By Rachel Arnold
What is Appreciative Inquiry? How does one shift from research that focuses on problems and negative details to the strengths-based approach of Appreciative Inquiry? What are the benefits and requirements of such an approach? And what is it about Appreciative Inquiry that fosters change?
Appreciative Inquiry, developed by David Cooperrider and Suresh Srivastva, is a five-step process (originally four steps), as shown in the figure below. The steps are:
- Definition – deciding what to study is critical in moving humans in a positive direction
- Discovery – discovering and appreciating best experiences
- Dream – imagining the ideal – how it would be if those valued experiences happened most of the time
- Design – defining the dream more clearly and discussing steps towards realizing it
- Destiny – implementing wide ranging actions, improvisation, learning, and adjustments.
Appreciative Inquiry is a collaborative and energizing process that enables people to connect emotionally with their situation, consider others’ perspectives and change how they see their situation. It has the potential for transformational change as people start to see compelling images of what could be – and are inspired to act. It has been used in business, the armed services, health settings and social work.
The change process in Appreciative Inquiry is underpinned by five main theoretical principles:
- Simultaneity principle
This claims that change begins the moment we ask a question. Questions have the potential to turn people’s attention in a different direction enabling them to see things from an alternative perspective.
- Anticipatory principle
The images or mental pictures that we have of the future inspire us into actions that can make them happen. One of the strengths of Appreciative Inquiry is that it is possibility-centric rather than problem-centric. Rather than fixing a problem, Appreciative Inquiry highlights the strengths of communities and helps them to discover possibilities.
- The constructionist principle
The language and words we use not only describe reality but have the power to shape it. Therefore, the stories that are told during Appreciative Inquiry are key, because they become part of the narrative, identity, and culture.
- The poetic principle
We can choose what we study or focus on, and whatever we focus on will grow. In Appreciative Inquiry, the telling and retelling of stories about the things that are valued, meaningful, and represent the ‘best of’, are considered a powerful catalyst for change.
- The positive principle
Positive questions shift people’s attention from problems to what gives life, what excites, energizes and nourishes them. In addition, positive emotions enhance resilience, openness to new ideas and creative thinking, and help build relationships and more cohesive communities.
Reflections on conducting Appreciative Inquiry
- The skills of the Appreciative Inquiry facilitator
Appreciative Inquiry is much more than asking different questions or using an unfamiliar ‘method;’ it required a change in my thinking and perspective. The facilitator/researcher really needs to think about how to frame questions, probe and reflect. When a participant talks about difficulties, the inclination is to delve into the negative details. An Appreciative Inquiry facilitator, however, needs a new internal paradigm that enables one to explore the issue from a different angle and instigate conversations about how participants would like things to be ideally. In addition, I learnt to notice and affirm the skills, courage, determination and resilience of participants. Conversations with other Appreciative Inquiry practitioners were an essential part of my personal journey, for practical suggestions and also for reinforcing and deepening this different way of seeing, speaking and being.
- Interviewing using the Appreciative Inquiry approach
Appreciative Inquiry interviews can be time consuming and produce a lot of data. The aim is not to obtain ‘facts’ about events and experiences, but it is a relational process to generate stories that are told in such detail by the participants that they connect with the emotions of the event, uncover new understandings and create purpose. It requires a safe, unhurried space and often takes careful probing, listening and reflecting. It is important to consider potential lengths of interviews when designing study protocols and deciding on participant numbers.
- The role of negative experiences
One major criticism of Appreciative Inquiry is that it does not attend to negative experiences and problems like the power dynamics and abuses that can be part of complex organisations. Important issues could therefore be repressed, allowing leaders and managers to avert focus away from challenges. Appreciative Inquiry is about authentic relationships and meaning, however, which can include the ‘shadow side.’ When participants were distressed I listened without trying to manage, reframe or control until all was said – and then focussed on strengths and new possibilities. This did not appear to undermine the process, but rather enabled a deeper engagement between the researcher and interviewee.
- Support by senior management
In an organisational setting the support of senior managers is vital in being receptive to staff wanting to initiate changes. Transformation is also more likely if there is a good fit between the aspirations of the group and the ideals of the organisation.
- Appreciative Inquiry can be used in pressured circumstances
My experience using Appreciative Inquiry during the worst of the COVID pandemic highlighted that it can be an excellent tool in times of turmoil because it is a time when people are dealing with change, rethinking approaches and priorities in their work and private life. This may be a good time to ask questions and provide space for reflection.
Conclusion
My experience is based on a study of staff wellbeing in a UK maternity service during the COVID-19 pandemic. Do you have other reflections or lessons to share about using Appreciative Inquiry?
To find out more:
This i2Insights contribution is based (sometimes verbatim) on the following paper, which also provides the relevant references:
Arnold, R., Gordon, C., van Teijlingen, E., Way, S. and Mahato, P. (2022). Why use Appreciative Inquiry? Lessons learned during COVID-19 in a UK maternity service. European Journal of Midwifery, 6 (May): 28. (Online – open access) (DOI): https://doi.org/10.18332/ejm/147444
Reference:
Smith, A. (2022). What is Appreciative Inquiry? Coaching Leaders website. (Online): https://coachingleaders.co.uk/what-is-appreciative-inquiry/
Biography: Rachel Arnold PhD, Centre for Midwifery and Women’s Health at Bournemouth University, UK, is also a former nurse and midwife. Her research focuses on the challenge of achieving sustainable improvements to the quality of care, and also the complex institutional, social, personal and political factors that influence behaviours and care.
Thanks Rachel and everyone else who has commented:
I also very much appreciated your description of this “AI”. Not having a chance to read the source paper yet, one thing I am curious about, is that it seemed that you were the crafter of the questions used in the Inquiry and that you asked the questions of stakeholders. As I learned and worked with AI, a big part of the process was engaging participants in a round of inquiry that lead to crafting the questions and that those participants would ask others in the organization or community. Part of the power of AI for me, helping people do their own “research” and in that way the 5 principles unfold.
Again, thanks very much for the work!
Thank you for your comments William and I totally agree that engaging participants at every stage of the inquiry is hugely important.
Before the inquiry commenced I spent more than a month orientating in the maternity unit. I had some research funding for this particular service but wanted to understand the context before I decided what to focus on. The topic (maternity staff wellbeing) as well as the method (Appreciative Inquiry) came directly out of that time – the scores of informal conversations with staff of all grades and cadres through day shifts, a night shift, community visits, staff meetings and lunch breaks. Everyone knew why I was there and involved as much as they wanted to be in sharing their days, their stories and their thoughts. I also reflected with staff as I went along – sharing what I was seeing, thinking to check it aligned with their priorities and world.
I changed my whole approach and decided to use Appreciative Inquiry (even although I knew very little about it) as a direct result of some of the comments. Furthermore, the staff appeared very surprised, delighted and affirming when I started exporting the idea of focusing on staff wellbeing. So, although the actual questions were mine and there was no formal meeting with all stakeholders to decide the questions – as much as was possible, this was ‘their’ study, and represented ‘their’ priorities.
This is a really insightful post about an approach that in my view isn’t used enough – thank you Rachel. It was really clear how drawing on this strengths-based approach, especially at such a difficult time, can be really helpful in moving away from (and getting bogged down in) focussing on the very real problems, to thinking about solutions. Facilitating appreciative inquiry discussions is not an easy task, and requires a huge amount of skill, and it sounds as though you were able to navigate the terrain well. I’d be really interested to learn more about the role of AI in action research – how it can be used to generate change in addition to generating knowledge.
Thanks a lot Esther… and yes I agree with you that Appreciative Inquiry isn’t used enough – it has so much potential.
I think there were two things that really helped me, one was having a mentor – someone who had a deeper understanding of the underlying principles and could challenge, reassure and give me the courage to focus on things that were meaningful to participants – rather than stick to a script or formula. Secondly – because of staff shortages and COVID-19 I had to work with staff who were mostly ‘on duty’ and could be called at any time. I had to accept that, although far from perfect, this was the best that was possible. I think this actually gave me the freedom to focus on the people in front of me, to listen to them and trust the process rather than trying to control. It probably resulted in a far deeper engagement with them – I asked the first question and then let them explore together with only a probe here and there. I was amazed at where it took them and the conversations they had with each other that they had never had before!
Thanks for this very informative article Rachel!
Re your point about the role of negative experiences, our discussions around this prompted me to write some tips for using Appreciative Inquiry with people who are having a tough time, which I hope other practitioners may find useful:
https://coachingleaders.co.uk/how-to-do-appreciative-interviews-with-people-who-are-feeling-negative/
It seems like you did a great job with your interviewees and focus group participants, especially in being able to steer interviews gently back to finding strengths and possibilities without ever giving the appearance of ‘toxic positivity’ – which can happen if Appreciative Inquiry is used without sufficient care, empathy, and understanding.
Thanks Andy, great advice!
I deliberately avoid using the word ‘positive’ now when talking about Appreciative Inquiry because I think it’s unhelpful and can lead to an incorrect/superficial understanding and application of Appreciative Inquiry. It took me a while to learn how to facilitate the conversations – to focus on the best but not shut down difficult realities that were part of people’s lives. The most challenging situations, however, were often the places where strength, determination, meaning, and great teamwork were the most obvious. These were the stories that connected them to their values, where they could see their strengths, and what they wanted to build on.
Thank you Rachel for sharing your thoughts and reflections on Appreciative Inquiry. Your overview is so clearly and succinctly written that I will now signpost students and colleagues here as a first introduction to the approach. Thank you so much for sharing it. I have used Appreciative Inquiry in multiple setting both in research and professional development due to the transformative and collaborative processes you describe. Above all though it is because of how energising it is. I was delighted to see that you have acknowledged this. A very dear colleague of ours talks about how professionals in health and social care have had enough of being ‘hit over the head with a stick’ and being told what the problems are. Appreciative Inquiry values people’s expertise and vision and energises people to see and action positive change. Participants routinely leave an interview or workshop feeling energised and excited about making the changes they want to see. We need more of that in health and social care.
Thanks very much Mel, and yes, I was also amazed that even in the midst of the pandemic and all the pressures on the health system Appreciative Inquiry seemed to give a burst of energy and a renewed focus to staff. It astounded me that just asking a simple question focused on meaning, achievements or aspirations could have so much impact. The whole team, even those who had not been involved in the interviews, started talking together – acknowledging the things that were important and made a difference to their wellbeing. It seemed to strengthen the good that was already there, bring staff together across the professional boundaries spawning ideas and enthusiasm. We definitely need more of this in health and social care.