Appreciative Inquiry cycle

1. Building our identity

2. David Cooperrider
“It could be argued that all leadership is
appreciative leadership. It’s the capacity
to see the most creative and improbably
opportunities. It’s the capacity to see with
an appreciative eye the true and the
good, the better and the possible.”

3. Agenda
What Appreciative Inquiry is
How it was developed at 4D in 2006
Where we are now
A new future to craft

4. a philosophy of knowing
a methodology for managing change
an approach to leadership
a tool for human development
What’s Appreciative Inquiry?
It is the study and exploration of what gives life
to human systems when they are at their best.
It is an organization development methodology
based on the assumption that inquiry into and
dialogue about strengths, successes, values,
hopes and dreams is in itself transformational.

5. 8 Assumptions of AI
 In every human situation something works
 What we focus on becomes our reality
 Reality is created in the moment and there are multiple realities
 The language we use shapes our reality
 The act of asking questions influences the outcome in some way
 People have more confidence going into the future (unknown)
when they carry forward parts of the present (known)
 If we carry parts of the past into the future, they should be what
are best about the past
 It is important to value differences

6. Appreciate & Inquire
 to recognize the best in people and the world around us;
 to perceive those things which give life, health, vitality and
excellence to living human systems;
 to affirm past and present strengths, successes, assets
and potentials;
 to increase in value (e.g., the investment has appreciated
in value).
 to ask questions;
 to study;
 to search, explore, delve into or investigate.

7. 5 principles of Appreciative Inquiry
 Constructionist Principle

8. 5 principles of Appreciative Inquiry
 Principle of Simultaneity
These become the stories out of which the
future is conceived, discussed, and constructed.

9. 5 principles of Appreciative Inquiry
Poetic Principle
Human
organizations are
an open book
An organization’s
story is constantly
being co-authored.
The organization’s past, present and
future are endless sources of learning,
inspiration, and interpretation

10. 5 principles of Appreciative Inquiry
 Anticipatory Principle
Collective imagination and discourse about the future are the
most important resource for generating constructive
organizational change or improvement

11. 5 principles of Appreciative Inquiry
 Positive Principle
When we feel good we can think more strategically, absorb
information quicker, we are more creative, we reach decisions
faster, we recover more quickly from setbacks, and even our
health improves

12. How it works
 Organizations move in the direction of what they study.
 It focuses the attention on an organization’s most positive
potential - its positive core.
 The positive core is the essential nature of the organization
at its best – people’s collective wisdom about the
organization’s tangible and intangible strengths,
capabilities, resources, potentials and assets.
 The Appreciative Inquiry 4-D cycle unleashes the energy of
the positive core for transformation and sustainable
success.

13. The 4D Cycle
Discovery
“What gives life?”
(The best of what is)
Appreciating
Dream
“What might be?”
(What is the world calling for)
Envisioning Results
Design
“What should be--the ideal?”
Co-constructing
Destiny
“How to empower, learn,
and adjust/improvise?”
Sustaining
Affirmative
Topic Choice

14. DISCOVERY
It is an extensive search to understand the "best of what is"
and "what has been."
It begins with the collaborative act of crafting appreciative
interview questions and constructing an appreciative
interview guide.
These questions are written as affirmative probes into an
organization’s positive core, in the topic areas selected.
They are written to generate stories, to enrich the images
and inner dialogue within the organization, and to bring the
positive core more fully into focus.

15. 4D DISCOVERY
A complete interview guide includes:
 A formal introduction to explain the
project and the purpose of the interview.
 The questions:
 Opening questions
 Questions on the affirmative topic or topics
selected
 Concluding questions – generally about future
A summary report sheet

16. DISCOVERY Summary Report
A Team-Based organization
Teamwork was essential for starting 4D and
this mindset has become a critical success
factor in carrying out new projects and
developing new ideas.
This is not just cosmetic, when working at
our best we eliminate unnecessary division
and we are all engaged as partners
creating person-to-person networks,
project and study groups, and the like.

17. DISCOVERY Summary Report
 believe in what we are doing and work together towards an
aim
efficiently organized and everybody wants to help
share material and knowledge
everybody has to feel comfortable
commitment
encourage people
devote personal time to benefit everybody
 know each other
share the same goals
be willing to work
respect each other
division of tasks
complement each other; one has an idea, another one
organizes it, another one suggests how to implement it, etc.
 good communication
share common values

18. DISCOVERY Summary Report
A Learning Organization
We are always evolving as human beings, as
professionals. We are always in need of a fresh impetus to
encourage ourselves and to go on learning. “…learning to
become more effective by exploiting the learning
opportunities that lie just below the surface of everything
you do already.” Adrian Underhill
In a “learning organization” people are continuously
challenging themselves to move out of their comfort
zones, think in new ways, acquire new knowledge and
skills, and experiment with new methods. Learning is an
aware and active use of the experiential learning cycle in
one’s life and work. Learning is a belief that creativity,
understanding, experience and character continue
growing throughout one’s life.

19. DISCOVERY Summary Report
learn from every situation
share teaching experiences
get support
be creative and innovative
help others to learn
share ideas openly
pursue ideas
explore, experiment
learn more about
language
support by reaffirming what you do right
work together in different projects
prepare for international examinations
learn with everything you do
what you know, you have to share it
mistakes are a way of learning
learn as a life-long experience
challenges make you learn
people make you become aware of
things
learn as a way of feeling
alive and fresh
walk your talk
help people grow

20.  the human side of the business ***
 people: as colleagues, as students **
 share the same goal **
 true commitment ***
 share knowledge, material, experiences **
 learn and improve ***
 keep on moving **
 a sense of belonging **
 become better people and professionals
 be respected
 respect for each other
 a comfortable atmosphere
 feel supported
 devote time to other people’s benefit

21. DREAM Discovery
Dream
Design
Destiny Affirmative
Topic
Dream
“What might be?”
(What is the world calling for)
Envisioning Results
challenge the
status quo
working
relationships
create
synergy
think out of
the box
create
excitement

22. what people are doing
working in groups, in teams
working more effectively
working on improving content
courses
training new teachers
doing things that are
necessary
working on areas of interest
working happily
how we look like
innovators of change
bigger but maintaining the advantages of being small
recognized as an institute that does things differently
a “we care” company
excellent, everybody looking towards the same goal
everybody works toward the same
more professional and more clients
more roles to perform
as a consulting institution on education
how we are working
with technology, taking advantage of it
working with people from different
parts of the world
in teams
doing research
developing programs
helping people
gaining expertise on areas of interest
training other teachers

23. the key to our
success
renewing educational
tools but not core
values
hard work
open and effective
communication
deep commitment
constant renewal
not getting stuck
great leaders
our willingness
our values
professionalism
how we got there
by doing what we are
doing now
by working hard
with commitment
perseverance
believing in ourselves
constantly
overcoming situations
working convinced of
what we are doing
developing together
professionalism

25. DESIGN
Discovery
Dream
Design
Destiny Affirmative
Topic
Design
“What should be--the ideal?”
Co-constructing
“Organizational transformation is much more than
the critical mass of personal transformation. It
requires macro level changes in the very fabric of
organizing, the social architecture.” Diane Whitney
The Requests, Offers
and Commitments
approach
The Whole System
Design approach

26. VALUES
 Unity of purpose
 Commitment to each other - team spirit
 Professionalism - embedded knowledge
 Dignity, diversity and respect
 Social & human capital
 Adventurous & pioneering
 Joy and fulfillment
IDEAS ABOUT THE FUTURE
We want to be the most knowledgeable
team of teachers since we want to be
the pioneers in the field. To achieve this
we need training and time that will
result in excellence due to our research
in different aspects of the profession.
IDEAS ABOUT THE FUTURE
Networking
–within 4D
–within our community
–within the international
community
Specialization
–researcher
–communicator
–translator
–material developer
–course designer
–foreign link
IDEAS ABOUT OUR MISSION
Create opportunities for people –
all our stakeholders – to develop
in a confident, supportive and
empowering atmosphere

27. We will be working on two Approaches to the Design Phase
II. The Requests, Offers and Commitments Approach. Each participant is given
the opportunity to publicly state a simple commitment, make an offer or
articulate a request.
Simple Commitments describes actions that can be easily taken, typically
within one to two weeks and are within the existing authority and
resources available to the person making the commitment.
Offers may be made in response to a request for collaboration. Offers
can come in any shape or form - specific is better.
Requests are the other side of offers - but focused on what one
person or group needs from another person or group.
I. The Framework Approach
We will be working on the strategic design on the following topics:
Talent development and retention
Alliances and Partnerships
Organizational Structure
We will be working on the operational design on the following topics:
Business Processes
Policies
Communication
Technology

28. DESTINY
Discovery
Dream
Design
Destiny Affirmative
Topic
Destiny
“How to empower, learn,
and adjust/improvise?”
Sustaining
ongoing learning
and innovation
focuses specifically
on personal and
organizational
commitments and
paths forward
the processes, structures,
and relationships from the
design phase are put into
action.
look for ways to improve and
expand the AI process

29.  Appreciative Inquiry Handbook – David L. Cooperride, Diana
Whitney, Jacqueline Stavros (2003) Lakeshore Publishers
What Great Managers Do – Marcus Buckingham (2005) Harvard
Business Review
Appreciative Inquiry: A Positive Approach to Building Cooperative
Capacity – Frank Barret & Ronald Fry (2005) Tao Institute
 No+Pálidas: Cuatro Actitudes para el Éxito. Enrique Baliño con
Carlos Pacheco (2011) Xn Publishing
Appreciative Inquiry: Change at the Speed of Imagination -
Magruder Watkins,Bernard J. Mohr (2001) Jossey-Bass/Pfeiffer
El cambio del Comportamiento en el trabajo – Santiago Lazzati
(2008) Granica
REFERENCES