The Appreciative Inquiry model is based on the assumption that the questions we ask will tend to focus our attention in a particular direction. Some other methods of assessing and evaluating a situation and then proposing solutions are based on a deficiency model. Some other methods ask questions such as “What are the problems?”, “What’s wrong?” or “What needs to be fixed?”.
Instead of asking “What’s the problem?”, some other methods couch the question in terms of challenges, which AI argues maintains a basis of deficiency, the thinking behind the questions assuming that there is something wrong, or that something needs to be fixed or solved.
Appreciative Inquiry takes an alternative approach. As a self defined "asset-based approach" it starts with the belief that every organisation, and every person in that organisation, has positive aspects that can be built upon. It asks questions like “What’s working well?”, “What’s good about what you are currently doing?”
Some researchers believe that excessive focus on dysfunctions can actually cause them to become worse or fail to become better. By contrast, AI argues, when all members of an organisation are motivated to understand and value the most favourable features of its culture, it can make rapid improvements.
Strength-based methods are used in the creation of organisational development strategy and implementation of organisational effectiveness tactics. The appreciative mode of inquiry often relies on interviews to qualitatively understand the organisation's potential strengths by looking at an organisation's experience and its potential; the objective is to elucidate the assets and personal motivations that are its strengths. |
