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Wisdom is action-oriented. Taking action requires hope and courage. Thus, we need methods to approach complex issues in hopeful ways.
Though many such methods exist, this textbook will present an approach called appreciative inquiry. Rather than focus on problems, appreciative inquiry focuses on what is working to allow us to strengthen processes that lead to desired outcomes.[1]
The following paragraphs lay out the mindset to approach appreciative inquiry processes, followed by a description of the process itself. It then looks at the Seniors Program from Appendix 1 to see an example of how the appreciative inquiry process worked in real life.
An Appreciative Inquiry Mindset
Appreciative inquiry is a positive approach. If all we do is study our failures, then the only thing we learn is how to fail. To learn how to succeed, we must research and build on positive examples of success.
Focusing on success does not mean that you ignore problems or barriers. Instead, you focus on positive examples of attempts to address those challenges and then build on those successes. You ask, Where do our strengths lie? How can we build on those strengths to address the challenges we face?[2][3]
Appreciative inquiry requires frequent reflection. Through reflection, you think about what you are trying to achieve and how you are trying to achieve it. You consider what is working and how you might leverage those successes.
An appreciative inquiry approach also requires that we remember the interrelated nature of the world. Every social setting is an open system. Our actions affect others, which in turn has a return effect upon us. As you begin taking action, consider thoughtfully how your actions affect others and how that might impact your continuing efforts.
Elements of The Appreciative Inquiry Process
The appreciative inquiry method includes the following steps:
- Partner with people/groups with relevant experience
- Develop good questions. Big questions. Compelling questions. World-changing questions.
- Engage with the public
- Build structures supporting change (maintain adaptability and use the power of metaphors)
- Embrace “wicked problems.”
- Identify positive deviants
The following sections explain these in more detail.
Pick relevant partners
As with all collective reasoning processes, begin the appreciative inquiry by partnering with people and groups who have relevant experience for the problem you have chosen to tackle. Learn what experts already know about the issue you are targetting. Deepen your understanding of the challenges of solving those issues. Learn about the successes people have already achieved.
Ask big questions
Then, develop good questions. Big questions. Compelling questions. Organization-changing questions. Society-changing questions. Even if the questions are unanswerable, they still guide us. It is through the pursuit of answers that we act and create change.
Engage with the public.
In almost any organizational endeavour,