What if we stopped solving problems?

Why do we always look at a problem and try to solve it?

What if we look at what’s working and aimed to replicate THAT elsewhere?

This is the key perspective of a model called Appreciative Inquiry or AI (but not as you know it!) and it’s something I talk about in my CoCreative leadership work.

Appreciative Inquiry was developed in the mid-1980s by David Cooperrider and Suresh Srivastva at Case Western Reserve University and from then on it was a radical departure from traditional problem-solving approaches. 

Instead of focusing on identifying and fixing problems, Cooperrider and Srivastva suggested a shift towards identifying what works well within an organisation and building upon these strengths. This strengths-based approach marked a paradigm shift in organisational development, promoting positivity and laying the foundations for a culture of continuous improvement and innovation.

What would that feel like to be part of?

So what is Appreciative Inquiry?

At its core, Appreciative Inquiry is a collaborative and strengths-based approach to organisational and personal change. It is grounded in the belief that every organisation or individual has unique strengths and capabilities that  can lead to transformative outcomes when they are noticed, appreciated and made use of . AI operates on four key principles:

1. Discovery: This phase involves identifying and appreciating the best of "what is." It focuses on uncovering the positive core of the organisation or individual.
2. Dream: Here, participants envision "what might be." It’s about dreaming big and imagining a future where the strengths discovered are maximised.
3. Design: This phase involves co-creating "what could be." It’s a collaborative effort to design systems, processes, and strategies that will help achieve the envisioned future.
4. Destiny/Delivery: The final phase is about sustaining "what will be." It involves implementing the designed strategies and continuously iterating to ensure long-term success and improvement.

One of the most effective tools within the Appreciative Inquiry framework is the S.O.A.R exercise. 

S.O.A.R stands for Strengths, Opportunities, Aspirations, and Results. It’s like a positive SWOT analysis.

Unlike the traditional SWOT analysis, which often focuses on weaknesses and threats, S.O.A.R promotes a positive, forward-thinking mindset and helps individuals and teams focus on their potential rather than their limitations. Here are a few tips for integrating S.O.A.R into your practice:

• Facilitate Reflective Sessions: Encourage individuals or teams to regularly reflect on their strengths, opportunities, aspirations, and results. This can be done through workshops, team meetings, or one-on-one coaching sessions.
• Celebrate Successes: Regularly acknowledge and celebrate successes and milestones. This helps reinforce a positive culture and keeps motivation high.
• Encourage Continuous Learning: Facilitate a culture of continuous improvement by encouraging ongoing learning and development. Use the insights gained from the S.O.A.R exercise to identify areas for growth and development.
• Align with Organisational Goals: Ensure that individual and team aspirations are aligned with broader organizational goals. This creates a sense of purpose and direction, driving collective efforts towards common objectives.

I would love to hear about ‘what’s working’ in your organisation - what are the positive stories of success?