Appreciative Inquiry

I have come acoss Appreciative Inquiry (AI) in readings connected with Systems Thinking recently. Although a relatively new field, there is a wealth of literature and case studies available, particularly at the Appreciative Commons site. Rather than looking to develop individuals (or organisations) by focussing on the weaknesses that must be tackled, AI looks to the strengths and successes, and seeks to build on these. Using the old analogy, this doesn't simpky assume that the glass is always full, but seeks to understandhow the glass has become half full - what strengths and competences have created this success.

There are numerous resources at the Appreciative Commons site, and this toolset is regarded as a great way to enact change through positive drivers. There is a short manual available, which describes some of the background processes that can be used, such as the 4D model:

• Discovery: talk to people to discover the times when their organization is at its best.
• Dream: As a large group conference, people
  are encouraged to envision the organization as though the peak moments were the norm rather than the exception.
• Design: create the design for the organization dreamed in the large group conference.
• Delivery: deliver the dream through the new design. This is a process of experimentation and improvisation, and may require many iterative AI processes to attain the desired results at all levels.