The basic idea behind appreciative inquiry, as proposed by David Cooperrider, is to make everyone aware of the positive experiences and successes of the organization. Rather than analyzing problems and trying to identify what is wrong with the organization, which is the most common approach, the focus of appreciative inquiry is on what is right and how you can learn from and build on these strengths.
A three-step process prepares you for appreciative inquiry in a large-group meeting:
Step One:
Choose the topic and put it in positive terms.
Step Two:
Create questions that will stimulate participants to report positive examples.
Step Three:
Ask the questions of everyone who is a source of the information. Keep in mind that asking questions is a kind of intervention into the life of the organization, so err on the side of inclusion, and listen carefully to the answers.
Once these preparatory steps have been completed, you can begin the 4-D process:
1. Discovery: Report the stories from the preparatory steps, and discuss their significance for the future of the organization.
2. Dream: Discuss what everyone wants the organization to look like in five years; come to consensus on a vision, mission, and strategic goals.
3. Design: Using the vision for the future, decide on a set of driving concepts and principles by which the organization will operate.
4. Destiny: Support application and sustain what was decided in the first three phases.
Four statements guide this strategy:
• Appreciate What Is
• Imagine What Might Be
• Determine What Should Be
• Create What Will Be