Appreciative-Leadership

Chapter 2
The Leadership Story: Thinking Differently about Leadership, Appreciative Organisation, Appreciative Leadership and Appreciative Inquiry
Appreciative Approach: Appreciative Inquiry
In the previous section, we introduced the idea of the Appreciative Organisation, Appreciative Leadership and
Appreciative Teams. We also reflected on the need for people and organisations to spend time working and
developing the positives in relationships and practices to build engagement and improve the service.
This section looks at Appreciative Inquiry, which was developed by David Cooperrider and his colleagues at Case
Western University approximately 25 years ago as an alternative way to create positive change in organisations,
teams and individuals. This framework builds on strengths and believes that everyone has greater potential than
they currently display, including the potential to be creative with ideas for improvement. There are numerous
examples of where Appreciative Inquiry has been used in a healthcare setting, and you can search on the NICE
(National Institute of Health and Care Excellence) website to find more articles about Appreciative Inquiry.
Appreciative Inquiry invites us to:
• Recognise the best in people and the world around us
• Perceive those aspects which give life, health, vitality, and excellence to living human systems
• Affirm past and present strengths, successes, assets, and potentials
• Increase our own value and the value of others by doing more of what works
The philosophy is built on the following principles:
• The Constructionist Principle
• The Poetic Principle
• The Simultaneity Principle
• The Anticipatory Principle
• The Positive Principle
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