David Cooperrider, a pioneer in the field, said that at its heart, appreciative inquiry is about the search for the best in people, their organizations and the world around them. Asking questions that lean on the Appreciative Inquiry Model helps people discover and appreciate what’s working best, envision what ideally could be, and design how to make that happen. What we focus on tends to determine our actions. When we focus on strengths, it can boost morale and keep people moving in positive directions.
The dynamic of any group is heavily influenced by the words we use. This in turn will influence actions, thoughts and behaviours. When the dynamic is positive, it supports creative and collaborative problem-solving. When the dynamic is stressed or negative, it can limit our focus to what is wrong, rather than on solutions.
Even in difficult situations, taking time to appreciate the efforts that have been made helps inspire, motivate and draw out the best in people. We can ask questions like:
“What has gone well and how did you contribute to that?”
When considering what might be, in terms of an ideal future, ask solution-focused questions like:
“What does it look like when you’re supported to do your best?”
Taking an appreciative inquiry approach means we assume people have the potential to rise to a challenge.
Starting from this perspective, we can ask what someone needs to be successful.
By co-creating a positive plan for action, you’re able to build ideas with the greatest potential for success. The next stage of the Appreciative Inquiry Model involves putting what you’ve co-created into practice.
This should be detailed and tactical.
Appreciative inquiry is a process of continual improvement where you measure your outcomes and adapt your plans. Remember to stay positive and assume people are capable as you adapt plans as needed.