1.
Appreciative
Inquiry for
Strategic
Management
Workshop
www.humanikaconsulting.com
www.humanikaconsulting.com

2.
Introduction
“Hope sees the invisible, feels the intangible, and
achieves the impossible. ... “
Anonymous

3.
Facilitators
• Managing Director of www.humanikaconsulting.com
• Certified in Industry and Organization Psychologist
• 15 years experience in HR Industry as Practitioner, Consultant and Public Speakers
• Registered speaker on www.speakerindonesia.com
• Book Writer – SOBAT : Semua Orang Bisa Hebat : Conquer Yourself and…The World!
• Faculty member at University of Indonesia, Mercu Buana, and Pancasila University
• Major Client: MD Media (Member of Telkom), Infomedia Nusantara (member of Telkom), Sanggar Sarana Baja
(Member of Trakindo), Bank Ganesha, Bank Bukopin, Bank Mestika Darma, Narrada Communication,ISBG
Group, Bryan Communication, HRA Group, Pandu Selamat Utama (Pandu Safety), Komatsu, Fonterra, Aetra Air
Jakarta, Jaya Construction, Jaya Trade, Jaya Gas indonesia, Perum Jasa Tirta II, Metrodata, Total Indonesie,
Lembaga Sandi Negara, Mandiri Panca Prima, Hale international, and Many More
Seta A. Wicaksana, M.Psi., Psikolog

4.
Workshop Purpose
To introduce the philosophy,
practice and process of
Appreciative Inquiry so that you
can apply it to your work and to
your life.

5.
SUPER - ME

6.
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.

7.
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.

8.
A Map of AI

9.
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.

10.
Danger Triangle !!!

11.
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?

12.
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

13.
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

14.
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

15.
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

16.
DISCOVERY STAGE
“The real voyage of discovery consists not in seeking new
landscapes, but in having new eyes”
Marcel Proust

17.
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.

18.
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.

19.
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.

20.
DREAM STAGE
‘Imagination is more
important than knowledge’
Albert Einstein

21.
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?
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________
__________________________________________________________

22.
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

23.
Let’s Share and Discuss it!

24.
DESIGN STAGE
‘We live in worlds our questions create’
David Cooperider

25.
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.

26.
SWOT and SOAR

27.
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?

28.
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?

29.
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?

30.
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?

31.
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

32.
‘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

33.
Learning and Giving for Better
Indonesia