Beruflich Dokumente
Kultur Dokumente
Pepperdine University
Graziadio School of Business & Management
Workshop Agenda
• Learn about the theory and practice of
Appreciative Inquiry (AI).
• Experience an Appreciative Inquiry (AI)
process.
• Design a process for using AI in your
organization.
“Noproblem can be solved from the
same consciousness that created it.
We must learn to see the world
anew.”
Einstein
WHY
APPRECIATIVE
INQUIRY?
Processes for Organization Change
Deficit Based “Traditional” Strengths Based “AI”
Identification of Problems Appreciating
“Valuing the Best of what is”
Analysis of Causes
Envisioning
“What might be”
Analysis of Possible
Solutions
Dialoguing
“What should be”
Action Planning
Innovating
“What will be”
• The questions we ask set the stage for the things that we find.
The seeds of change are implicit in the very first questions we
ask. Our questions are fateful.
Poetic Principal
• An organization’s story is an open book and is continually being
co-authored by those within and those outside that interact with
it.
• Organizations and communities are full of stories to be
interpreted.
• What seems like a constraint can be the source of resilience and
innovation.
Positive Principle
• We naturally move towards what is inspiring and life giving.
• People, organizations and communities move in the direction of
what we most frequently and systematically ask questions about!
• The more positive the questions the greater and longer lasting the
change.
PRACTICE:
THE FIVE D CYCLE OF
APPRECIATIVE INQUIRY
The “5-D Cycle” of AI
Discover
“What gives life?”
(The best of what is)
Appreciating
Design
“What should be - the ideal?”
Co-constructing
DEFINE:
Choose The Positive as the Focus of Inquiry
Healthy organizations begin the process of change
by inquiring about and building upon the positive
aspects of its people and their experience.