appreciative-inquiry

Appreciative Inquiry In A Nutshell

Appreciate Inquiry (AI) is an organizational change methodology that focuses on strengths and not on weaknesses. Appreciate Inquiry was created by management professors David Cooperrider and Suresh Srivastva in the 1980s. The Appreciate Inquiry is also known as the 5-D Cycle, an iterative cycle describing five distinct phases, made of define, discover, dream, design, and destiny.

Understanding Appreciate Inquiry

Appreciate Inquiry was created by management professors David Cooperrider and Suresh Srivastva in the 1980s.

In understanding Appreciate Inquiry, it was David Cooperrider who said it best.

He explains his methodology as “the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms. AI involves, in a central way, the art and practice of asking questions that strengthen a system’s capacity to apprehend, anticipate, and heighten positive potential.”

Given its multi-faceted nature, practitioners of Appreciate Inquiry describe it as not simply a way of doing, but a way of being. Indeed, it offers a perspective that helps the individual understand how an appreciation of the world can shape their destiny. In business, this means that organizational change is a mystery that must be embraced – and not a problem to be solved.

Ultimately, Appreciate Inquiry encourages the organization to consider the role of unconditional, positive questioning in shaping perspective.

In turn, these questions strengthen system capacity and enhance positive potential. Some of the core AI principles around questions include:

  • Questions create the world we live in.
  • Questions determine the results we achieve.
  • Positive questions are more effective at creating positive outcomes.
  • Questions create movement, momentum, and change.

The Appreciate Inquiry process

The Appreciate Inquiry is also known as the 5-D Cycle, an iterative cycle describing five distinct phases. In the middle of the cycle resides the “positive core” of the organization, a combination of each phase representing a way of being and doing.

To better understand this cycle, let’s look at each phase in more detail:

  1. Define – this initial phase requires that stakeholders come together and define the topic that will undergo an Appreciate Inquiry experience. What change to the system is the topic seeking to make?
  2. Discover – stakeholders then identify the strengths and best practices of the organization. How does it excel? What are the sources of high performance, excellence, innovation, or vitality? They may relate to leadership, technology, values, planning methods, and so on.
  3. Dream – with the strength of an organization identified, it must then envision its future. Planning methodologies must be based on examples of where the company has excelled in the past. This motivates both the individual carrying out the plan and by extension, the company itself.
  4. Design – what are the high-impact strategies that move the organization in the right direction? The planning and execution of these strategies should be prioritized.
  5. Destiny – in the final phase, individuals execute on strategy. The movement of a company toward its destiny must be sustained by a collective sense of purpose. This means creating an environment of continuous learning, revision, and in some cases, improvisation.

Key takeaways:

  • Appreciative Inquiry is a change methodology that focuses on the strengths and positive aspects of an organization.
  • Appreciative Inquiry is a multi-faceted approach that becomes a way of being and a way of doing. Asking the correct questions is essential to driving high performance and maintaining a focus on organizational strengths.
  • Appreciative Inquiry is also known as the 5-D Cycle. The cycle is an iterative process that helps organizations embody certain traits that help their systems become less resistant to change.

Connected Analysis Frameworks

Cynefin Framework

cynefin-framework
The Cynefin Framework gives context to decision making and problem-solving by providing context and guiding an appropriate response. The five domains of the Cynefin Framework comprise obvious, complicated, complex, chaotic domains and disorder if a domain has not been determined at all.

SWOT Analysis

swot-analysis
A SWOT Analysis is a framework used for evaluating the business’s Strengths, Weaknesses, Opportunities, and Threats. It can aid in identifying the problematic areas of your business so that you can maximize your opportunities. It will also alert you to the challenges your organization might face in the future.

Personal SWOT Analysis

personal-swot-analysis
The SWOT analysis is commonly used as a strategic planning tool in business. However, it is also well suited for personal use in addressing a specific goal or problem. A personal SWOT analysis helps individuals identify their strengths, weaknesses, opportunities, and threats.

Pareto Analysis

pareto-principle-pareto-analysis
The Pareto Analysis is a statistical analysis used in business decision making that identifies a certain number of input factors that have the greatest impact on income. It is based on the similarly named Pareto Principle, which states that 80% of the effect of something can be attributed to just 20% of the drivers.

Failure Mode And Effects Analysis

failure-mode-and-effects-analysis
A failure mode and effects analysis (FMEA) is a structured approach to identifying design failures in a product or process. Developed in the 1950s, the failure mode and effects analysis is one the earliest methodologies of its kind. It enables organizations to anticipate a range of potential failures during the design stage.

Blindspot Analysis

blindspot-analysis
A Blindspot Analysis is a means of unearthing incorrect or outdated assumptions that can harm decision making in an organization. The term “blindspot analysis” was first coined by American economist Michael Porter. Porter argued that in business, outdated ideas or strategies had the potential to stifle modern ideas and prevent them from succeeding. Furthermore, decisions a business thought were made with care caused projects to fail because major factors had not been duly considered.

Comparable Company Analysis

comparable-company-analysis
A comparable company analysis is a process that enables the identification of similar organizations to be used as a comparison to understand the business and financial performance of the target company. To find comparables you can look at two key profiles: the business and financial profile. From the comparable company analysis it is possible to understand the competitive landscape of the target organization.

Cost-Benefit Analysis

cost-benefit-analysis
A cost-benefit analysis is a process a business can use to analyze decisions according to the costs associated with making that decision. For a cost analysis to be effective it’s important to articulate the project in the simplest terms possible, identify the costs, determine the benefits of project implementation, assess the alternatives.

Agile Business Analysis

agile-business-analysis
Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

SOAR Analysis

soar-analysis
A SOAR analysis is a technique that helps businesses at a strategic planning level to: Focus on what they are doing right. Determine which skills could be enhanced. Understand the desires and motivations of their stakeholders.

STEEPLE Analysis

steeple-analysis
The STEEPLE analysis is a variation of the STEEP analysis. Where the step analysis comprises socio-cultural, technological, economic, environmental/ecological, and political factors as the base of the analysis. The STEEPLE analysis adds other two factors such as Legal and Ethical.

Pestel Analysis

pestel-analysis
The PESTEL analysis is a framework that can help marketers assess whether macro-economic factors are affecting an organization. This is a critical step that helps organizations identify potential threats and weaknesses that can be used in other frameworks such as SWOT or to gain a broader and better understanding of the overall marketing environment.

DESTEP Analysis

destep-analysis
A DESTEP analysis is a framework used by businesses to understand their external environment and the issues which may impact them. The DESTEP analysis is an extension of the popular PEST analysis created by Harvard Business School professor Francis J. Aguilar. The DESTEP analysis groups external factors into six categories: demographic, economic, socio-cultural, technological, ecological, and political.

Paired Comparison Analysis

paired-comparison-analysis
A paired comparison analysis is used to rate or rank options where evaluation criteria are subjective by nature. The analysis is particularly useful when there is a lack of clear priorities or objective data to base decisions on. A paired comparison analysis evaluates a range of options by comparing them against each other.

Related Strategy Concepts: Go-To-Market StrategyMarketing StrategyBusiness ModelsTech Business ModelsJobs-To-Be DoneDesign ThinkingLean Startup CanvasValue ChainValue Proposition CanvasBalanced ScorecardBusiness Model CanvasSWOT AnalysisGrowth HackingBundlingUnbundlingBootstrappingVenture CapitalPorter’s Five ForcesPorter’s Generic StrategiesPorter’s Five ForcesPESTEL AnalysisSWOTPorter’s Diamond ModelAnsoffTechnology Adoption CurveTOWSSOARBalanced ScorecardOKRAgile MethodologyValue PropositionVTDF FrameworkBCG MatrixGE McKinsey MatrixKotter’s 8-Step Change Model.

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