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Transforming Organizations and Communities Through Appreciative Inquiry
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8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY inquiry is an organization- or system-wide process that uncovers stories about past
successes through peer interviews and dialogue in order to envision and work toward a
radically positive future.This process can energize social change efforts by encouraging
communication, cultivating and leveraging awareness of individual and organizational
strengths, building community, and creating a magnificent shared vision of the future.
Encouraging Communication
Meaningful, frequent, sincere communication connects and energizes dyads and
groups engaged in social change work. Communication through words and symbols is a
rich resource (Cooperrider and Whitney, 2000). It weaves the fabric of relationships and
cooperation. Lack of communication fosters complacency and makes it impossible to
facilitate change (Alinsky, 1971). Throughthe process of communicating, groups identify
and develop an understanding of things that are collectively meaningful; this inspires
learning, collaborative action, and change.In nonprofit organizations, communication
helps employees, volunteers, donors, and program participants understand community
and individual needs, select interventions and the processes through which they will be
implemented,and build a stronger sense of purpose and community.
The meanings inherent in communication are subjective, transient, complex, and
often submerged. People interpret their interactions through the lens of their life
experiences (Alinsky, 1971), influencing subsequent thoughts and behavior.The way
people choose to understand social interactions and structures is also influenced by
their values (Gergen, 1982). Our thoughts are influenced by our expectations and our
thoughts and visions shape our experience of reality (Cooperrider, 2000).Interpretations
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY of reality are not static and definable; rather, they are subjective and mobile (Gergen,
1982). We simultaneously coexist within multiple interpretations of realities with
movement in and out of those contexts according to the situation (Berger and Luckman,
1966). An experience can simultaneously have multiple dynamic meanings within an
organization (van der Haar and Hosking, 2004). Facilitating intentional communication
through appreciative inquiry can help organizations sort through this intricacy to more
clearly see and navigate the dynamic realities being continually co-created by its
members. Appreciative inquiry creates new pools of knowledge and new ways of
collectively interpreting the world (Bushe and Kassam, 2005).This process can help
nonprofit organizations articulate vision and mission, clarify goals and objectives,
understand the diverse desires of multiple stakeholders, and integrate individual,
organizational, and community goals.
Because surveys only reveal superficial information (Lewin, 1946), appreciative
inquiry uses peer interviews to explore past successes. Interviews reveal social facts
about the past based on real experiences rather than generalized opinions (Preskill and
TzavarasCatsambas, 2006).By limiting discussion to past experiences, participants
envision solutions over which they have the power to control (Onyett, 2009). Interview
questions stimulate meaningful dialogue among people working toward common
organizational goals, providing an opportunity for them to connect, explore, and dream
while recognizing the wonder of their work and of their organization.
Question construction shapes dialogue (Preskill and TzavarasCatsambas, 2006)
frames the context of exploration (Schein, 1999), and determines what will be learned
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY (Whitney, Trosten-Bloom, and Rader, 2010). Topics of inquiry provide a navigation
system for the movement of organizations; by exploring a particular topic, an
organization naturally incorporates the findings into its activities (Cooperrider and
Whitney, 2005).Nonprofit organizations can often be subsumed into a cycle of
complaining about community challenges and problematic individuals. The process of
conducting peer interviews using intentionally positive questions can help nonprofit
organizations, and the people working within them, deeply explore exceptional stories to
connect with the inspirational and energizing core of the organization.
Dialogue is encouraged by asking questions (Cooperrider, Whitney, and Stavros,
2005). The interview process stimulates dialogue among those who are engaged with
the work of the organization. Dialogue builds a group¶s repertoire of meaning and
creates a context in which learning and change can take place (Schein, 2003). Nonprofit
organizations are often under-resourced with limited time to fulfill daily responsibilities;
taking time to engage in inquiry may at first seem to be wasteful. Dialogue can benefit
and strengthen nonprofit organizations by creating and solidifying bonds among peers,
tapping into the collective conscience of the organization, unleashing positive energy,
and setting the stage for future collaboration. Including diverse stakeholders, including
donors, program participants, board members, volunteers, and staff, in appreciative
inquiry ensures that the meaning making process is truly inclusive with the result of
shared understanding about the organization¶s assumptions, motivations, and future
direction.
People prefer to be engaged in conversation rather than to be directed in their
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY work (Whitney, Trosten-Bloom, and Rader, 2010). Appreciative inquiry facilitates action
and opens up organizational possibilities through carefully crafted questions that
provoke thought, encourage sharing, and stimulate dialogue. Appreciative inquiry
provokes sincere curiosity (Cooperrider and Whitney, 2000; Cooperrider and Whitney,
2005; Neville, 2008). Developing that curiosity leads to ongoing change (Neville,
2008).Inquiry is an intervention that begins the process of organizational change
(Schein, 1999; Cooperrider and Whitney, 2005).Asking questions promotes
organizational growth and learning (Preskill and TzavarasCatsambas, 2006).By
facilitating the change process through appreciative inquiry, organization members
uncover and express their hopes and desires, recognize and build upon their own ideas,
learn from their past successes and apply them to the future, create a place for
themselves in pursuit of the organization¶s dreams, and form connections across the
group to buttress ongoing cooperation. This leads to increased enthusiasm and efficacy
as the organization implements change initiatives that emerge from the appreciative
inquiry process. This holistic, inclusive approach is well-suited for the nonprofit sector,
which often eschews the oppression of hierarchy and cultural imperialism.
Appreciative inquiry provides a means for organization members to both hear
and be heard. Language is an important transformative tool (Gergen, 1982).Translating
thoughts, symbols, and dreams into words and enthusiastically sharing them with others
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY Rader, 2010).The appreciative inquiry process identifies situations in which individuals,
perhaps without full awareness, felt powerful, in control, and alive. Remembering and
sharing these experiences within organizations builds recognition of power, its
transformational quality, and the possibilities of intentionally using it. Power is self-
regenerating (Whitney and Trosten-Bloom, 2003). Once individuals and groups
recognize and start using their power, momentum propels the group toward continued
achievement of goals.
Focusing on strengths builds an organization¶s capacity for change by expanding
its learning and creating positive energy (Cooperrider and Whitney, 2005). Strengths
emerge through the inquiry process, which uncovers stories about the organization and
its members at peak performance. All human systems have many wonderful ideas and
stories, many of which may be underappreciated and underutilized (Cooperrider and
Whitney, 2000).Nonprofit organizations have many stories upon which they can draw;
these may include: the impetus for formation of the organization; people who have
changed their lives as a result of involvement with the organization; programs and
projects with tangible outcomes that enhanced the community; the impact of changed
laws or government and corporate practices; or the camaraderie and synergy among
staff, volunteers, and others that developed while engaged in this work. Appreciative
inquiry moves those ideas and stories to the forefront, creating connections,
inspiration,and visions of brilliant, but realistic, possibilities.Appreciative inquiry connects
organizational strengths to vision and actions that move the organization toward that
vision (Cooperrider, Whitney, and Stavros, 2008).
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY employees, volunteers, donors, and program participants (Miller, Aguilar, Maslowski,
McDaniel, and Mantel, 2004). The appreciative inquiry process involves people from
throughout an organization to ensure that the process accurately reflects the diversity of
the group (Cooperrider and Whitney, 2005). In a nonprofit organization, program,
administrative, and development staff, in addition to other stakeholders, should be
involved to capture the full experiencesand hopes of the organization.
Organizations can be viewed as a small society with their own culture and
various subcultures simultaneously coexisting (Morgan, 2006). People within
organizations share symbolic interpretations that contextualize and continuously create
meaning as well as habits that ritualize behavior (Berger and Luckman, 1966).Humans
have the capacity to change ritualized organizational behavior regardless of past
experiences (Cooperrider, 2000). Through appreciative inquiry, organization members
have the opportunity to review the assumptions upon which the organization and its
rituals are built and are challenged to question their relevance (Cooperrider and Whitney,
2000; Cooperrider and Whitney, 2005). This process defines the group and its purpose,
giving new meaning to organizational relationships and energizing the group for
continual convergence and transformation.
Appreciative inquiry integrates individual experiences within an organization into
a shared story (Whitney and Trosten-Bloom, 2003).Organizations¶ stories are written,
recorded, and remembered by its members. Organizations continually create their story
through the interaction of the people involved; in appreciative inquiry, this is referred to
as the poetic principle (Cooperrider and Whitney, 2005). The organization¶s story
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY articulates the community¶s character, establishes and enhances relationships among
its members, and provides a rich context through which culture is expressed.
Deficit-based approaches to organizational development lead to fragmentation,
internal conflict, and despair (Barrett, 1995). Appreciative inquiry, as an asset-based
approach, leads to an enhanced sense of solidarity among people within an
organization (Cooperrider, 2000). Cooperation is promoted by removing barriers to
participation and creating conditions that facilitate catalytic interaction (Srivastval and
Cooperrider, 1986).Through the process of appreciative inquiry, organizational systems
are redesigned to encourage innovation and collaboration (Whitney and Trosten-Bloom,
2003). Appreciative inquiry can help nonprofit organizations better align service delivery
across departments, the needs of people served with programs offered, and the
requests of funders with staff capacity. It can bring together diverse stakeholders as a
united front working toward a shared inspirational vision of the future.
A stronger emphasis on partnerships across hierarchical structures emerged in
the 1980s (Watkins and Cooperrider, 2000). Yet, those structures remain in place with
frequently problematic boundary crossing. Past hurt, anticipation of future exclusion and
oppression, and denial of cultural, political, or social hegemony may complicate the
formation of genuine, trusting relationships. Appreciative inquiry must be sensitive to
these dynamics and intentionally create a safe environment for community building.
Leadership is a critical element of appreciative inquiry. Leaders must create a
safe environment for the exchange of ideas. Psychological safety is required for
learning and change to take place (Schein, 1999). The appreciative inquiry process may
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY pose a threat to the authority of insecure leaders (Willoughby and Tosey, 2007).By
disconnecting from ego-driven thoughts and behaviors, leaders allow space for
appreciative inquiry, and other organizational initiatives, to be successful. Supervisors¶
trust in subordinates can lead to enhanced performance (Brower, Lester, Korsgaard,
and Dineen, 2009).Leaders must fully embrace appreciative inquiry in order for it to be
successful. Appreciative inquiry can also be used to improve leadership practice
through reflection and dreaming (Hart, Conklin, and Allen, 2008).This has a ripple effect
on every aspect of leadership practice as well as on organizational interactions and
activities.
Appreciative inquiry has been shown to be more effective in helping teams
achieve their goals than creative problem solving (Peele, 2006). In addition, the
solutions generated through appreciative inquiry are more collectively constructed than
those generated through creative problem solving (Peele, 2006).Teams that engage in
collective learning and that have greater pride and cohesion are more effective
(Kozlowski and Ilgen, 2006).Appreciative inquiry can energize groups by liberating them
from unproductive patterns of behavior through revelation and incorporation of new
paradigms (Bushe, 2000). Increased social bonding leads to enhanced capacity for
change (Cooperrider and Whitney, 2005). When a team is inspired and energized,
change is more rapid (Cooperrider, Whitney, and Stavros, 2005). Stronger
organizational alignment, increased communication, and increased productivity are all
positive long-term impacts of appreciative inquiry (Cooperrider, Whitney, and Stavros,
2005).By focusing on solutions rather than on problems, building positive supportive
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY relationships, and provoking creative dialogue, the process of appreciative inquiry builds
community, generates group dreams, and promotes team and organizational
effectiveness.
Professional development, even that which is inspirational, is not sufficient to
enact change (Lewin, 1946). Meaningful and sustainable change relies on the
cultivation of genuine relationships (Cooperrider, Whitney, and Stavros, 2008). In the
appreciative inquiry process, organization members are influential co-researchers.
Solutions that are self-generated tend to be the most successful and sustainable
(Schein, 1999).Appreciative inquiry situates individual experience within the context of
relationships and communal practice, capitalizing on both personal and social
motivators.
Many human service organizations have organized World Cafes, an adaptation
of the appreciative inquiry process (Fouche and Light, 2010). In these scheduled forums,
social workers have the opportunity to share ideas, reflect on practice, and envision
innovation. This results in deeper relationships, increased collaboration, and
transformed paradigms. Another means of engagement is the solutions-focused
approach which applies positive solution seeking to everyday decision making
processes the rather than undertaking an organization-wide appreciative inquiry
initiative (Onyett, 2009). World Cafes and the solutions-based approach may be helpful
processes for organizations that do not have sufficient resources to invest in
appreciative inquiry or lack commitment from leadership to fully open up and transform
the organization. They also offer a practical means of bringing together people from
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY across organizations that are working toward similar goals. Appreciative inquiry can also
be weaved into program evaluation; this serves as a means to meaningfully engage
program participants and to improve morale around this often underappreciated process
(Preskill and TzavarasCatsambas, 2006).
The appreciative inquiry process is understood through the lens of, and adapted
to be meaningful for, the local culture and individual perceptions (van der Haar and
Hosking, 2004). It should be designed to integrate with the people, processes, and
philosophies that are already in place in order to move the group to a more positive
paradigm.
Creating a Magnificent Shared Vision of the Future
Nonprofit organizations are created to provide a mechanism to realize a
communal dream (Miller, Aguilar, Maslowski, McDaniel, and Mantel, 2004). The
possibility of change stimulates hope (Alinsky, 1971). Founded with a sense of optimism,
nonprofit organizations often become mired in the doldrums of daily routines,
responsibilities, and frustrations. Organizations sometimes continue to pursue their
founders¶ goals long after the utility of doing so was valuable or relevant (Whitney and
Trosten-Bloom, 2003).Appreciative inquiry provides nonprofit organizations with
asystematic method to re-evaluate its assumptions, mission, and practices and to
explore future possibilities that better meet the needs of the community and help it
realize its potential.
Appreciative inquiry provides an opportunity to share individual dreams, interpret
and reinvent those dreams through social interaction, and create new collective dreams
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY that incorporate the best of everyone¶s intentions. Appreciative inquiry not only identifies
but also mobilizes collective dreams (Cooperrider and Whitney, 2000). Visions that are
collectively constructed have a greater propensity to be realized than those that are
imposed from the top of the organizational hierarchy (Whitney, Trosten-Bloom, and
Rader, 2010).Appreciative inquiry uncovers, energizes, and makes possible previously
repressed dreams for the future (Cooperrider and Whitney, 2005).
Effective managers recognize the fluidity of organizational behavior (Morgan,
2006). The world is always changing and this can be effectively lived through by
remaining flexible (Alinsky, 1971).Change is not an explicit goal of appreciative inquiry;
rather, it is a process that leads to individual and organizational transformation (Whitney
and Trosten-Bloom, 2003).By reprioritizing success, motivators, and dreams,
organizations that participate in appreciative inquiry become more responsive to
emerging shifts within the group and in the environment as time and new experiences
unfold.
In appreciative inquiry, visions of the future emerge from discussion about the
organization¶s past (Cooperrider, Whitney, and Stavros, 2008).Our future dreams
materialize when we live as though they are real in the present (Whitney and Trosten-
Bloom, 2003).Future visions can cause change in the present (Cooperrider, 2000). Thus,
appreciative inquiry demonstrates that there is a metaphysical connection between the
past, present, and future.By integrating collective vision into every day organizational
activities, the exceptional becomes the expectation (Cooperrider, Whitney, and Stavros,
2008).An organization¶s most profound dreams for the futurecan berealized through
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY relearning thought processes, beliefs, and understandings about the world (Schein,
1999). Appreciative inquiry challenges assumptions so that groups can envision a future
that would have previously been seen as unattainable. Future visions that do not
adequately capture and articulate dreams may cause a sense of misery (Cooperrider,
2000). A skilled appreciative inquiry facilitator will carefully balance the group¶s capacity
with its motivation, seek to illuminate the full palette of organizational dreams, and
collaboratively craft future dreams using the words, symbols, and context of the
organization and its members.
Participatory dreaming can be healing and liberating (Repede, 2009). People can
tap into the collective subconscious as a transformative practice by integrating this into
the process of appreciative inquiry. Participatory dreaming may be particularly helpful to
groups immersed in internal or external conflict as they seek to transcend the current
situation.
Despite its transformational capacity, future-oriented action research is often
overlooked (Chandler and Torbert, 2003). Appreciative inquiry has grown since its
inception in the 1980s. It offers promise to organizations seeking an alternative to the
problem solving approach which is rooted in the past and may be slow paced, reactive,
and demotivating.
Summary
Appreciative inquiry has been used in many nonprofit organizations including the
The Cleveland Clinic where pioneering research was performed, Head Start, Save the
Children, World Vision, and the Coalition for Sexual Assault Programs (Christie, 2006;
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY Cooperrider, Whitney, and Stavros, 2008). This process is particularly relevant to
nonprofit organizations in which limited resources and overwhelming challenges can
lead to a detrimental and exacerbating deficit-based approach.
Appreciative inquiry offers many benefits to nonprofit organizations. It can bring
together diverse stakeholders, build a stronger sense of community and common
purpose, generate motivational enthusiasm, transform thinking and behavior, promote
learning and change, improve organizational performance, and continually remind
stakeholders about future being pursued.
WhileAlinsky-esque organizing methods may intuitively seem contradictory to the
underlying assumptions of appreciative inquiry, the two approaches are indeed
complementary. Critical appreciative inquiry and co-operative inquiry offer two ways to
meaningfully and purposefully integrate conflict and consensus worldviews. While the
realities of nonprofit organizations can be hard and painful, the vision of the future and
the means by which it is pursued need not be.
Conclusions and Implications
Further Research
Action research is gaining momentum with an increasing emphasis on
empowerment (Dick, 2010). Appreciative inquiry fits well within this trend and offers a
methodology that is an alternative to the positivist action research that falls outside of
the Lewinian tradition.
Appreciative inquiry has captured the attention of a few critical researchers who
question the assumptions of this process and have explored the means by which critical
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY the organization¶s future direction in order to provide space for the collective group
vision to emerge and flourish. Organization members will enthusiastically pursue a
vision that they purposefully helped to construct. Appreciative inquiry provides a means
for leaders to build positive relationships, update their understanding of organizational
meaning and purpose, engage and motivate key stakeholders, and move the
organization toward its best performance.
8/4/2019 Transforming Organizations and Communities Through Appreciative Inquiry
TRANSFORMING ORGANIZATIONS AND COMMUNITIES THROUGH APPRECIATIVE INQUIRY
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