To introduce the philosophy, practice and process of Appreciative Inquiry so that you can apply it to your setting objectives in strategic management. Appreciative inquiry (AI) is a positive approach to leadership development and organizational change. The method is used to boost innovation among organizations. A company might apply appreciative inquiry to best practices, strategic planning, and organizational culture, and to increase the momentum of initiatives.

1. Strategic Management: Organizational
Objectives with Appreciative Inquiry
(Positive Psychology)
Seta Ariawuri Wicaksana

2. Dr. Seta A. Wicaksana
S.Psi, M.Psi, Psikolog
0811 19 53 43
wicaksana@humanikaconsulting.com
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Business Psychologist
• Certified of Assessor Talent Management
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Dosen Tetap dan Peneliti di Fakultas Psikologi UP
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan
Integratif dalam menghadapi Perubahan (2020), Human Faktor
Engineering: Integratif Desain Manusia dan Lingkungan Kerja (2021),
Psikologi Industri dan Organisasi (2021), Psikologi Umum (2021),
Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran
Psikologi di Lingkungan Kerja (2021), Transformasi Digital: Perspektif
Organisasi, Talenta dan Budaya Organisasi (2021), Psikologi Pelayanan
(2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila,
STP TRISAKTI, Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Pembina Yayasan Humanika Edukasi Indonesia
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara

3. Introduction
“Hope sees the invisible, feels the intangible, and
achieves the impossible. ... “
Anonymous

4. Workshop Purpose
To introduce the philosophy,
practice and process of
Appreciative Inquiry so that you
can apply it to your setting
objectives in strategic
management.

6. ORGANIZATIONAL OBJECTIVES
Definitions: An objective may be defined as the
end point or goal toward which management
directs its efforts.
• It is can also be defined as concrete or specific
goal that the organisation wants to achieve.
• Managing a firm without stated objectives is as
frustrating and meaningless as sailing a ship
without destination.
• For management there is no direction to its
efforts or effective coordination of resources.

8. ORGANIZATIONAL
OBJECTIVES (CONT.)
• The statement of an objective is in
effect a statement of purpose.
• When applied to a business
organisation ,it becomes the
statement of that firm’s reason for
existence.
• Before initiating any course of
action, the objectives in view must
be clearly determined, understood
and stated.

9. CHARACTERISTICS OF
OBJECTIVES
1. The first characteristic is that an objective is
predetermined, an act, which thereby sets it apart from
the process utilized in reaching the objectives.
2. A second characteristic of an objective is that it is
stated. Generally, stating an objective implies that the
statement is in written form.
3. It expresses a duality that on the surface appears to be
contradictory.
• An objective should be well within the reach of the
organization, yet difficult to attain. If the objective is
not attainable, it will be disregarded.

10. BENEFITS OF OBJECTIVES
Provide Direction: Effective objectives provide direction, and encourage all members to work toward the
same organizational objectives.
Serve as Motivators: Objectives serve as motivators in addition to providing direction. When individuals
have specific targets or objectives they are supposed to achieve, they would be at their productive best in
an attempt to achieve those targets. Productivity would improve and the organization would benefit.
Performance Evaluation: Effective goals give realistic yardsticks for measuring, comparing, and evaluating
performance.

11. TYPES OF OBJECTIVES
• There is no single objective for a business organization.
• Some objectives are external e.g primarily of interest to
persons and not part of the organization .For example;
• To create and serve a customer and to provide service
to the whole society.
• Other objectives are internal ie of special interest to the
organization and of concern to those who are members
of or owners of the firm e.g setting specific objective in
respect of employee groups.
• There are also internal objectives directed toward
satisfying the need of the owners of the business.

12. TYPES OF
OBJECTIVES
A more acceptable and common classification
of objectives is that of Peter F. Drucker who
suggests that objectives be stated for each of
the following areas of accomplishment.
1. Market Standing
2. Innovation
3. Productivity
4. Physical and Financial Resources
5. Profitability
6. Manager Performance and Development.
7. Worker performance and Attitudes
8. Public Responsibility.

14. Appreciative Inquiry

15. What is Appreciative
Inquiry?
Ap-pre’ci-ate, v., recognize
and value the contributions or
attributes of things and
people around us .
In-quire’ (kwir), v., explore
and discover, in the spirit of
seeking to better understand,
and being open to new
possibilities.

16. What is Appreciative Inquiry?
A process, philosophy, and life practice
grounded in research demonstrating that
focusing on what’s working and
aspirations for the future achieves more
and does it faster and more sustainably
than solving problems.

17. A Map of AI
Positive Action
Imagine
P
ositive Image
W
eaving storytelling & witnessing creates the energetic field
.
Inquire
n
ternalize
ntegrate
I

18. The 4D Appreciative Inquiry Model
Decide what the
topic should be
Cooperrider, David and Diana Whitney,
“Appreciative Inquiry: A Positive Revolution in
Change”, The Change Handbook, Holman, Peggy and
Tom Devane, eds., Berrett-Koehler, 1999.

19. Danger Triangle !!!

20. Appreciative Inquiry
PROBLEM SOLVING ORIENTATION
Fill the Gap
APPRECIATIVE ORIENTATION
Realize the Possibilities
CURRENT
STATE
THE QUESTIONS
What’s wrong?
How do we fix it?
PAST FUTURE
THE QUESTIONS
What’s working?
What’s possible?
What shall we do to achieve it?

21. Problem Solving vs AI
• What to grow
• New grammar of the true,
good, better, possible
• “Problem focus” implies that
there is an ideal. AI breaks
open the box of what the
ideal is first.
• Expands vision of preferred
future. Creates new energy
fast.
• Assumes organizations are
sources of infinite capacity
and imagination
Appreciative Inquiry
• What to fix
• Underlying grammar =
problem, symptoms, causes,
solutions, action plan,
intervention
• Breaks things into pieces &
specialties, guaranteeing
fragmented responses
• Slow! Takes a lot of positive
emotion to make real change.
• Assumes organizations are
constellations of problems to
be overcome
Problem Solving

22. How it works
First, understand the positive core of a living system (yourself, your work). What
makes it most effective and vital, in personal, professional and working terms?
We move in the direction of our deepest and most frequently asked questions.
Positive guiding images of the future trigger action in the present.
Images are found in our dialogue with both ourselves and each other.
Ratio of positive to negative statements is a success factor for change.
Individuals & groups can then weave the best of what is into formal and
informal practices.
This new approach to change, based on the power of the positive question, has
emerged from revolutions in many fields

23. Appreciative Inquiry Principles
• Constructionist Principle
We construct realities based on our previous experience, so our knowledge and the
destiny of the system are interwoven.
• Principle of Simultaneity
Inquiry and change are simultaneous
• Poetic Principle
The system’s story is constantly co-authored, and is open to infinite interpretations
• Anticipatory Principle
What we anticipate determines what we find
• Positive Principle
As an image of reality is enhanced, actions begin
to align with the positive image

24. Creating Powerful Questions
GOOD QUESTIONS:
• Captivate interviewees through focusing on what matters
• Invite personal stories and aspirations
• Stimulate fresh thinking and deep feelings through evocative language
• Spark the appreciative imagination
THROUGH THE MIX OF QUESTIONS:
• Uncover the best of what’s working and what’s possible
• Explore many dimensions: past and future, relationship with self, connections to others and to
the subject area
• Uncover essential values, aspirations and inspirations

25. DISCOVERY STAGE
“The real voyage of discovery consists not in seeking new
landscapes, but in having new eyes”
Marcel Proust

26. AI Questions
1. Describe a peak experience or "high point" in your work with your
organization. What was happening? Who was involved? What
made it such a powerful experience?
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
Adapted from Cooperrider, David and Diana Whitney,
“Appreciative Inquiry: A Positive Revolution in Change”,
The Change Handbook, Holman, Peggy and Tom Devane,
eds., Berrett-Koehler, 1999.

27. AI Questions
2. What do you most value about... yourself? your work? your
organization?
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
Adapted from Cooperrider, David and Diana Whitney,
“Appreciative Inquiry: A Positive Revolution in Change”,
The Change Handbook, Holman, Peggy and Tom Devane,
eds., Berrett-Koehler, 1999.

28. AI Questions
3. What core factors give life to your organization?
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
Adapted from Cooperrider, David and Diana Whitney,
“Appreciative Inquiry: A Positive Revolution in Change”,
The Change Handbook, Holman, Peggy and Tom Devane,
eds., Berrett-Koehler, 1999.

29. DREAM STAGE
‘Imagination is more
important than knowledge’
Albert Einstein

30. AI Questions
• Imagine a miracle happened. You were asleep for ten years and wake
up to find your organization is exactly as you'd like it to be (Three
Wishes). What's happening that's different? How would you know it
is what you want?
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________

31. Group Discussion/Discovery
• Find common themes & strong resonances
1. High points
2. Continuity (things we want to keep)
3. Images of the future we want
• Record highpoints on a flip chart

32. Let’s Share and Discuss it!

33. DESIGN STAGE
‘We live in worlds our questions create’
David Cooperider

34. SOAR: A NEW APPROACH TO STRATEGIC
PLANNING
• SOAR- Strengths, Opportunities, Aspirations and Results
A more strength-based spin than SWOT (Strengths, Weaknesses, Opportunities
and Threats)
• A strategic planning framework that…
Focuses on strengths
Seeks to understand the whole system by including the voices of the relevant
stakeholders.
• Helps organizations focus on:
What they are doing well,
What skills can be improved and
What is most compelling to stakeholders.
• Pushes organizations to develop strategic plans that are more dynamic, creative and
optimistic.

35. SWOT and SOAR

38. STRENGTHS: WHAT CAN WE BUILD ON?
• What are we most proud of as an organization? How does that
reflect our greatest strength?
• What makes us unique? What can we be best at in our world?
• What is our proudest achievement in the last year or two?
• How do we use our strengths to get results?
• How do our strengths fit with the realities of the marketplace?
• What do we do or provide that is world class for out
customers, our industry, and other potential stakeholders?

39. OPPORTUNITIES: WHAT ARE OR
STAKEHOLDERS ASKING FOR?
• How do we make sense of opportunities provided by
the external forces and trends?
• What are the top 3 opportunities on which we should
focus our efforts?
• How can we best meet the needs of our stakeholders,
including customers, employees, shareholders, and
community?
• How can we reframe challenges to be seen as existing
opportunities?
• What new skills do we need to move forward?

40. ASPIRATIONS: WHAT DO WE CARE
DEEPLY ABOUT?
• When we explore our values and
aspirations, “what are we deeply
passionate about?”
• Reflecting on Strengths and Opportunities
conversations, who are we, who should we
become and where do we go in the future?
• What is our most compelling aspirations?
• What strategic initiatives (e.g. projects,
programs, processes) would support our
aspirations?

41. RESULTS: HOW DO WE KNOW WE ARE
SUCCEEDING?
• Considering our Strengths, Opportunities, and
Aspirations, what meaningful measures
would indicate that we are on track to
achieving our goals?
• What are 3 to 5 indicators that would create a
scorecard that addresses a triple bottom line
of profit, people and planet?
• What resources are needed to implement
vital projects?
• What are the best rewards to support those
who achieve our goals?

42. Implications for managers and leaders
✓The main task of management is meaning making
and creating possibilities to go on
✓Organisations are networks of conversation in which
accounts are created
✓More than one account can exist, none is the truth,
all may be true
✓Conversation/communication contains moral order
✓Affect action through communication

43. ‘The most exciting breakthrough of the twenty
first century will occur not because of
technology but because of an expanding
concept of what it means to be human’
Futurist John Naisbitt

44. Learning and Giving for Better
Indonesia