appreciative+enquiry

//Facilitating positive change in organisations. Buildng on what works.//
 * Appreciative inquiry**


 * What it is**

A method on organisational development that engages all levels of an organization (and often its stakeholders) in its renewal, change and improved performance. It works on the assumption that there is something positive on which more can be built. It is a positive method that does not look backwards on what goes or went wrong. Focusing on exceptional performance and on strengths has a motivational effect. This approach values existing capacities and talents and is participatory in nature.


 * When to use it**

- strategic planning - project planning, action planning - monitoring and evaluation - alternative team building - network and community development - to uncover the positive forces that exist in an organization - to create openness and stimulate innovation - to address challenges and conflicts - for problem solving

The method usually works along the following process:
 * How it is applied**

1. Discovery: identification of what works well in the organisation (or division, section, field presence, etc.) through structured interviews or through storytelling. 2. Dream: the envisioning of processes that would work well in the future. Under the guidance of a facilitator, participants imagine that the good practices identified in the discovery phase are the norm rather than the exception. 3. Design: planning and prioritizing processes that work well. Identify ways to make the ideal organisation emerged in the dream phase a reality. 4. Destiny (or deliver): implementation of the proposed design. This phase is usually a phase of experimentation and improvisation.

The exercise can take place in the framework of the same meeting/event (e.g. a retreat) or over a longer period of time, including with different teams/working groups taking on the work done by others in previous stages of the process.

Below are some generic tips to initiate the process (Appreciative Inquiry. Knowledge Solutions. Asian Development Bank):
 * What to consider**

- Think of a peak experience or high point in your work or experience in the organization - In this experience, think about what you valued most about yourself, the nature of your work, and of the organisation - Think about the core factors that give life to your organisation - What three wishes would you like to have that would heighten the vitality and health of your organization?

Quote (addressed to the United Nations Leaders Summit):


 * "I would like to commend you more particularly for your methodology of Appreciative Inquiry and to thank you for introducing it to the United Nations. Without this, it would have been very difficult, perhaps even impossible, to constructively engage so many leaders of business, civil society, and government."**


 * (United Nations Secretary General Kofi Annan, June 21, 2004, United Nations Leaders Summit in mid-2004)**


 * Where to learn more**

For cases and practical examples: []

Appreciative Inquiry Commons, 2008. http://appreciativeinquiry.case.edu

Appreciative inquiry handbook. Cooperider, D, Whitney D & Stavros, J. (2007). San Franscico: Berret-Koehler.