinforcement involves the addition of a
reinforcing stimulus following a behavior that
makes it more likely that the behavior will occur
again in the future. When a favorable outcome,
event, or reward occurs after an action, that
particular response or behavior will be
strengthened.
Positive Reinforcement

12. Spouse/Partner

13. List 5 Strengths of the
workgroup or organization
Exercise

14.  Non-threatening intervention
 Include many players in the planning process
 It ultimately produces strategies which participants
are likely to support.
 When people are behind a change strategy, the
plan is likely to be embraced.
AI Outcomes for Change

15.  Micro
 Team building
 Group planning process
 Your own family
 Mezzo
 Large organizational change
 Reassessing organizational mission
 Macro
 Community planning
Scope of Intervention

16. 1. Constructionist principle
2. Principle of simultaneity
3. Positive principle
4. Poetic principle
5. Anticipatory principle
Assumptions of AI

17.  The Constructionist Principle recognizes that there
are many different ways of viewing social reality
and many truths, and that we can replace
“absolutist claims or the final word with the never-
ending collaborative quest to understand and
construct better options for living”
 (David L Cooperrider, Appreciative Inquiry: A Positive Revolution In Change).
Constructionist Principle

18.  The Positive Principle acknowledges that
encouragement and support help us to change and
grow.
Positive Principle

19.  The Anticipatory Principle acknowledges that what
we see and believe we can do, we will work toward
doing. If we can’t see it (and believe it) we can’t do
it.
Anticipatory Principle

20.  The Simultaneity Principle acknowledges that
when we are genuinely curious, and ask positive
and powerful questions, the questions themselves
set direction. Good questions point us in the
direction of our thinking and action.
Simultaneity Principle

21.  The Poetic Principle acknowledges that we can
rewrite stories from our past in light of new
experience. The story of a past experience
changes with our growth and new experiences. We
understand our past selves with more compassion
and project what we know now onto that past.
Poetic Principle

22. 1. In every society or group something works
2. What we focus on becomes our reality
3. Reality is created in the moment, and there are multiple realities
4. The act of asking question of an organization or group influences the
group in some way
5. People have more confidence and comfort to journey to the future when
they carry forward parts of the past
6. If we carry parts of the past they should be what is best about the past
7. It is important to value differences
8. The language we use creates our reality
Basic Assumptions

23. 1. Constructionist principle – How can your team constructively
collaborate and compromise?
2. Principle of simultaneity – What is an example of a positive
question?
3. Positive principle - How can your team better support and
encourage?
4. Poetic principle – How can your team learn positively from the
past and motivate change in the present?
5. Anticipatory principle - What is one way you envision positive
organizational growth?
Exercise

24. Affirmative
Topic
Discover
Dream
Design
Deliver
THE AI 4-D Cycle

25. Affirmative topic
 What do you want more of?
 A cross section of your organizational staff
 Grows out of preliminary interviews
 Challenges staff to reframe deficient issues
into affirmative topics for inquiry

26. Manifestation of Negativity

27.  The best of what is?
 Optimize participation invitations for all staff!
 Give life to the organization
 Uncover the bright spots
 Promote core values
Discover

28.  Imagine what could be!
 Inspired by area that are valued
 Move past status quo
 Align strengths and aspirations
 Share vision of hope and positive future
Dream

29.  What should be!
 Design a vision that will serve as a
motivation for change
 Brighter today and tomorrow
 Inspire your team
 Cohesive participation
Design

30.  TRANSFORMATION!!!
 Change through inspiration
 Empower staff to inspire one another
 Connect, cooperate, and co-create
Deliver

31. Conditions For Success

32. Freedom to be:
Known in
Relationships
 One of the most natural human
acts is to form relationships
 Depersonalization needs to be
interrupted
 Playing field is equalized
 Cohesion & inclusion is build
across boundaries of power
and authority

33. Freedom to be:
Heard &
Listened to:
 Listening is a whole body
experience
 We know we have been
heard when there is action
and response (active
listening)
 Appreciative Interviews
allow those who do not
speak up the platform to do
so

34. Freedom to:
Dream in
Community
 Creating opportunity
where imagination is
possible and where your
team feels safe to
dialogue and discuss

35. Freedom to:
Choose to
contribute
 Create an environment
where people are
committed and
determined
 Boost employee
engagement & morale

36. Freedom to:
Act with
Support
 Stimulate and embrace
staff to take on
challenge
 Support then when they
step up to the plate

37. Freedom to:
Be Positive  Start the positive trend
 “Pollyanna”
 Give staff permission to feel
positive and proud of their
work
 Replace and reframe
negativity and discouragement

38. Appreciative Interview

39.  What attracted you to appreciative inquiry?
 What ideas do you have for how AI might be used to help your
organization or community achieve its mission and goals?
 Think about your organization with an appreciative eye, what are the
positive factors that give life when it is at its best?
 That Give life to your customer relations?
 That Give life to your capacity for cooperation and partnership?
 That give life to your leadership
 What do you want more of in your organization?
 What dreams do you have for its greater health and vitality?
 How might Appreciative Inquiry be applied to help you realize this
dream?
Interview Question Examples