Difference between revisions of "Appreciative Inquiry (AI)"
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| − | {{Term|APPRECIATIVE INQUIRY (AI)|An [[Organizational Development (OD)|organizational development]] process or philosophy that engages individuals within an organizational system in its renewal, change and focused performance. | + | {{Term|APPRECIATIVE INQUIRY (AI)|An [[Organizational Development (OD)|organizational development]] process or philosophy that engages individuals within an organizational system in its renewal, change and focused performance. Its assumption is simple: every organization has something that works right – things that give it life when it is most alive, effective, successful, and connected in healthy ways to its [[Stakeholder|stakeholders]] and communities. |
| − | Its assumption is simple: every organization has something that works right – things that give it life when it is most alive, effective, successful, and connected in healthy ways to its [[Stakeholder|stakeholders]] and communities. AI begins by identifying what is positive and connecting to it in ways that heighten energy and vision for change. AI recognizes that every organization is an open system that depends on its human capital to bring its vision and purpose to life.The outcome of an AI initiative is a long-term positive change in the organization. AI encourages people to work together to promote a better understanding of the human system, the heartbeat of the organization. | + | |
| + | AI begins by identifying what is positive and connecting to it in ways that heighten energy and vision for change. AI recognizes that every organization is an open system that depends on its human capital to bring its vision and purpose to life.The outcome of an AI initiative is a long-term positive change in the organization. AI encourages people to work together to promote a better understanding of the human system, the heartbeat of the organization. | ||
<ref>[http://appreciativeinquiry.case.edu www.appreciativeinquiry.case.edu] (26 January 2009) </ref> | <ref>[http://appreciativeinquiry.case.edu www.appreciativeinquiry.case.edu] (26 January 2009) </ref> | ||
The basis idea is to build organizations around what works, rather than trying to fix what doesn't. It is the opposite of problem solving. Instead of negation, criticism, and spiraling diagnosis, there is '''discovery''', '''dream''', '''design''' and '''destiny''' (4-D circle). <ref>[http://www.new-paradigm.co.uk www.new-paradigm.co.uk] (26 January 2009) </ref> | The basis idea is to build organizations around what works, rather than trying to fix what doesn't. It is the opposite of problem solving. Instead of negation, criticism, and spiraling diagnosis, there is '''discovery''', '''dream''', '''design''' and '''destiny''' (4-D circle). <ref>[http://www.new-paradigm.co.uk www.new-paradigm.co.uk] (26 January 2009) </ref> | ||
Revision as of 23:04, 19 February 2009
 APPRECIATIVE INQUIRY (AI) |
| An organizational development process or philosophy that engages individuals within an organizational system in its renewal, change and focused performance. Its assumption is simple: every organization has something that works right – things that give it life when it is most alive, effective, successful, and connected in healthy ways to its stakeholders and communities.
AI begins by identifying what is positive and connecting to it in ways that heighten energy and vision for change. AI recognizes that every organization is an open system that depends on its human capital to bring its vision and purpose to life.The outcome of an AI initiative is a long-term positive change in the organization. AI encourages people to work together to promote a better understanding of the human system, the heartbeat of the organization. [1] The basis idea is to build organizations around what works, rather than trying to fix what doesn't. It is the opposite of problem solving. Instead of negation, criticism, and spiraling diagnosis, there is discovery, dream, design and destiny (4-D circle). [2]
Problem solving versus Appreciative Inquiry |
| Problem solving | Appreciative Inquiry and the 4-stage process |
|---|---|
| Identify Problem | Appreciate "What is" (what gives life?), identify "What works well?": DISCOVER |
| Conduct Root Cause Analysis | Imagine "What might be?", Envision results: DREAM |
| Brainstorm Solutions & Analyse | Determine "What should be -- the ideal?", Co-construct :DESIGN |
| Develop Actions Plans | Determine "What will be?" "How to empower, learn, and adjust/improvise?", Sustain: DESTINY |
 Web Resources |
| Below you have a list of selected websites where you can find some set of tools, practical methodologies, and actual stories from the field: |
| Link | Content |
|---|---|
| www.unitar.org | An example in application: The government of Cape Verde has called upon UNITAR to design a national capacity development strategy for its public administration in order to meet the challenges of Cape Verde’s insertion in the global economy. |
| www.iisd.org | Using appreciative inquiry to design and deliver environmental, gender equity and private sector development projects in Southern India. |
| www.appreciativeinquiry.case.edu | A series of case studies where AI was used. |
| www.appreciativeinquiry.case.edu | The best pick of AI tools such as articles, workshop slides, books. |
| www.appreciativeinquiry.case.edu | Practice Tools: Positive Questions and Interview Guides. |
| www.appreciativeinquiry.case.edu | AI in the Non-profit and NGO Sector: cases study, tools, books and websites. |
References
- ↑ www.appreciativeinquiry.case.edu (26 January 2009)
- ↑ www.new-paradigm.co.uk (26 January 2009)