In the June 2013 edition of HR Magazine published by SHRM there was an interesting article on Positive Momentum that focuses on the Appreciative Inquiry process.  Although fascinating reading, I was uncertain how this change management process could best be incorporated into many workplace cultures.  I realized that I was doing exactly what the article advises against and looking at the problems rather than looking the process.

Many of our clients in their strategic planning process look to fix what is wrong. However, much like the article above, we encourage our clients to shift away from this perception and instead of focusing on shortcomings needed for improvement, to focus on what strengths they want to enhance.

Perhaps to better understand what this shift in perception entails it is best to define the Appreciative Inquiry process.  Appreciative Inquiry is a philosophy and an organizational development process that is used to cultivate hope, build capacity and produce positive change.  According to David Cooperrider, a professor of social entrepreneurship at the Weatherhead School of Management at Case Western Reserve University, and the developer of the process, Appreciate Inquiry is a process that “Instead of asking ‘What’s wrong with this organization?.’ It’s asking ‘What’s right?’ and ‘What gives life to this organization when it’s most alive.’”

The process of Appreciative Inquiry commonly has four phases:

  • Discovery – What are the organizations’ strengths?
  • Dream – What are the possibilities?
  • Design – How can you make these ideas happen?
  • Destiny – How do you implement and sustain the change?

The Appreciative Inquiry process involves holding a meeting that includes leadership, employees, customers and vendors.  Questions are carefully crafted that highlight each of the four phases, all of which are intended to move the organization forward.  It is a philosophy and process that should be carefully analyzed and understood that can provide great insight for implementation at your organization.

However, the Appreciative Inquiry philosophy can be implemented in smaller doses with very positive results.  Utilizing the concept of Appreciative Inquiry in such areas as the interviewing process and performance reviews can help to make subtle (and some not so subtle) changes in the organizational culture.  Carefully crafting and asking questions can provide substantive guidance for positive organizational direction.

Bliss Browne of Imagine Chicago provides guidance for developing the right type of questions to achieve that positive, forward momentum.  In her article “Crafting Appreciative Questions: A How to Guide: she suggests that to design good appreciative inquiry questions, you must remember to:

  • Ask about ultimate concerns.
  • Use positive questions that build on positive assumptions.
  • Give a thought-provoking, appealing definition of topics.
  • Present questions as an invitation using expansive, positive, feeling, experiential words.
  • Enhance the possibilities of storytelling by asking questions about trusted personal experience.
  • Phrase questions in a conversational, friendly tone.
  • Ask open questions to which you do not know the answer, and expect to learn something interesting and important.
  • Good questions invite thinking—they stretch the imagination and inspire new thoughts without evoking defensiveness or hostility.

She has also provided sample questions for a Job Hiring Interview that meet each of the four stages of the Appreciative Inquiry process.

Discovery

  • How did you learn about our organization?
  • What most interested you about the available position?  Why did it seem a good fit for your skills and interests?
  • Please share the story of what you consider your most outstanding, significant professional achievement.  What about you made this achievement important? Possible?
  • Please tell me about a time when you were part of a group who collaborated to achieve amazing results in the face of many challenges. What enabled you to work together so well?
  • What do you value most deeply?  How are those values reflected in your work?

Dream

  • What do you hope to accomplish at this organization?  What will success look like? Why is that important to you?
  • If you could create any work environment, that would bring out your very best contribution, what would it look like? What would you ideally be doing?  With what kind of people would you be working?

Design

  • What motivates you to do the work you are doing now?
  • What do you consider indicators that you are doing an excellent job?
  • How will you decide if this organization is a good fit for you?
  • When are you available to start work?

Destiny

  • What have you learned about this company so far that suggests you could make a great contribution to our collective work? What would you most look forward to contributing?
  • What additional questions do you have?

As you can see by the above examples, developing well-crafted questions to the Appreciative Inquiry process can result with a wealth of information. The challenge for an organization is to ensure these ideas are used to develop strategies to enhance your company culture.