E-Bridge:
We often encourage leaders to test their assumptions and to ask thoughtful questions to unlock a challenging situation. What processes have you used effectively with clients to engage in this type of dialogue?
Sallie Suby-Long:
Appreciative Inquiry is a process that can create effective dialogue regarding difficult situations. The process, developed by David L. Cooperrider, Ph.D, is a catalyst for positive change and transformation. The methodology identifies what has been giving energy to the organization by approaching diagnostics appreciatively through inquiry with positive questions.
By identifying the life-enhancing experiences within an organization or community, energy is released that helps to shape and create future possibilities. Groups become inspired as the process nurtures cooperative relationships, enables participants to exercise a sense of optimism about their capacity, and respectfully invites conversation about deeply held values and aspirations.
As many of us often teach our clients, “we get what we focus on”. Appreciative Inquiry affirms what is most valuable within an organization and builds upon that success. I have found Appreciative Inquiry to be a very effective alternative to problem-focused diagnostics or problem-oriented change methodologies.
The practice takes the best of what currently is, envisions what might be, and then engages people in dialogue about how to enhance effectiveness and create excellent results. It's a life-giving process of appreciating accomplishments and people, recognizing outstanding results, and co-constructing a sustaining vision for the future.
EB:
What types of questions are asked in this process?
SSL:
Framing good questions is central to the process. As you know, asking good questions is truly an art and requires customizing for each group and their specific circumstances. Some examples for an organizational diagnostic might include:
In their book Enlightened Leadership (Stone Tree Publishing, 1992) Ed Oakley and Doug Krug pose a series of what they term effective questions (EQs) as another means to engaging in learning conversations. Oakley and Krug also suggest building the energy toward solutions by asking simple but elegant questions rather than focusing on what's not working in any given situation. Some of their suggestions for inquiry include:
Focusing on questions that start with What or How instead of Why can help lower resistance, encourage openness, and focus groups proactively. This line of questioning opens the space and shifts the mind toward seeking alternatives to the current challenges versus analyzing and perpetuating the current situation. Effective questions are open-ended and posed with the intent of deepening understanding.
Are there examples from your work where the process of Appreciative Inquiry has worked especially well?
Most recently I used the process with a group of organizational leaders who were defining the future for their organization. We engaged over 275 people through Appreciative Inquiry. The intention was to involve as many people as possible from throughout the organization so that everyone was part of creating the long-term vision and took ownership for creating results.
We uncovered deep values and hopes of those involved in the process, which were then aligned to the mission and values of the organization. This alignment was critical in initiating key changes in policy and direction.
I also used Appreciative Inquiry with a group of colleagues as part of a community-wide initiative focused on enhancing education and leadership opportunities for young women. By engaging appreciatively with women throughout the community we were able to shape a new mentoring program influenced by the wisdom of experienced professionals that directly addressed the hopes and concerns of young women just beginning their careers.
In what ways does the process of Appreciative Inquiry lead to a different conversation?
Appreciative Inquiry begins with what is working, rather than analyzing what is not working. Consequently, it builds collaboration and honors people and organizations for what they are already doing that is valuable. With any type of change process, whether individual or organizational, it is easier to make change when we have something to build upon. Appreciative Inquiry brings confidence to the forefront and is a solution-focused model. Solution building is more effective than problem solving.
How So?
Because it's not a deficit model. In the end its much more useful to know what the solution is than to over analyze the causes of the problem. In a process of change or transition, it helps people use their strengths, creativity, and imagination to support change. It requires a paradigm shift from problem solving to solution building.
The process engages people's minds and spirits and takes on more meaningful conversational dynamics. Who doesn't want to acknowledge what they are already doing well, what is already working and how to continue enhancing and building upon that foundation? Appreciative Inquiry brings to the forefront the wise answers regarding the future individuals and organizations are already working toward, and expands it.
Appreciative Inquiry assumes the responder brings a level of expertise, intelligence and interest. This sense of value invites a deeper level of dialogue and moves the conversation from interrogation to interaction. The result is typically an engaged leadership team that is ready to move through change with enthusiasm and confidence.