Convention problem-solving techniques begin by
identifying shortcomings or needs in the status quo (i.e., what does not exist,
or what is not). Appreciative
inquiry, on the other hand, identifies what is working in the status quo (i.e.,
what does exist, or what is). What is not can be translated into what might be (by replacing the problem
with a new action that reduces or eliminates the problem), but what is can be translated into what might be, also (by enhancing or
strengthening what works in the status quo).
Appreciative inquiry seeks to identify what gives
life to organizations, and what activates people’s energies and competencies.
As a result, examples, stories, and metaphors can be more important than fact
and opinion statements. The communicative patterns that constitute appreciative
inquiry, in turn, develop members’ commitment and confidence to their work.
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