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Appreciative Inquiry

Appreciative Inquiry

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Appreciative Inquiry

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  1. Appreciative Inquiry • To facilitate organizational, social or personal change through an inquiry process centered on what’s working rather than what’s not. “What is Working Here?” Vs. “What Problems are we Having?” Tricia S. Jones, Temple University, copyright protect, March 2006

  2. Assumptions of Appreciative Inquiry • In every society, organization or group, something works • What we focus on becomes our reality • Reality is created in the moment and there are multiple realities • The act of asking questions of an organization or group influences the group in some way. Tricia S. Jones, Temple University, copyright protect, March 2006

  3. Assumptions of Appreciative Inquiry • People have more confidence to journey to the future when they carry with them parts of the past • What we carry should be what’s best in the past • It is important to value differences • The language we use creates our reality Tricia S. Jones, Temple University, copyright protect, March 2006

  4. Appreciative Inquiry Focus • Appreciative Inquiry Focus: • Doing more of what works • Problem Solving Focus: • Doing less of something we do not do well Tricia S. Jones, Temple University, copyright protect, March 2006

  5. Problem Solving Felt Need – Identification of Problem Analysis of Causes Analysis of Possible Solutions Action Planning (Treatment) Appreciative Inquiry Appreciating and Valuing the Best of ‘What Is’ Envisioning ‘What Might Be’ Dialoguing ‘What Should Be’ Innovating ‘What Will Be’ Differences in Approach Tricia S. Jones, Temple University, copyright protect, March 2006