| I was always under the impression that setting | | | | strategists in some form or another, it is the first |
| objectives (subsequent to discovering them), played | | | | step that is unique: |
| a crucial role in the success of the strategic planning | | | | 1. Discover: The best of what is |
| process. Once we had the objective, we could then | | | | Instead of identifying the gaps in the current |
| plan to meet it. However, if there was a black mark | | | | situation, AI focuses on what currently works well |
| against our name as planners, it would be this: | | | | within the organisation. So, instead of the usual |
| implementation. Although we are required to just | | | | SWOT, we sacrifice the ‘weaknesses' and |
| provide the map, if people and organisations seldom | | | | ‘threats' with ‘aspirations' and ‘results' |
| reach the destination, then surely the mapmaker has | | | | (SOAR). Proponents of AI have found that just |
| some responsibility? Or, in my case – curiosity. | | | | asking people what works well for them, can reveal |
| Appreciative Inquiry (AI) offers an intriguing potential | | | | what gives life and meaning to the organisation as a |
| remedy. | | | | whole. |
| AI was initially developed by David Cooperrider and | | | | 2. Dream: What could be. |
| Suresh Srivastva as an organisational development | | | | 3. Design: What should be. |
| model based on the assumption that | | | | 4. Destiny: Empowering, learning and adjusting. |
| ‘organisations change in the direction they inquire'. | | | | Although point four above could easily be replaced by |
| So, organisations which investigate problems will keep | | | | the word ‘implementation', what makes the |
| finding them, whereas an organisation that focuses | | | | process potentially so much more powerful is that it |
| on what is best in itself, will discover more of what is | | | | operates from a position of strength at the outset. |
| good (and hopefully profitable). | | | | And, as we are quite aware, that's when we |
| Appreciative Inquiry incorporates a four-part cycle. | | | | perform best, whether as individuals or coalesced into |
| Although parts two to four are currently practiced by | | | | organisations. Nobody got famous on a weakness. |