Exploring the Power of Appreciative Inquiry Model in Change Management

A perspective from Kimmaree Thompson

As a positive psychology practitioner, who specialises in organisation behavioural change, I have worked with a number of change management approaches to guide change in organisations of all sizes.  One particular model that has proven to deliver high levels of engagement, in even the most resistant cultures, is the Appreciative Inquiry Model. In this article, I will share my insights on the power of the Appreciative Inquiry Model for guiding the change management process in complex environments.

Introduction to the Appreciative Inquiry Model

The Appreciative Inquiry Model is a strengths-based approach that focuses on amplifying the positive aspects of an organisation. This model was developed by David Cooperrider and Suresh Srivastva in the 1980s. The model is based on the belief that groups of individuals within organisations have the power to create their own futures by identifying and amplifying the organisational and cultural strengths.

The Appreciative Inquiry Model is a collaborative and participatory approach, part of the Positive Psychology toolkit, that involves all stakeholders in the organisation. It aims to create a shared vision for the future and build a positive participatory culture that promotes high levels of engagement with an organisation.

Understanding Change Management

Change management is the process of planning, implementing, and monitoring changes within an organisation. It involves managing the impact of these changes on people, processes, and systems. Change management is essential for organisations to remain competitive and adapt to the ever-changing cultural, industry, technology, legislative and social environment.

Effective change management requires a structured approach that involves clear communication, stakeholder engagement, and a focus on the desired outcomes. It is important to understand there are many different change management tools available.  Selecting the most appropriate approach for the specific change initiative is part of the strategic planning for a change project.

Appreciative Inquiry Model vs Traditional Change Management Tools

Traditional change management tools focus on identifying problems and finding solutions to these problems. These tools are based on a deficit-based approach that amplifies what is wrong with the organisation. This approach can create or promote a negative culture within any organisation and can lead to pools of resistance to any major change.

The Appreciative Inquiry Model, on the other hand, focuses on the strengths of the organisation, what works, what is right. It aims to identify what is working well and build on these strengths. This approach fosters a positive culture within organisations and can lead to a more engaged and motivated workforce, enthusiastic supporters and advocates.

Benefits of Using the Appreciative Inquiry Model in Change Management

The Appreciative Inquiry Model has several benefits when used in change management. Firstly, it promotes a positive culture within the organisation, which can lead to increased engagement and motivation among employees. This can result in a more successful change initiative and higher levels of employee retention and resilience during major change.

Secondly, the Appreciative Inquiry Model involves all stakeholders in the organisation. This creates a sense of ownership and accountability for the success of the change initiative. When all stakeholders are involved in the process, it can lead to a higher level of education around the purpose and reason for the change and a greater commitment to get through the pilot stage of the change process.

Thirdly, the Appreciative Inquiry Model focuses on the strengths of the organisation. This can lead to the development of new ideas and innovations that can drive the organisation growth, new products and services and process performance improvement.

The 5 Phases of the Appreciative Inquiry Model

The Appreciative Inquiry Model consists of five phases:

1. Define the topic – This involves identifying the topic for the change initiative and defining it in a positive inspirational way.
2. Discover – This involves identifying the strengths of the organisation and what is working well.
3. Dream – This involves creating a shared vision for the future based on the strengths of the organisation. Your own unique strengths.
4. Design – This involves developing a plan to achieve the shared vision.
5. Deliver – This involves implementing the plan and monitoring progress.

Applying the Appreciative Inquiry Model in Change Management

Applying the Appreciative Inquiry Model in change management requires a structured approach. The first step is to identify the change initiative and reaching agreement on a positive definition of what needs to change.

The next step is to involve all stakeholders in the organisation. This can be done through workshops, interviews, and surveys. The aim is to identify the core strengths of the organisation and create a shared vision for the future.

Once the shared vision has been created, a plan can be developed to achieve the desired outcomes. This plan should be based on the strengths of the organisation and involve all stakeholders.

The final step is to implement the plan and monitor progress. Regular communication and reporting should be established to ensure that the change initiative is on track.

Examples of Successful Change Management with the Appreciative Inquiry Model

One example of successful change management using the Appreciative Inquiry Model is the case of Hunter Douglas, Window Fashions Division: A large-scale culture transformation, strategy and business process improvement process over five years resulting in a 15-20% improvement in the bottom line. Video overview of this case study is below and a detailed analysis HERE

In my own experience, I have successfully used Appreciative Inquiry to help a Human Services Organisation build more supportive team management communication systems to significantly reduce stress-related Workers Compensation Claims.

Organisation-wide change or performance improvement at a Team Level, the Appreciative Inquiry Model significantly increases the level of engagement by all stakeholders and focuses a laser on solving the perceived problem in a strengths focused way that amplifies and builds on organisational and cultural strengths, to the benefit of all.

Common Mistakes to Avoid when Using the Appreciative Inquiry Model

When using the Appreciative Inquiry Model in change management, there are some common mistakes to avoid. Firstly, it is important to ensure that all stakeholders are involved in the process. This creates a sense of ownership and accountability for the change initiative. Once participating in the process, team members can become very committed to delivering on the agreed plan.  If this plan is then cut short by a more Senior Executive it can cause high levels of resistance and a failure to engage when future change initiatives are launched.

Secondly, it is important to focus on the strengths of the organisation and how to leverage the strengths to deliver an outcome. Avoiding the trap of  just holding a focus on the problems & challenges. This change in focus helps to create a more positive culture within the organisation and can lead to an increased willingness to just “have a go” and a willingness to explore more innovative solution options.

Limitations of the Appreciative Inquiry Model

While the Appreciative Inquiry Model has several benefits, it also has some limitations. Firstly, it may not be suitable for all change initiatives. Some change initiatives may require a more traditional approach.

Secondly, the Appreciative Inquiry Model may not be effective if there is not top-down support for the Appreciative Inquiry Approach, last minute unilateral decisions to over-rule the agreed solutions can create a lack of trust and promote a more change-resistant and cynical culture within the organisation.

Finally, the Appreciative Inquiry Model may not be effective if there is a lack of resources or support for implementing the change initiative. It is important to ensure that there is a reasonable level of funding in place to allow the agreed plan to be implemented in a step-by-step transparent way, before applying the Appreciative Inquiry model.

Conclusion

The Appreciative Inquiry Model is a powerful tool in change management. It focuses on, and amplifies, the strengths of the organisation – promoting a positive culture that can lead to a more successful and sustainable solutions being implemented as part of any change initiative. By following the five phases of the model, and avoiding common mistakes, organisations can achieve their desired outcomes and create a solid foundation for future innovation & growth.

If you are interested in using the Appreciative Inquiry Model in your change management initiatives, Kimmaree Thompson’s change management approach is informed by Positive Psychology principles and practices. She is an experience Appreciative Inquiry Workshop Facilitator. Please book your free Initial Consultation with Kimmaree Thompson, a calendar is on the Contact Page, to explore Appreciative Inquiry as a Change Management or Stakeholder Consultation tool for your organisation.

 

TheDruckerSchool: Appreciative Inquiry: A Conversation with David Cooperrider

 

Roadway Express Case Study

 

Leading through Crisis with Appreciative Inquiry: A Conversation with David Shaked

The four questions we asked are:

1. What is Appreciative Inquiry?
2. How can Appreciative Inquiry help in the context of a crisis?
3. How to activate your Appreciative presence?
4. What are some practical steps to take with Appreciative Inquiry?