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An Appreciative Inquiry


ai-overview. 4. Assumptions ' Organizations gravitate toward a positive ... ai-overview. 7. The Steps ... Hammond, Sue ... – PowerPoint PPT presentation

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Title: An Appreciative Inquiry

An Appreciative Inquiry
  • Overview
  • Gail Johnson
  • Spring 2003

What Is It?
  • A framework for creating an imagined future that
    builds on the most positive and vital elements of
    the organization
  • Appreciative Inquiry is a process to learn from
  • What works well?
  • Why it works well?
  • How we can extend that success across the

An Appreciative Inquiry
  • Values what is
  • Envisions what might be
  • Engages in a dialogue about what should be
  • Develops strategies to bring about what will be

  • Organizations gravitate toward a positive
    image of itself.
  • People want to do a good job, to make a
    positive difference.
  • Organizations also seek to make a positive
  • The people in the organization know what is

  • The people in the organization know why
    things go right.
  • It is both the image of the future and the
    process for creating that image that creates the
    energy to drive change throughout the

Outcomes of an Appreciative Inquiry
  • Recognition and affirmation of the
    organizations strengths, values and core
  • A deep understanding of the factors that
    contribute to individual and organization
  • A strategy to build on individual and
    organizational success

The Steps in the Process
  • Collect Data from Interviews Learn about the
    Best of the Best
  • Determine Common Themes
  • Articulate Provocative Propositions What
    Could Be
  • Validate the Propositions Importance?
    Currently Exists?

The Steps in the Process
  • Supports Analysis What is in Place? What
    needs to be Developed?
  • Develop Action Agenda
  • Implement the Agenda
  • Evaluate and Monitor Progress

Gathering Data
  • Think about your best experience, most positive
    learning experience thus far in the MPA program.
  • What made it the best?
  • What have you done in this program that you are
    most proud of?
  • If someone from another planet came to this
    class, what would she see that gives life and
    vitality to this learning environment?

Discovering the Best of What Is
  • Discovering the Common Themes
  • Meet in your study groups
  • Share the data
  • Each person shares his responses, question by
  • After people have all shared, capture the common

Discovering What Could Be
  • Based on the data collected and the common
    themes, interests, values each team will develop
    provocative propositions
  • Statements about what the MPA program would be
    like if the best experiences happened more
    frequently and consistently
  • A vision of a desired future
  • Inspired!

Discovering What Could Be
  • Anything is possible,
  • anything can be!

Discovering What Could Be
  • Organizational Examples
  • It is an exciting, challenging and meaningful
    direction which helps all employees feel a sense
    of significance, purpose, pride and unity.
  • Leadership is both inspirational and
  • The citizens are proud of the work performed by
    city employees.
  • Customers receive prompt and responsive service
    and always leave satisfied.

Discovering What Could Be
  • As a small group, brainstorm ideas and develop
    one or more statements.
  • Place one statement on each flip chart.
  • Write large enough so it can be seen.
  • Post flip charts around the room.

Dialogue and Validation
  • Each group will share their statements and a
    little of the discussion that went into creating
    those statements.
  • Validation everyone will assess each statement
    along to 2 dimensions
  • To what extent is this vision/ideal important to
  • To what extent does it exist in the organization

What factors contribute to success?
  • How does our current strategy contribute to the
    success of our statement?
  • How does our shared values contribute to the
    success of our statement?
  • How does our structure contribute to the success
    of our statement?
  • How does our systems contribute to the success
    of our statement?

Supports Analysis
  • On a flip chart, draw a vertical line
  • On one side, indicate the supports currently in
  • On the other side, indicate the supports that
    are still needed.
  • Look at your weakest supports what can be done
    to strengthen them.
  • Are there some easy targets?

The Action Agenda
  • What needs to be done differently in order to
    fully realize the vision?
  • Who should be involved?
  • Who needs to take action?
  • What can you do to make it happen?

  • Bushe Bushe, Gervase R. Advances in
    Appreciative Inquiry as an Organizational
    Development Intervention, Organizational
    Development Journal, Vol. 13 (3) 14-22, Fall
  • Cooperrider, David L. and Suresh Srivastva.
    Appreciative Inquiry in Organizational Life in
    Research in Organizational Change and
    Development, Vol. 1 129-169, 1987.
  • Hammond, Sue Annis. The Thin Book of
    Appreciative Inquiry. Plano, TX Kodiak
    Consulting. 1996.
  • Kreitzman, John P. and John L. McKnight.
    Building Communities From the Inside Out A Path
    Toward Finding and Mobilizing a Communitys
    Assets. Chicago, IL ACTA Publications. 1993.
  • Srivastva, Suresh, David L. Cooperrider, and
    Associates. Appreciative Management and
    Leadership The Power of Positive Thought and
    Action in Organizations. San Francisco, CA
    Jossey-Bass. 1990.