The magic of Appreciative Inquiry

What would happen if we framed our experiences by what worked rather than what didn’t? This is the basis of Appreciative Inquiry.  

As the term suggests the approach is built on strengths and a key factor is not to apportion blame but instead look at what has been achieved in a positive light. It focuses on identifying what was good, what the best outcome could be, designing ideas and then implementing them with a workable plan. 

A new Research in Practice tool offers a starting point for understanding Appreciative Inquiry in service delivery, evaluation and improvement. It explores how the approach can be used by a range of partners, including people drawing on care and support, families, carers, practitioners, managers and leaders.  

Starting with the positives 

One of the main aims of Appreciative Inquiry is to start with the good. Rather than identify a problem and look at how to solve it, we look at what is already working. This is much different to traditional practice where the focus is often on what went wrong and how to avoid it.  

The framework focuses on what went well and embraces professional curiosity to identify what can be improved. It is not designed to replace other methods of enquiry but instead complement them. The process is based on the ‘4D’ model devised by Cooperrider and Srvasta (1987), as outlined in the diagram below. It is divided into: 

• Discovery – Identifying what works. 
• Dreaming – Imagining the best of what could be.
• Design – Developing good practice opportunities. 
• Destiny – Ensuring an implementation plan is in place. 

Putting it into practice 

Appreciative Inquiry can be used across multiple settings. The approach can be applied in practice, supervision and to support systems change. It can also be used as a tool for generating optimism in the workforce more generally by promoting learning through empowerment that in turn creates solutions.  

To employ Appreciative Inquiry, it is important to identify examples of best practice and there are many opportunities for us to do this. It can come from feedback, assessment, supervision or appraisals.  

One approach can be to ensure good practice is a standing agenda item in meetings, another could be to routinely gather feedback and then take it on board. Within supervision it is important for managers to routinely ask about what went well, this will boost positive emotions and then support resilience when dealing with challenging situations. There are also practical steps to consider that should be employed: 

1. Defining the topic of the inquiry 
2. Recruiting suitable facilitator and participants 
3. Evidence-gathering 
4. Improvements for the team 
5. Action planning 
6. Delivery 

If these steps are followed then Appreciative Inquiry can be very successful. Of course, like any approach there are constraints that include potential bias, misunderstanding of what actual success looks like and ensuring that any solutions align with organisational goals. However, if practiced properly then these can be mitigated. 

Improving services 

Appreciative Inquiry is built upon strengths-based work and as mentioned can be used to support organisations to improve their services. For example, at Research in Practice we have previously held workshops with practitioners, providers and leaders to understand where a local system was in relation to strengths-based working. We then used Appreciative Inquiry to support them in developing it.  

There is almost something quite meta about employing the framework in this way, as we are using an approach built on strengths to encourage strengths-based working in itself.  

The point is that by looking at what has gone well, rather than bad, we can pick up positive elements of any situation. People can be sceptical of the approach as it can feel a bit ethereal or over optimistic but once people start to engage you can feel the energy growing in a room as people begin to share their positive practice – this is where the magic happens.  

It’s important to create a shift that isn’t ‘learning from mistakes’ and look toward what works. If we frame our experiences around the positives, we can perhaps improve outcomes for all.