Module 6: Appreciative Inquiry

Asset mapping and capacity inventories are tools that can be grouped under the umbrella of “appreciative inquiry,” a fundamental component of ABCD that the International Institute for Sustainable Development (IISD) calls “a strategy for purposeful change that identifies the best of ‘what is’ to pursue dreams and possibilities of ‘what could be.’”(1)

Watch the short video here to get a quick overview of the fundamental concepts behind appreciative inquiry.(2)

There are five main principles behind appreciative inquiry (3):

1. Constructivist Principle: The way we talk about situations affects how they play out

2. Simultaneity Principle: Asking positive questions leads to change

3. Poetic Principle: We choose what we study and focus on, and that in turn shapes the world as we know it

4. Anticipatory Principle: We are inspired by our images for the future, and that motivates our actions today

5. Positive Principle: Positive questions generate momentum that leads to positive change

It is useful to think of appreciative inquiry as a cyclical process. By asking positive and inquisitive questions, organizations can help communities to identify where their strengths lie and what previous projects or initiatives have succeeded. Through this identification work, organizations gain valuable knowledge about how the community operates and where their priorities lie, allowing future initiatives to be more successful and better in line with what the community wants and needs. Emphasizing the strengths of the community and their past successes, allows the community members to feel empowered and inspired to continue to work on new initiatives.

The International Institute for Sustainable Development notes that "Appreciative inquiry does not need to end with the implementation of the action plan. Because it is designed as a continuous cycle, a new round of discovery, dreaming, and designing can be initiated at any time. Creative facilitation is an important component of good appreciative inquiries. It is what ensures that each stage builds on the last. That dreaming is based on discovery, that design is based on dreams, and that the doing stage follows the action plan created in the design phase."(4) This relates to the article we discussed earlier on sustainability. Too often in development work, project sustainability is the goal. If organizations and communities can instead work to imbed this process of appreciative inquiry, participatory appraisal, and asset utilization into their framework for progress, process sustainability will naturally develop.

Trouble shooting

Ideally, if the questions asked by community developers are phrased appropriately, community members being interviewed will be led to respond with productive answers. For example, asking questions like, “What would you like to see done in your community? What is your favorite aspect of this community? What skills could you contribute to a successful project?” will yield much more constructive answers than, “What do you need? What is your community lacking?” Although their answers would identify problems that need to be fixed, the latter questions don't provide the type of springboard that the former set of questions does.

What if the interviewee’s goals are too lofty? Let’s examine this example of how a difficult request was navigated.(5) S = Susie, the interviewer; W = William, the community member being interviewed.

S: Hi. My name is Susie. What is your name?

W: I am William.

S: William, it’s nice to meet you. I am part of a group here to learn more about what is important to you and your community. Do you mind if I ask you some questions? (Note: If you are working in a different country, it might be a good idea to learn at least a greeting in the local language. Most would see it as a sign of respect in which you are not speaking as a superior, but instead as a humble equal trying to learn from the locals. Of course, you should survey early on the ins and outs of local customs and sociability patterns so as not to offend.)

W: Go ahead.

S: What skills would other people say you have? What are you good at? What do you do that gives you the most satisfaction? (Note: Here, the interviewer is attempting the “Discover” phase of the Appreciative Cycle.)

W: Well, I am good at farming. All my neighbors are jealous of my cassava plants. I am very good at taking care of my crops. I also love tending to my animals, and teaching my children to do the same.

S: Those are all very impressive skills. What would you like to see done in your community? (Note: This question pertains to the “Dream” phase of the Appreciative Cycle).

W: Hmmm … I would love to see our government leader ousted. Yes, that is my dream for my community. That we would not have to be victimized by his bad leadership anymore. Can your group do that for the sake of my community?

S: I’m glad you shared that with me, because like I said, I am here to learn about what is important to your community. But my group does not have the power to do that. Why do you want your government leader to be ousted? (Note: This answer avoids establishing a relationship of superiority. ABCD is not in the business of quick fixes; rather, it is an approach designed to encourage working with locals, not for them, to obtain a better reality.)

W: Because his policies have shortchanged me and my people so much.

S: Why do you feel he has shortchanged you?

W: Me and my family, we suffer. We struggle sometimes even to have dinner at night because he won’t keep his promises for villagers like me.

S: To which promises in particular are you referring?

W: I really just want the subsidized milk he guaranteed for me and my family.

S: I see. How do you think we can get you your milk? Who can we talk to about that?

W: Well, I trust my local township authority. He is a nice man, very respectable. And he listens to me and my neighbors.

S: And what do you think he could do for you and your neighbors? (Note: Here, the interviewer doesn’t say, “OK, how about we do X” … instead, she allows the interviewee to design solutions to the issues he sees as pertinent.)

W: Well, he has connections to the national government somehow. If he can do the corresponding, I can mobilize my people to express our discontent. I am very persuasive, you know, because I am the recruiter for my local church. And if my country’s president still does not listen, we will have to take matters into our own hands. Since I am good at animal tending, maybe a farming co-operative could help me and my people. I do not know how to start one of those, though.

S: That is great! Do you know of other people in your community who would be interested in pursuing a civic action project such as this, or an agricultural initiative as you suggested in your alternative plan? Maybe the combined expertise of your community, along with any technical support my group can offer, can make something positive happen!

W: Yes! Follow me … (Hopefully, the realization of William’s dream for an equitable community, one that holds its governing entities accountable, would be made feasible through the process of delineating knowledge networks, securing institutional partnerships, focusing on capacity-building, and utilizing local assets.)

Footnotes

(1)  “Appreciative Inquiry and Community Development.” International Institute for Sustainable Development (2000). https://www.iisd.org/.

(2) “Introduction to Appreciative Inquiry.” The Appreciative Inquiry Commons, November 2, 2016. https://appreciativeinquiry.champlain.edu/learn/appreciative-inquiry-introduction/.

(3) “5 Classic Principles of AI.” The Appreciative Inquiry Commons, May 10, 2017. https://appreciativeinquiry.champlain.edu/learn/appreciative-inquiry-introduction/5-classic-principles-ai/.

(4) Appreciative Inquiry: A Beginning. Director Anil Annaiah. Producer Neil Ford. International Institute for Sustainable Development & MYRADA, 1999. Film.

(5) Kretzmann, John P. Class Lecture. “The ABCD Approach & Temporary Volunteer Projects.” Northwestern University, Chicago, IL. June 2009.