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A New Way to Change: Appreciative Inquiry
11-05-2014
There’s an old saying “The only thing that is constant is change.” We change as we age. We change as we learn. We change when we face new experiences. We change when we reflect and choose new interpretations. The concept of change is neutral. Change can promote growth or accelerate decline. It is the direction of change that matters – is it progressive or regressive? Flourishing or floundering?
Groups and organizations also change. Priorities vary. Concerns arise. Energy shifts. We’re all familiar with the standard problem-solving approach to organizational change. Determine who or what is the problem. Propose alternative solutions. Have the group’s leaders decide on what appears to them the best answer. At this point, new people are often brought in to implement the selected strategy, which stays in place until the next turnover when the problem solving begins again. This system is so ingrained that we take it for granted. We are so used to focusing on “what is wrong” and fixing it, that we ignore searching for “what is right” and enriching it.
To address the significant flaws inherit in the deficit driven problem-solving model, Dr. David Cooperrider and Dr. Suresh Srivastva developed Appreciative Inquiry. This strengths-based method searches for the best of “what is”, kindles a collective desire for “what could be”, and generates a practical map of “how to get there”. Since the future is a shared creation of everyone involved in the organization and it is rooted in the good things that are already happening waves of positive energy are released. People feel empowered, connected, relevant and appreciated.
Relationships hold organizations together. Appreciative inquiry harnesses this relational power in a positive and uplifting way. Instead of zoning in and highlighting the problem areas (often inferred to be caused by problem people), everyone looks for, celebrates and replicates the bright spots. This principle of identifying why something is working well and building upon that knowledge invokes a mindset of transformation. People want to be part of something positive, healthy and revitalizing. It allows them to live with joy, hope and happiness through their contribution to the organization.
Cooperrider encourages organizational leaders to consider the “heliotropic effect”. Just as a plant grows towards the sun, organizations can purposeful draw upon members’ stories of their peak experiences and times of success to create a sunny future to orientate towards.
Appreciate inquiry cannot be done hierarchically. Everyone, including clients or customers, must be heard. It begins with personal reflection. “What is it about this organization that speaks to your values?” “When did you feel most engaged within this group?” “What do you want more of?” These reflection stories are shared with others. By identifying and expressing what is most life-giving and wonderful about a group, people create a safe space to talk about experiences, values and beliefs. Problem areas are addressed in terms of “What is missing?” and “What is working, even minutely, that we can build upon?” This quest for discovering the essential goodness within a situation encourages people to understand each other at a deep and respectful level. People are appreciated for their strengths, vitality and dreams. Common themes and mutual aspirations emerge upon which action plans are developed. Since everything is grounded in what is already occurring people are confident of success. They don’t have to implement something new and unfamiliar. They are simply taking what is already working and systematically enhancing it. In-house experts are available to mentor along the way. No abrupt mandates are imposed. No one is “told” what to do. The appreciative inquiry process stimulates alignment, commitment and unified action.
Norms and acceptable behaviours are reset. People take the stance of approaching a situation as a miracle to be experienced rather than a problem to be solved. Trust is restored. Innovation and imagination is unleashed. Everyone wants to be involved and give their time and energy because their core aspirations are affirmed through this work. They feel elevated and inspired. Rather than a critical and often destructive cycle of finding problems to fix, appreciative inquiry sets in motion an upward spiral of discovering, dreaming, and designing. It is transformational in generating iterative improvements based on past success and causing people to choose positive and dignifying actions.
Organizations change. This is a fact. How they change is a choice. Decrees and demands from the top usually have unintended consequences and often make things worse. Groups are composites of all the people involved. By appreciating the need for reflecting, sharing, recognizing what is life-giving, co-creating, and building on what is already working organizations can flourish instead of flounder.
If you would like to learn how Appreciative Inquiry can revitalize your organization, contact Zainab Dhanani at z_dhanani@yahoo.ca
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