What is Appreciative Inquiry?

What is a “life-centric view” or organizations?  What is Appreciative Inquiry?  How does it differ from traditional problem-solving in organizations?

According to Cooperrider and Whitney,  “life-centric” view of organizations is to view organizations as the center of vital connections and life-giving potentials;  where relationships, partnerships, alliances, webs of knowledge and action harness the power of a variety of strengths (as cited in Shafritz, Ott and Jang, 2011, p. 395).   Appreciative Inquiry (AI) is the practice of using “positive strength-based approach to organization development and change management” (Shafritz et al., 2011, p. 395).  It is discovering the “best in people, their organizations and the world around them” (Shafritz, et al, 2011, p. 397); it is a systematic discovery of what gives life to an organization when it is most effective and most capable in economic, ecological and human terms (Shafritz, et al, 2011, p. 397).   It is the ability to focus on the positives of an organization to make it superior, as opposed to focusing on the negatives.   It is the “art and practice of asking unconditional positive questions that strengthens a system’s capacity to apprehend, anticipate and heighten positive potential” (Shafritz, et al, 2011, p. 397). 

It is quite different from the problem solving approach.  The problem solving approach instills negativity because it allows groups to focus too much time on what is wrong which can eventually lead to low morale (Luechauer, 2000). It creates a grid-lock between upper management, middle managers and staff, where everyone blames each other for the problem which leads to an unwillingness to generate ideas on how to find a solution (Luechauer, 2000).  In problem solving you identify what the problem is, analyze the causes of what brought the problem about, present solutions and then treat the problem with an action plan (Shafritz, et al. 2011, p. 399).  Whereas in AI, you appreciate and value the best of what is, you envision/design what might be and discuss what something should be (Shafritz, et al. p. 399).   This philosophy helps extract innovation from groups and makes them feel that they are part of a positive change, it transforms people.  

To help gain a better understanding of appreciative inquiry, please view these videos: 

  

References:

Luechauer, David L. (2000). Applying appreciative inquiry instead of problem-solving techniques to facilitate change.  Management Development Forum, Vol 2: 1(99).  Retrieved from 

http://www8.esc.edu/esconline/across_esc/forumjournal.nsf/3cc42a422514347a8525671d0049f395/5a8d486a2c5f9b0e852568fd00561f17?OpenDocument

Shafritz, J., Ott, S., Suk Jang, Y. (2008). Classics of organization theory.   Belmont,CA: Wadsworth Publishing Company

The Drucker School (Producer). (2011, September 1).  Appreciative inquiry:  A conversation  with David Cooperrider.  Podcast retrieved from http://www.youtube.com/watch?v=QzW22wwh1J4

Townsin, Jon. (nd.). Appreciative inquiry. Podcast retrieved from       http://www.youtube.com/watch?v=QzW22wwh1J4