Coaching - How to do (Advanced)

Appreciative Inquiry for coaching

By Giorgia Madonno Marco Polo Consulting

Coaching objective is to bring out the best from people. In this sense it has a strong connection with the field of Appreciative Inquiry (IA).

IA is a method  more used in group and organizations, however  it might have very interesting implications also for Individual development. Coaches need to start their activity with coachees with a positive assumption that they can be better. The coaches have to help them to find the right energy and drive them to improve and change in the direction they desire.
Let's  learn more about IA.

Wikipedia definition about IA:

According to Bushe, AI "advocates collective inquiry into the best of what is, in order to imagine what could be, followed by collective design of a desired future state that is compelling and thus, does not require the use of incentives, coercion or persuasion for planned change to occur."

The model is based on the assumption that the questions we ask will tend to focus our attention in a particular direction. Some other methods of assessing and evaluating a situation and then proposing solutions are based on a deficiency model. Some other methods ask questions such as "What are the problems?", "What's wrong?" or "What needs to be fixed?". Instead of asking "What's the problem?", some methods couch the question in terms of challenges, which still focuses on deficiency, on what needs to be fixed or solved.

The five principles of AI are:

1) The constructionist principle proposes that what we believe to be true determines what we do, and thought and action emerge from relationships. Through the language and discourse of day to day interactions, people co-construct the organizations they inhabit. The purpose of inquiry is to stimulate new ideas, stories and images that generate new possibilities for action.

2) The principle of simultaneity proposes that as we inquire into human systems we change them and the seeds of change, the things people think and talk about, what they discover and learn, are implicit in the very first questions asked. Questions are never neutral, they are fateful, and social systems move in the direction of the questions they most persistently and passionately discuss.

3) The poetic principle proposes that organizational life is expressed in the stories people tell each other every day, and the story of the organization is constantly being co-authored. The words and topics chosen for inquiry have an impact far beyond just the words themselves. They invoke sentiments, understandings, and worlds of meaning. In all phases of the inquiry effort is put into using words that point to, enliven and inspire the best in people.

4) The anticipatory principle posits that what we do today is guided by our image of the future. Human systems are forever projecting ahead of themselves a horizon of expectation that brings the future powerfully into the present as a mobilizing agent. Appreciative inquiry uses artful creation of positive imagery on a collective basis to refashion anticipatory reality.

5) The positive principle proposes that momentum and sustainable change requires positive affect and social bonding. Sentiments like hope, excitement, inspiration, camaraderie and joy increase creativity, openness to new ideas and people, and cognitive flexibility. They also promote the strong connections and relationships between people, particularly between groups in conflict, required for collective inquiry and change.

Some researchers believe that excessive focus on dysfunctions can actually cause them to become worse or fail to become better. By contrast, AI argues, when all members of an organization are motivated to understand and value the most favourable features of its culture, it can make rapid improvements.

Strength-based methods are used in the creation of organizational development strategy and implementation of organizational effectiveness tactics. The appreciative mode of inquiry often relies on interviews to qualitatively understand the organization's potential strengths by looking at an organization's experience and its potential; the objective is to elucidate the assets and personal motivations that are its strengths.

The following table comes from the Cooperrider and Srivastva (1987) article and is used to describe some of the distinctions between AI and approaches to organizational development not based on what they call positive potential:^[17]

Problem Solving	Appreciative inquiry
Felt need, identification of problem(s)	Appreciating—valuing "the best of what is"
Analysis of Causes	Envisioning what might be
Analysis of possible solutions	Engaging in dialogue about what should be
Action Planning (treatment)	Innovating what will be

Appreciative inquiry attempts to use ways of asking questions and envisioning the future in order to foster positive relationships and build on the present potential of a given person, organization or situation. The most common model utilizes a cycle of four processes, which focus on what it calls:

1. DISCOVER: The identification of organizational processes that work well.
2. DREAM: The envisioning of processes that would work well in the future.
3. DESIGN: Planning and prioritizing processes that would work well.
4. DESTINY (or DEPLOY): The implementation (execution) of the proposed design.^[18]

The aim is to build – or rebuild – organizations around what works, rather than trying to fix what doesn't. AI practitioners try to convey this approach as the opposite of problem solving.

Current resources on AI include (in alphabetical order):

• Barrett, F.J. & Fry, R.E. (2005) Appreciative Inquiry: A Positive Approach to Building Cooperative Capacity. Chagrin Falls, OH: Taos Institute
• Cooperrider, D.L., Whitney, D. & Stavros, J.M. (2008) Appreciative Inquiry Handbook (2nd ed.) Brunswick, OH: Crown Custom Publishing.
• Gibbs, C., Mahé, s. (2004) "Birth of a Global Community: Appreciative Inquiry in Action". Bedford Heights, OH: Lakeshore Publishers.
• Lewis, S., Passmore, J. & Cantore, S. (2008) The Appreciative Inquiry Approach to Change Management. London, UK: Kogan Paul.
• Ludema, J.D. Whitney, D., Mohr, B.J. & Griffen, T.J. (2003) The Appreciative Inquiry Summit. San Francisco: Berret-Koehler.
• Whitney, D. & Trosten-Bloom, A. (2010) The Power of Appreciative Inquiry (2nd Ed.). San Francisco: Berrett-Koehler.