Appreciative Inquiry .

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Transcript of Appreciative Inquiry .

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• Appreciative Inquiry

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Leadership studies - Further reading

1 Cooperrider, D., & Whitney, D. (2005). Appreciative Inquiry: A Positive Revolution in Change.

Berrett-Koehler Publishers

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Emergence - Emergent change processes

1 Within the field of group facilitation and organization development, there have been a number of new group processes that are designed to maximize emergence and self-organization, by offering a minimal set of effective initial conditions. Examples of these processes include SEED-SCALE,

Appreciative Inquiry, Future Search, the World Cafe or Knowledge Cafe, Open Space

Technology, and others. (Holman, 2010)

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Positive psychology - In the workplace

1 Can an organization implement positive change? Lewis et al. (2007) developed Appreciative inquiry (AI), which is an

integrated, organizational-level methodology for approaching organizational development.

Appreciative Inquiry is based on the generation of organizational resourcefulness, which is accomplished by accessing a variety of human psychological processes, such as:

positive emotional states, imagination, social cohesion, and the social construction of reality.

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Social return on investment - Further applications

1 For example, the Participatory Social Return on Investment (PSROI) framework builds on the

economic principles of SROI and CBA and integrates them with the theoretical and

methodological foundations of Participatory Action Research (PAR), Critical Systems Thinking, and

Resilience Theory and strength-based approaches such as Appreciative Inquiry and asset-based

community development to create a framework for the planning and costing of adaptation to

climate change in agricultural systems Sova C, Chaudhury A, Helfgott A, Corner-Dolloff C (2012)

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Appreciative Inquiry

1 (1987) Appreciative inquiry in organizational life

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Appreciative Inquiry - History

1 Social construction and appreciative inquiry: A journey in organizational theory

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Appreciative Inquiry - History

1 (eds.) Appreciative Inquiry: An Emerging Direction for Organization Development (9–


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Appreciative Inquiry - History

1 Gervase Bushe, a researcher on the topic, published a 2011 review of the

model, including its processes, critiques, and evidence.Bushe, G. R., [

f Appreciative Inquiry: Theory and Critique] He also published a history

of the model in 2012.

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Appreciative Inquiry - Basis and principles

1 According to Bushe, AI advocates collective inquiry into the best of what is, in order to

imagine what could be, followed by collective design of a desired future state that is

compelling and thus, does not require the use of incentives, coercion or persuasion for

planned change to occur.Bushe, G.R. (2013) [

df The Appreciative Inquiry Model]. In Kessler, E. (ed.) The Encyclopedia of

Management Theory. Sage Publications.

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Appreciative Inquiry - Basis and principles

1 4) The 'anticipatory principle' posits that what we do today is guided by

our image of the future. Human systems are forever projecting ahead

of themselves a horizon of expectation that brings the future powerfully into the present as a mobilizing agent. Appreciative inquiry uses artful creation of

positive imagery on a collective basis to refashion anticipatory reality.

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Appreciative Inquiry - Basis and principles

1 Ron Fry of Case Western, at the 2012 World Appreciative

Inquiry Conference.

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Appreciative Inquiry - Distinguishing features

1 The following table comes from the Cooperrider and Srivastva (1987) article

and is used to describe some of the distinctions between AI and approaches

to organizational development not based on what they call positive potential:Case Western Reserve University, Appreciative

Inquiry Commons;


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Appreciative Inquiry - Distinguishing features

1 Appreciative inquiry attempts to use ways of asking questions and

envisioning the future in order to foster positive relationships and build

on the present potential of a given person, organisation or situation. The most common model utilizes a cycle of four processes, which focus

on what it calls:

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Appreciative Inquiry - Distinguishing features

1 #'DESTINY' (or 'DEPLOY'): The implementation (execution) of the

proposed design.Appreciative Inquiry


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Appreciative Inquiry - Implementing AI

1 There are a variety of approaches to implementing appreciative inquiry, including

mass-mobilised interviews and a large, diverse gathering called an Appreciative

Inquiry Summit. These approaches involve bringing large, diverse groups of people together to study and build upon the best in an organization

or community.

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Appreciative Inquiry - Implementing AI

1 * Barrett, F.J. Fry, R.E. (2005) Appreciative Inquiry: A Positive

Approach to Building Cooperative Capacity. Chagrin Falls, OH: Taos


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Appreciative Inquiry - Implementing AI

1 * Cooperrider, D.L., Whitney, D. Stavros, J.M. (2008) Appreciative

Inquiry Handbook (2nd ed.) Brunswick, OH: Crown Custom


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Appreciative Inquiry - Implementing AI

1 * Lewis, S., Passmore, J. Cantore, S. (2008) The Appreciative Inquiry

Approach to Change Management. London, UK: Kogan Paul.

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Appreciative Inquiry - Implementing AI

1 * Ludema, J.D. Whitney, D., Mohr, B.J. Griffen, T.J. (2003) The Appreciative

Inquiry Summit. San Francisco: Berret-Koehler.

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Appreciative Inquiry - Implementing AI

1 * Whitney, D. Trosten-Bloom, A. (2010) The Power of Appreciative Inquiry (2nd Ed.). San Francisco:


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Participatory impact pathways analysis - PIPA Workshop

1 Participants then carry out a visioning exercise, which borrows

from appreciative inquiry, to describe project success 2 years after the

project finishes, based on the adoption and use of project outputs

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Participatory action research - Organizational life

1 Appreciative Inquiry (AI), for instance, is an offshoot of PAR based

on positive psychology (Martin Seligman|Seligman, 2002)

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1 A more recent version of the T-groups is the Appreciative Inquiry

Human Interaction Laboratory, which focusses on strengths-based learning processes. It's a variation of the NTL T-groups, since it shares the values

and experiential learning model with the classic T-groups.

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Charles Geoffrey Vickers - Systems practice

1 He introduced the concept of Appreciative inquiry|appreciative systems to describe

human activity