What Is Appreciative Inquiry?
What is Appreciative Inquiry? By Bliss Browne, Imagine Chicago Appreciative inquiry is an approach to organizational and community development that has been used successfully worldwide to cultivate hope, build capacity, unleash collective appreciation and imagination, and bring about positive change. It is based on the simple idea that human beings move in the direction of what we ask about. When groups query human problems and conflicts, they often inadvertently magnify the very problems they had hoped to resolve. Conversely, when groups study exalted human values and achievements, like peak experiences, best practices, and worthy accomplishments, these phenomena tend to flourish. AI deliberately asks positive questions around affirmative topics to ignite constructive dialogue and inspired action within organizations and communities. Change research shows that community innovation methods that evoke stories, and affirm and compel groups of people to envision positive images of the future grounded in the best of the past, have the greatest potential to produce deep and sustaining change and inspire collective action.
Appreciative Inquiry differs fundamentally from traditional problem-solving approaches. The basic assumption of problem-solving methodologies is that people and organizations are “broken” and need to be fixed. The process usually involves: (1) identifying the key problems; (2) analyzing the root causes; (3) searching for possible solutions; and (4) developing an action plan. Deficit-based analysis, while powerful in diagnosis, tends to undermine human organizing and motivation, because it creates a sense of threat, separation, defensiveness and deference to expert hierarchies. Problem solving as a means of inspiring and sustaining human systems change is therefore limited.
In contrast, the underlying assumption of appreciative inquiry is that people and organizations are full of assets, capabilities, resources, and strengths that can be
Appreciative Inquiry differs fundamentally from traditional problem-solving approaches. The basic assumption of problem-solving methodologies is that people and organizations are “broken” and need to be fixed. The process usually involves: (1) identifying the key problems; (2) analyzing the root causes; (3) searching for possible solutions; and (4) developing an action plan. Deficit-based analysis, while powerful in diagnosis, tends to undermine human organizing and motivation, because it creates a sense of threat, separation, defensiveness and deference to expert hierarchies. Problem solving as a means of inspiring and sustaining human systems change is therefore limited.
In contrast, the underlying assumption of appreciative inquiry is that people and organizations are full of assets, capabilities, resources, and strengths that can be