Use the appreciative inquiry process Tutorial

Discover the transformative power of the appreciative inquiry process in our video 'Use the Appreciative Inquiry Process.' This engaging approach, embraced by major companies like Coca-Cola and NASA, redefines change management by focusing on strengths instead of problems. Learn about its origins, principles, and the five Ds of implementation—essential for driving innovation and agility in any organization. Embrace a positive path to change today!

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It quickly spread to the world and has won over companies like Coca-Cola,

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British Airways,

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LaFarge,

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NASA,

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Boos Telecom.

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It offers an approach,

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positive and participatory,

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to support change,

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breaking free from the traditional approach often focused on problem solving.

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In this video we will see the origins of the appreciative inquiry,

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its principles,

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and finally the five Ds,

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the five stages of its deployment.

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Where does the appreciative inquiry come from?

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In the 1950s,

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a number of American psychologists Maslow,

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Rogers,

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Eriksson reversed the usual questioning.

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Instead of seeking to understand why their patients felt

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bad by focusing on their problems and suffering,

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they looked for the patient's strengths,

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their successes,

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their resources and skills.

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And they discovered

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that relying primarily on talents and resources,

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their patience got better

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and better

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and resolved their problems more easily.

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The research has broadened into the field of business.

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Likewise,

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an organization that faces a loss of market share or

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a merger or a technological change will have a better chance

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of overcoming if it relies on the positive energy of

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employees who are aware of their successes and their strengths.

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It seems.

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Obvious,

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but this assumption goes against many methods

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of change that primarily advocate the diagnosis

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of dysfunctions and seek to create a sense of urgency based on fear.

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Insisting on weak points and risks will perhaps reduce resistance to change,

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but at what cost?

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How energetically will employees manage the changes,

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worrying and feeling restless?

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Will they embrace the change

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only because we have no choice,

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we have to change,

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otherwise we'll die.

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In that case,

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the moment the pressure of fear and constraint decline,

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the whole process of transformation will come to a halt.

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What are the principles of the appreciative inquiry?

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The appreciative inquiry does not ignore the

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problems and challenges that the organization faces.

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It implements an approach based on the life

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energy of the business and centered on solutions.

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It looks for a state of success rather than strategies to solve a problem.

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As Claude Eli says,

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if you look only in the direction of obstacles and problems,

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that's exactly what you will find.

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Our point of focus continually guides the reality we create.

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Are we looking at the problems or at the successes?

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Are we looking at how to fix the difficulties,

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or are we looking to a desired future state?

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We take our present focus with us into our future.

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Do we decide to take difficulties and fears

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or successes and resources into our future?

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In every human system,

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including businesses,

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there are things that work.

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Are we aware of these things?

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Do we choose to lean on them?

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Are we ready to look for the causes of success and not the causes of failure

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in order to design and build an appropriate future?

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Yes,

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this approach is in keeping with the

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so-called positive American and Canadian cultures,

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while this appreciative approach meets more resistance in countries where the

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dominantly critical culture focuses more on the glass that is half empty

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than half full,

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but that is changing.

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What are the stages of the appreciative inquiry process?

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The appreciative process is done in 5 steps.

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The 5 Ds definition,

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discovery,

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dream,

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design,

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and destiny or delivery.

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As a reminder,

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the appreciative inquiry process is highly participatory in each of its 5 steps.

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2-person interviews,

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small discussion groups,

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collective communication.

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Step one

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definition of the subject.

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The questions guide the direction in which to go.

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Organizations are indeed moving in the direction

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of the questions they have asked themselves.

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Defining the subject is not just a matter for management.

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It is strongly recommended to involve the people affected by the changes.

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Here are some examples of positively oriented requests

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promoting inter-service cooperation

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or optimizing product development.

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Step 2,

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discover the resources of the organization

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on what can the organization and the people rely on to lead the change.

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What are the resources,

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talents,

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skills,

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past successes,

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even in times of a crisis,

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every organization retains strengths and resources that

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will help it to bounce back.

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There is a force of resilience at the heart of organizations and of people.

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Do you need to implement a merger?

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What are the strengths and talents on which you can rely?

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Concretely?

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This discovery stage will be based on pair interviews

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where each one will take turns,

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being the interviewer and then the interviewee.

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Everyone asks their colleague to describe

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their competencies,

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their talents,

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their successes,

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their motivations,

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as well as the resources that they recognize in their service

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and in the organization.

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The intimacy of questioning in pairs neutralizes

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anxiety and opens up the conversation.

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The members of the pair will feel their

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positive energy unfolding as they discuss the resources.

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On this positive springboard,

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they will then be ready to talk about the vision and the future of the organization

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in connection with the initial request.

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This is step 3,

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the dream.

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In pair interviews,

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questions are also addressed on desires,

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wishes and hopes.

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Here are some examples of questions proposed by Arnold Tonala,

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change management consultant.

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What are the three wishes that you would make for the development of the company?

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You leave on Friday,

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you come back on Monday,

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and miraculously the company has changed over the weekend

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in the direction you wanted.

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What's it like?

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How does it work?

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What are you doing?

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What has changed concretely?

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All responses can then be shared collectively and prioritized.

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The dream took shape for all to see.

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Step 4 design.

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The vision being clear,

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we must now define the road map.

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Who will do what,

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according to which priority?

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What will be the managing model?

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What role will management have?

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what resources will be allocated?

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Step 5,

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delivery or destiny?

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Once the deployment plan has been decided,

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it will obviously be necessary to steer the implementation and adjust the roadmap

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to the reality on the ground.

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You can go through these five steps,

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the 5D in one or several days,

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depending on the extent of the change and the size of the group affected.

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These changes may alternate moments of sharing and co-construction

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in pairs in small groups or in the collective.

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The appreciative inquiry approach can cover a very

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wide scope of domains the team project,

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management development,

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vision.

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Innovation,

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communication,

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and of course change management.

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Indeed,

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change management is part of the appreciative inquiry's DNA

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creating innovation,

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driving transformation,

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contributing to continuous improvement.

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Employees

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appreciate its positive and participatory form.

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They easily take ownership of the change to which

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they have contributed in such a positive dynamic.

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