Appreciative Inquiry (AI): David Cooperrider
Following the strengths-based leadership philosophy of Peter
Drucker, Appreciative Inquiry says “the essential task of leadership is to
create an alignment of strengths in ways that make a systems’ weaknesses
irrelevant.” It says that managing and leading change is ALL about strengths:
elevating strengths, magnifying strengths, and creating new combinations and chemistries
of strengths in ways that propel innovation.
Appreciative Inquiry—or “AI” for short-- has two radical but
exciting premises. First, is says forget everything you learned in change
management 101—organizations are not problems-to be-solved—and that all the
deficit based change methods, from gap analysis to organizational diagnosis,
are in fact creating an exhausting treadmill and barrier to real innovation.
Appreciative inquiry turns the problem-solving habits of the field on their
head, and shows that change is more powerful, energizing, and effective when we inquire into the
true, the good, the better and the possible—everything that gives life to a
system when is most alive and at its exceptional best. Do you really think one
more survey into low morale is going to generate the energy and new vision of a
company filled with people alive with passion and high commitment? AI theory says
no: all the studies in the world of low morale will not tell us one thing about
“high commitment work systems.” If we want to know how to create a high
commitment work system we would be better off doing 100 interviews—a real study—of “high
point moments” in people’s career in the organization, times when they were
most committed and alive in their work and when they were going way beyond
their job descriptions. So AI is about the discovery of life generating
strengths and instead of SWOT it is built on an analytic model called SOAR,
that is, the systematic study of signature strengths, opportunities,
aspirations, and results.
Source:http://www.davidcooperrider.com
People often reveal their character in their approach to discussions. Four basic types can be identified, according to how people react to suggestions:
The Fault-finder: "The idea is good but...
The dictator: "No".
The school teacher: "No, the idea isn't good because..
The AI thinker: "Yes, and we could also..
People often reveal their character in their approach to discussions. Four basic types can be identified, according to how people react to suggestions:
The Fault-finder: "The idea is good but...
The dictator: "No".
The school teacher: "No, the idea isn't good because..
The AI thinker: "Yes, and we could also..
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