There are two ways to live your life' One is as though nothing is a miracle' The other is as though

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There are two ways to live your life. One is as
though nothing is a miracle. The other is as
though everything is a miracle.
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No problem can be solved by the same level of
consciousness that created it. We must learn to
see the world anew.
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• Seeks out the best of what is to help ignite the
  collective imagination of what might be
• Is a process of an intervention into an
  organization to examine the potential for
  creativity, innovation and change
• Looks at what breathes life into an organization
• Examines and celebrates the good in hopes of
  building more of the same
• Magnifies collective intelligence, freedom and
  connectivity

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• Whats wrong and what will fix it?
• Whats possible and who cares?

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Deficit based approaches

• Identifying problems
• Analysis of causes
• Analysis of possible solutions
• Plan of action or a correction
• Organizations as problems to be solved

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Unintended consequences

• Lamented, fragmented responses
• Slow, looks backwards
• Fatigue, same old thing
• Weakens relationships, creates negative culture
• Out-of-sync with current economy of speed,
  partnerships, alliances and e-commerce

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Fill organization with stories, understandings
and rich vocabularies on why things fail.
Focus on Breakdowns rather than Strengths.
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A compulsive concern with whats not working, why
things go wrong and who didnt do his or her job
demoralizes members of the organization, reduces
the speed of learning, and undermines
relationships and forward motion.
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We cannot solve our problems with the same
thinking we used when we created them.
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Strengths based approach

• Celebrating positive core
• Envisioning possible futures
• Discerning desired futures
• Innovating life-giving strategies
• Organizations as possibilities to unfold

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Organizations move in the direction of their most
compelling image of the future. This determines
what we ask questions about and the data we find.
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Appreciative inquiry is the art and practice of
asking questions that strengthen systems
capacity to discover and develop its potential.
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Americans who say they see the glass as half full?
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Who see the glass as half empty?
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The only real voyage of discovery exists, not in
seeing new landscapes, but in having new eyes.
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Expanding the positive
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Tendency to find what we are looking for
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Improving beyond compliance
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Accentuate accomplishments
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If you want to build a ship, dont drum up
people to gather wood, give orders and divide the
work. Instead teach them to yearn for the vast
and endless sea.
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• Placebo Effect
• Pygmalion Effect
• Performance Theory in Sports

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The Constructionist Principle
Words Create Worlds

• Positive conversations and interactions
• The way we know is fateful

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The Simultaneity Principle
Inquiry Creates Change

• Positive questions and reflections
• Change begins at the moment you ask the question

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The Anticipatory Principle
Image Inspires Action

• Positive anticipation of the future

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The Poetic Principle
We Can Choose What We Study

• Positive attention in the present
• Organizations are an open book

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The Positive Principle
Positive Questions Lead to Positive Change

• Positive energy and emotion
• The more positive the question, the greater and
  longer lasting the change

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• In every society, organization or group,
  something works
• What we focus on becomes our reality
• Reality is created in the moment
• The act of asking questions of an organized group
  influences the group in some way
• People have more confidence and comfort to
  journey to the future or unknown when they carry
  forward parts of the past or known
• If we carry parts of the past forward, they
  should be what are best about the past
• It is important to value differences
• The language we use creates our reality

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Appreciative Inquiry is a process for
organizations to quickly generate the energy,
ideas, strategies and momentum for
transformational change.
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A way of being with people that looks for
strengths rather than weaknesses.
A source of inspiration and vision .
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Define
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DiscoverWhat gives you life?
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DreamWhat might be? What is the world calling
for?
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DesignWhat should the ideal be?
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DestinyHow to empower, learn and improvise-to
sustain
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Appreciative Inquiry is more like jazz
improvisation the more variations of the
process, the more interesting the outcomes
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Make no little plans. They have no magic to
stir humanitys blood and probably themselves
will not be realized. Make big plans aim high
in hope and work, remembering that a noble,
logical diagram once recorded will never die,
but long after we are gone will be a living
thing, asserting itself with ever growing
insistency.
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Tell me about your best experience when a
life-giving change was made that really worked
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• Who was involved?
• What process did you follow?
• How did people get on board and come alive?

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Focus on peak times of organizational excellence,
when people have experienced the organization as
most alive and effective
Seek to understand the unique factors
(relationships, structures, values, external
relationships, planning methods) that made that
peak time possible
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Appreciate the best of what is
Use the unconditionally positive question

• What are some different options here?
• What is the smallest change that could make the
  biggest impact?
• What solutions would work for most?
• What do we want next for ourselves?
• What are the most enlivening and exciting
  possibilities?

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What difference did it make?

• Discovers what people really care about
• Captures both facts and feelings
• People are involved and are heard
• Good to Great
• Look for the possibilities
• If I believe it, I can see it

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Organizations move in the direction of their most
compelling image of the future
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First we shape our structures and then our
structures shape us
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Moving from Vision to Implementation
Every step you take should move you in the
direction of your vision
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