a comparison of appreciative inquiry and sf

8/3/2019 A Comparison of Appreciative Inquiry and SF

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A Comparison of Appreciative Inquiry

and Solutions Focus

An Overview

Compiled by Kendy Rossi, Tricia Lustig & Mark McKergow (2003), used with permission

Appreciative Inquiry Solutions Focus

Definition/Primary Purpose

A strategy for intentional change that

identifies the best of "what is" to pursue

dreams and possibilities of "what could

be"; a co-operative search for the

strengths, passions and life-giving forces

that are found within every system andthat hold potential for inspired, positive

change.

A process of collaborative enquiry, based

on interviews and affirmative

questioning, that collects and celebrates

"good news stories" of a community;

these stories serve to enhance cultural

identity, spirit and vision.

A way of seeing which is selectively

attentive to - and affirming of - the bestand highest qualities in a system, a

situation, or another human being; an

appreciation of the "mystery of being"

and a "reverence for life." (phrases from

Cooperrider and Srivastva, 1987)

An approach to change that focuses on

solutions (not problems) and what is

going well in order to make positive and

pragmatic progress.

Stay as simple as possible, find what

works and do more of it and stop doingwhat doesn't work (from Jackson and

McKergow, 2002)

It is the process of co-constructing

"better" rather than right/wrong/good/bad

SF recognises the emergent nature of

behaviour in complex systems and helps

people to take small steps that ripple

across the organisation.

Potential Uses

Mission Statement/Vision Development

Strategic Planning

Organisational/System Redesign

Process & Service Enhancement Quality Improvement Initiatives

Group Culture Change

Civic/Community Development

Umbrella for Multiple Change Initiatives

in a System

Appraisals and Performance Management

Leadership Development

Conflict Resolution

Individual Coaching & Development

Coaching and professional development

solutions

Team Solutions

Organisational Solutions - large and smallscale

Strategic Planning

Individual self-help

Stress Management

Appraisal and Performance Management

Safety Management

Quality/continuous improvement/kaizen

Knowledge management

Leadership development

Facilitation

Conflict Resolution

Ideal Conditions for Use

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Identified heart-felt need or desire for:

- Enquiry, discovery & renewal

- Positive, grass-roots revolution

Systems & situations in which there is (or are):

- Support for full participation at all levels

- Commitment to change as an ongoing process,not a one-time event

- Leadership belief in the positive core of the

system, and in affirmative process as a viable

change driver

- Structure/resources to encourage sharing of

"good news stories" and to support creative

action

Identified need or desire to do something in a

better and/or different way

There has to be at least one 'customer for change'

- somebody who wants to have something

different, AND is prepared to do something about

it.

Ideally (but not strictly necessary): Systems &

situations in which there is (or are):

- Support for trying something new

- Support for participation

- If the change is to be large and ongoing,

commitment to the time and effort needed

Times to AvoidUse

Situations in which:

Predictable, linear process & outcomes

are required

Problem-identification/problem-solving is

the preferred method for change

There is a lack of support for passionate

dreaming & inspired self initiative

Situations in which:

There is no 'customer for change'

The only 'customer for change' is the

consultant (!)

A particular outcome is mandated (unless

the customer is the mandator, and is

prepared to do some work themselves)

There is 'solution-forcing' - trying to take

a path to solutions before enough people

are ready.

Potential Outcomes Change in basic orientation from

problem-focused to possibility focused

Clarified or enhanced sense of identity,

shared values & culture

Established climate of continual learning

& inquiry

Renewal of group energy, hope,

motivation & commitment

Increased curiosity and sense of vitality.

Whole system changes in culture &

language (increase in co-operativepractises & decrease in competition;

increased ratio of positive to negative

comments; increase in affirmative

questions and/or narrative-rich

communication)

Improved working relations/conflict

resolution

Decrease in hierarchical decision-making;

increase in egalitarian practices & self-

initiated action

Successful achievement of intents listed

above (see "Potential Uses")

In the first instance, progress with the

identified issue(s). This is the main

criterion.

Change in basic orientation from

problem-focused to solutions focused

Positive and empowering for all

concerned as they discover what works

and do more of it

Establish a climate of small steps for

change

More using of affirmations, complimentsand appreciation in day-to-day work,

leading to

Renewal of group 'energy', hope,

motivation and a "can-do" spirit.

Can lead to whole system changes, but

equally can lead to changes in the smaller

group or system

Improved working relationships

Awareness of the power of language and

conversation to construct futures.

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Key Principles and Assumptions

Four Guiding Principles:

1. Every system works to some degree; seek

out the positive, life-giving forces and

appreciate the "best of what is."

2. Knowledge generated by the enquiryshould be applicable; look at what is

possible & relevant.

3. Systems are capable of becoming more

than they are, and they can learn how to

guide their own evolution - so consider

provocative challenges & bold dreams of

"what might be."

4. The process & outcome of enquiry are

interrelated and inseparable, so make the

process a collaborative one.

About Reality...

We co-create reality through our

language, thoughts, images and beliefs

about reality.

The act of asking a question influences

the system's reality in some way (i.e.

questions are a form of intervention).

The types of questions we ask determine

the types of answers we receive; and "theseeds of change are implicit in the very

first question we ask."

We manifest what we focus on, and we

"grow toward what we persistently ask

questions about." (both quotes from

Cooperrider & Whitney, 1999)

About Problem-Solving...

Ai is distinctly different from problem

solving: Ai focuses on a desired future oroutcome, built on strengths/passions of

the past and present.

Problem-solving attempts to analyse

deficits, identify root causes, then fix

problems or correct errors; because it

searches for problems, it finds them.

Ai doesn't ignore problems - it recognises

them as a desire for something else, then

works to identify & enhance the

"something else."

Guiding Principles:

Change is happening all the time: our job

is to identify and amplify the useful

change.

There is no one "right" way of looking atthings: different views may fit the facts

just as well.

Detailed understanding of the "problem"

is usually of little help in arriving at a

solution.

No "problem" happens all the time. The

direct route lies in identifying what is

going on when it does not happen.

Clues to the solution are right there in

front of you: but you do need to be able to

recognise them. Small changes in the right direction can

be amplified to great effect.

It is important to stay solution focused,

not solution forced.

Keep things as simple as possible, but no

simpler - Occam's Razor.

Background model, SIMPLE

1. Solutions not problems2. Inbetween - the action is in the

interaction, not in the individual

3. Make use of what's there - not what isn't

4. Possibilities -from past, present and future

5. Language - simply said

6. Every case is different

(From Jackson and McKergow, 2002)

About Problem-Solving:

Solutions focus is different from problem solvingin that it

- it concentrates on what is working (not what

isn't),

- it focuses on progress (not blame),

- on influence (not control),

- on collaboration (not expert input),

- on resources (not deficits)

- on simplicity (not complication)

- on actions (not definitions).

Nonetheless the problems become less importantand tend to fade from the scene.

Background Theory and Other Influences

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Constructionist Principle: we construct realities

based on our previous experience, so our

knowledge (the way we know) and the destiny of

the system are interwoven.

Principle of Simultaneity: inquiry and change are

simultaneous.

Poetic Principle: the story of the system is

constantly being co-authored, and it is open to

infinite interpretations.

Anticipatory Principle: what we anticipate

determines what we find.

Positive Principle: as an image of reality is

enhanced, actions begin to align with the positive

image.

Other related research/theory:Sports psychology

re: visualization; educational research re:

Pygmalion effect; medical research re:

mind/body health, placebo effect, etc.; spiritual

practices of meditation and visualization.

Story, metaphor, image, and dialogue are

powerful change agents.

Reveals common ground (shared values

& dreams).

Ai reveals higher ground (the most

compelling, desirable possibilities).

Affirmative competence (ability to

recognize & affirm the positive) is a skill

that can be practiced and learned.

After the WWII, the English

anthropologist Gregory Bateson was

instrumental in developing systemic

thinking. He and his team studied

paradoxes in communication. They

connected with Milton Erickson, a doctor

interested in how language was used. In 1959 Bateson's team (led by John

Weakland and Don Jackson) founded the

Mental Research Institute in Palo Alto,

California to work further on their study

of communication in groups and to extend

their work with families.

An approach to change stemming from

the 'Interactional View' of Watzlawick,

Bavelas and Weakland (1967) - behaviour

is rooted in responses and context.

In the mid 1970's Steve de Shazer andInsoo Kim Berg came to MRI. They had a

shared interest in language and

philosophy and set up the Brief Family

Therapy Center in Milwaukee in 1978.

They adapted and simplified the

approach.

There are important parallels and

learnings from

o complexity science and emergent

systems

o Wittgenstein and philosophy of

language

o Narrative and discursive

psychology

o Drama and improvisation

But note that understanding these is not necessary

to practice SF - if one can stay simple enough.

The approach has been described as a 'grammar'

(as Wittgenstein would have used the word)encompassing distinctions in language-in-use,

giving prominence to "distinctions, which our

ordinary forms of language easily, make us

overlook."

Number and Type of Participants

"Everyone" who is within the system or touched

by it in some way";

those who hold images and have stories

about the system;

1 - 2000 or more, involved in interviews,

meetings and collaborative actions

Those affected by and prepared to work on the

issues (though this assumes a set-piece of work -

not always the case). From 1 to a small group or

more. Can be taken on by whole organisations,

though this is not recommended as a first step -

growth by 'rumour and results' is usuallypreferred.

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Typical Duration

Ai Summit: large scale meeting that "gets the

whole system into the room;"

lasting 1 - 6 days

Non-conference Design: interviews and dialoguethat spread "web-like" throughout the system;

timeframe indefinite

Can be as little as one meeting, or can be used in

every meeting between people (and used by

individuals for themselves) until it becomes

embedded in the organisation - but note that the

main aim is progress with the issues, not progress

with taking on SF. 'Guerrilla SF' is also possible -small interventions that move things along, but

are not very noticeable.

Process - Steps of Implementation

The process usually takes participants through

the stages of The 4-D Cycle:

Discovery -- Appreciating & Valuing the

Best of "What Is"

Dream -- Envisioning "What Might Be" Design -- Dialoguing "What Should Be"

Destiny -- Innovating "What Will Be"

Ai Principles are adapted and customized to each

individual situation; theFull Ai process typically

includes:

1. Selecting a focus area or topic(s) of

interest

2. Interviews designed to discover strengths,

passions, unique attributes3. Identifying patterns, themes and/or

intriguing possibilities

4. Creating bold statements of ideal

possibilities ("Provocative Propositions")

5. Co-determining "what should be"

(consensus re: principles & priorities)

6. Taking/sustaining action

At the heart of any Ai process are

unconditionally positive questions that assume

health and vitality in the system. Commonappreciative questions include variations on the

following:

High point experiences: 'Describe a time

in your life when you felt alive and

engaged..'

Valuing: 'What do you value most about

yourself, your work, your organisation?'

Core life-giving factors: 'What are the

core factors that give life to this

organisation? What are the uniqueattributes of this system, without which it

Note: This process is designed to find what works

as simply as possible. That is the goal - if in a

particular case the tools below aren't helping,

then find new ones that do. The tools may or may

not be used in the order given.

Establish a platform. Convert the problem

or issue to platform to shift your

perspective (like Discovery, this is about

what worked and how you might have

solved something similar before.)

Future Perfect. Suppose the problem

vanished overnight. How would you

know?

Scale. If 10 is Future Perfect and 1 is the

opposite (as bad as it could ever be),

where are you now? How did you getthere? What would it take to go up one

step?

Look at Counters (resources, skills,

experience and know-how) - what is

already present from the Future Perfect?

Even a bit?

Affirm what is helping. Unearth and

comment on resources and skills.

Small Actions. Identifying small actions

one could immediately take. These are

taken in a spirit of experimentation andexploration, and produce more Counters.

Then do more Affirmations, take more

Small Actions, find more Counters, etc

etc

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would not be the same?'

Wishes for/images of the future: 'What

three wishes do you have to enhance the

vitality of this system? Imagine this

organisation five years from now, healthy

and vibrant - what does it look like?'Creator(s) & Creation Date

David Cooperrider, Suresh Srivastva in 1987

with colleagues from Case Western University &

Taos Institute

Steve de Shazer, Insoo Kim Berg and their team

who, in 1978, founded the Brief Family Therapy

Center in Milwaukee. Mark McKergow & Paul

Jackson are taking their ideas into the

organisational world (The Solutions Focus), Peter

Szabo (Weiterbildungsforum Basel) and many

others focused around the SOL conferences.

References Used for This Fact Sheet

Cooperrider, David L. & Srivastva, Suresh(1987). "Appreciative Inquiry in Organizational

Life." In Pasmore,W. & Woodman, R. (Eds.),

Research in Organizational Change and

Development, Vol. 1, p. 129-169. Greenwich,

CT: JAI Press.

Cooperrider, David L. & Whitney, Diana (1999).

Appreciative Inquiry. In Holman, P.& Devane, T.

(Eds.), Collaborating for Change. San Francisco,CA: Berrett-Koehler Publishers, Inc.

Hammond, Sue Annis (1998, 2nd edition). TheThin Book of Appreciative Inquiry. Plano, TX:The Thin Book Publishing Co.

Holman, Peggy & Devane, Tom (Eds., 1999).

The Change Handbook - Group Methods for

Shaping the Future. San Francisco, CA: Berrett-

Koehler Publishers, Inc.

Kelm, Jackie (1998). "Introducing the Ai

Philosophy." from Hammond, Sue Annis &Royal, Cathy (Eds., 1998).Lessons From the

Field: Applying Appreciative Inquiry. (p. 161-

172). Plano, TX: Practical Press Inc.

Pinto, Michael and Curran, Mary. (1998)

"Laguna Beach Education Foundation,

Schoolpower." from Hammond, Sue Annis &

Royal, Cathy (Eds., 1998).Lessons From theField: Applying Appreciative Inquiry. (p. 16 -47).

Plano, TX: Practical Press Inc.

Rossi, Kendy (1999). "Appreciative Inquiry - An

Overview." Graduate work document posted on

The following references are additional to thereferences for Ai,

Paul Z. Jackson and Mark McKergow (2002) TheSolutions Focus: The SIMPLE way to positive

change. London, England. Nicholas Brealey

Publishing. ISBN 1-85788-270-9. (The main

book so far to address organisational aspects

specifically)

Watzlawick, Paul, Bavelas, Janet Beavin and

Weakland, John;Pragmatics of HumanCommunication, WW Norton (1967)

Steve de Shazer (1994) Word Were Originally

Magic. W.W. Norton; ISBN: 0393701700

Peter de Jong and Insoo Kim Berg (2001, 2nd

edition)Interviewing for Solutions. Wadsworth;ISBN: 053458473X

Evan George, Harvey Ratner and Chris Iveson

(2000, 2nd edition)Problem to Solution. BTPress, London

Ludwig Wittgenstein,Philosophical

Investigations, Blackwell (1953)

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Ai List Serve November 1999.

Whitney, Diana & Cooperrider, David L.

(Summer, 1998). "The Appreciative Inquiry

Summit: Overview and Applications."

Employment Relations Today, p. 17-28.

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a comparison of appreciative inquiry and sf

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