Appreciative Inquiry

Written by Dr. Kathleen Paris
Office of Quality Improvement
University of Wisconsin-Madison

One can read The Thin Book of Appreciate Inquiry in less than an hour. It will probably take longer than that to fully realize what powerful tools it offers. The Appreciative Inquiry assumption described by Sue Annis Hammond (1996) is that in every organization something works and that change can be intentionally shaped by identifying what works [emphasis added]. A tenet of Appreciative Inquiry is that as organizations change to adapt to new realities, they should take with them those beliefs, values and practices that have worked and that give people energy and inspiration.

Hammond says that the act of asking questions of an organization or group influences the group in some way. Thus the choice of questions becomes exceedingly important. (See http://www.thinbook.com.)

Berhard J. Mohr (2001) similarly emphasizes that organizations grow in the direction of what they repeatedly ask questions about. In Mohr's recent article on Appreciative Inquiry in The Systems Thinker, he says, "Research in sociology has shown that when people study problems and conflicts, the number and severity of problems they identify actually increase, but when they study human ideals and achievements, peak experiences, and best practices, these things-not the conflicts tend to flourish." (p. 2)

Thus Mohr offers suggestions for "appreciative inquirers." The next time someone suggests critiquing a meeting, ask if he or she, "would be willing to have everyone describe what they felt were the best parts of the meeting and offer suggestions for how the group can do more of that in future meetings. Similarly in evaluating someone's performance, ask, "Tell me about the times when you have felt most competent and effective," and "What do you think you and I could do to increase the frequency of those times in the future?

The Office of Human Resource Development began its recent strategic planning process by asking, "What are the processes and functions of OHRD that really work well? Where, when and how do we do our best work? This question helped the office focus its efforts and determine how to function with diminishing resources.

A UW-Madison campus network has been created to support its members in using Appreciative Inquiry. The group provides learning opportunities and shares literature on using Appreciative Inquiry techniques in everyday work. For information, contact Jay Eckleberry at jpeklebe@facstaff.wisc.edu

References
Hammond, Sue Annis. (1996). The Thin Book of Appreciative Inquiry. Plano, TX: Thin Book Publishing Company.

Mohn, Bernard J. (February 2001). The Systems Thinker. Waltham, MA: Pegasus Communications, pp. 1-5. January 28, 2003

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