1.5 - About University

5.10 A PPRECIATIVE I NQUIRY:B UILDING C HANGE ON S UCCESSInspired by Suresh Srivastva, David Cooperrider, Martin Seligman, Tom Pitman, and Gervase Bushe.Effective leadership has become synonymous with the ability to facilitate strategic and lastingchange in organizations (i.e., improvements that stick). Appreciative inquiry is a process fordoing this. However, it entails a shift away from traditional management thinking and, assuch, it is often defined in contrast to problem solving (see table). Because appreciative inquiryis such a departure from the assumptions of traditional management processes, it can be a challengingconcept to grasp fully. Yet this is a learning curve with a potentially huge payoff.Those who use appreciative inquiry claim it helps them achieve extraordinary results,while detractors claim it’s somewhat naive and overly optimistic about human nature.Appreciative inquiry is not for everyone. It tends to resonate with leaders who think laterallyas well as linearly, who have a generally positive and hopeful view of human nature, and whoare able to tolerate a degree of ambiguity as the process unfolds. The columns and examples inthis table will help you determine whether appreciative inquiry fits with your leadership style.Problem solving• Improvement is not sought unless a problem isidentified.• Problems are defined. (The focus is on what’s notworking.)• Possible causes are analyzed (based on how theproblem has been defined).• Data collection seeks to discover what has gonewrong and where people have failed.• Solutions are defined (to fix the problem).• Action plans are outlined.Appreciative inquiry• A “possibility blueprint” is developed outlining whatmight, should, and will be in the future.• Success is defined. (The focus is on what is alreadyworking well.)• Possible futures are envisioned (based on currentsuccesses).• Data collection seeks to confirm and value pastsuccesses, and takes place within a climate of mutualinquiry (a learning community).• An ideal future is defined (what should be).• Innovation is encouraged to achieve the definedideal future.Key assumptions and strategies of appreciative inquiry include:✔✔✔Many things are currently working well in most organizations. Change and future successis best built on these positive foundations. You cannot “fix” your way to success;you have to build success on success.People will support change when they feel understood and valued, when they understandthe need for the change, and when they feel able to influence the direction andpace of the change.Multiple realities exist within organizations and workgroups. Different stakeholderscan see the organization and the recommended change in remarkably different ways.166 SECTION 5 TOOLS FOR LEADING CHANGE