Appreciative Inquiry provides
leadership and change management techniques that challenge
the status quo. Traditional approaches to intervention into
a group, a team, or an organization look at the unit as a
problem needing to be fixed. Appreciative Inquiry works from
a strength-based foundation of guiding principles. If you
accept the following principles, Appreciative Inquiry is a
process for change of interest to you:
- What you focus your energy on increases.
- Focusing on what you want to
see achieved rather than on what you do not want to see
- Every individual, team and organization
has positive qualities to be discovered. Focusing on the
positive and working from strengths is more engaging to
people than telling them they are a problem that needs to
- People are receptive to being
asked to share positive aspects of themselves through the
process of telling stories.
- Organizations are living social structures.
Through telling our stories we can co-construct the social
systems we engage in daily. Through enhanced interactions
we can impact processes including communication, conflict
resolution, decision making, performance appraisals, and
David Cooperrider and Suresh Srivastva
developed the theory of appreciative inquiry (see http://www.appreciative-inquiry.org/AI-Life.htm).
Appreciative Inquiry is based on
the premise that from the moment of inquiry, the individual,
team and organization experience a change. By using a strength-based
approach, the social structure, whether it be a team or organization,
moves in a positive direction accepting change guided by their
initial input. Appreciative Inquiry is not asking people to
change. Rather it is inviting people to co-construct their
own realities and strategically plan their futures based upon
two guiding concepts interwoven through the process of Appreciative
Inquiry: The Positive Core and the 4-D cycle.
To learn more about Ai
in education, click