" The very highest leader is barely known Then comes the leader they know and love Then the leader they fear Then the leader they despise.
The leader who does not trust enough will not be trusted. When actions are performed without unnecessary speech
The people will say, ”we did it ourselves.”
Lao Tsu


 

Thought leadership
Dr David Cooperrider

And now for a short account on the work of David Cooperrider and his offerings on the approach known as Appreciative Inquiry (AI) which has been dubbed as a “new paradigm with the potential to replace the conventional problem-solving methods of organisation development”.

It is now well established that ‘strengths-based, positive change’ methodologies, create a reinforcing process that leads to unprecedented and sustainable accomplishments. Appreciative Inquiry— is the most recognized name describing the paradigm for strength-based organization development and change.

The approach is derived from Cooperrider’s doctoral studies and is based on assumptions that individuals and for that matter organisations have choices i.e. they can” consciously choose what to see, and act upon; in sum they can choose either to focus on problems, needs or deficits or to see possibilities, capabilities or assets”. In effect the choice of focusing on what’s “right” enacts energies that promotes confidence to consider possibilities and to develop capabilities.

The assumptions derived from Appreciative Inquiry can be summarized as follows;

-In every society , organisation, group or team there are things that work;
-What we focus on becomes our reality;
-Reality is created in the moment and as there are many of us there are many realities
-The act of asking questions of any organisation or group influences that organisation or group in some way;
-People will have more confidence and comfort to journey to the future [unknown] when they carry forward into the future parts of the past[ the known]
-If and when we carry parts of the past forward, they should be what is best about the past;
-It is important to value differences
-The language we use creates our reality.

The role of the leader and their teams is about:

  • Appreciating the best of what exists and their teams’ hopes for the future
  • Applying knowledge, insights and practical ideas of what works and what’s possible
  • Provoking the imagination at findings new ways of organising creative improvements
  • Collaborating through collective capacity building and sharing of expertise and resources.

“It’s time”, says David Cooperrider, “to fundamentally re-think our concepts of human organization and change.” AI has implications for every aspect of business and organization development—implications for strategic planning, organizational learning, leadership development, product designing, mergers, culture change, building high engagement team-based organizations, and for elevating the capacity of programs like LEAN management, process re-design, knowledge management, and building great groups and work teams.

The use of the 4D Model of AI [ Dream, Design, Deliver, Discover] in applications in OD, Education, Healthcare, Community Development and Business development has demonstrated how AI can:

• Maximize people’s energy, commitment, passion and engagement to contribute their best insights and ideas

• Unleash individual passion, innovation and entrepreneurial spirit

• Create high energy and rapid acceleration of change initiatives

• Result in high levels of trust and mutual respect supporting open and honest dialogue

• Provide a positive work environment which attracts and retains the best talent and where retention rates dramatically improve

• Nurture “Hot” teams that promote innovation, opening new market opportunities, and create disciplined and self-organizing teams

• Result in dramatic cuts in cycle time of any change initiative

• Encourages the acceleration of system wide learning

• Develops a high engagement, collaborative organizational culture which is more inclusive and values diversity, is more customer
focused and aligned around business purpose and strategy

It is the conjecture here that gathering “insight and evidence through Appreciative Inquiry Interviews and through informal networking can provide a powerful feedback and learning loop. It has the potential for engaging and supporting senior leader learning and development through sense making and reflection on strategising and leadership behaviour. Above all it has potential for service improvement through the development of a support culture of shared learning through a cyclical all work; all learn approach.

 

For a more detailed account on AI please see:
Cooperrider,D (1990) Positive image, positive action:the affirmative basis of organising. In Srivastava,S & Cooperrider D (eds) Appreciative Management and Leadership: the power of positive Thought and Action in Organisations: Jossey – Bass

 

Peter Drucker Emanuel Gobillot Harrison Owen Marvin Weisbord and Sandra Janoff Don Tapscott Dr David Cooperrider Dr Marshall Goldsmith Rosabeth Moss Kanter Prof Lynda Gratton Rod Beckstrom