Reaching the Peak: Using Appreciative Inquiry to Assess and Advance Your Advising Practice Jeffrey McClellan Utah Valley State College

Traditional Assessment Overview of the assessment process. Accessed Jan. 24, 2005 online at:

The Problem with Problems “Focusing on problems fosters negativity”, which leads to: (1)Experience of life stress (2)Deficiency cognition; (3) ‘Learned helplessness’ (4) The development of depression (5) The breakdown of social bonds (6) Decreased immune function and illness. Cooperrider, D. L. (2003). Positive image, positive action: The affirmative basis of organizing. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), Appreciative inquiry: An emerging direction for organization development. (pp ). Champaign, IL: Stipes Publishing L. L. C.

What is Appreciative Inquiry? “Appreciative Inquiry is about the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms”“Appreciative Inquiry is about the coevolutionary search for the best in people, their organizations, and the relevant world around them. In its broadest focus, it involves systematic discovery of what gives “life” to a living system when it is most alive, most effective, and most constructively capable in economic, ecological, and human terms” Cooperrider, D. L. & Whitney, D. (2001). A positive revolution in change: Appreciative inquiry. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), Appreciative inquiry: An emerging direction for organization development. (pp. 9-30). Champaign, IL: Stipes Publishing L.L.C.

Principles of AI The Constructionist PrincipleThe Constructionist Principle –“Meaning is socially constructed” Gergen, K. J. & Gergen, M. (2004). Social Construction: Entering the Dialogue. Chagrin Falls, OH: Taos Institute Publications.Gergen, K. J. & Gergen, M. (2004). Social Construction: Entering the Dialogue. Chagrin Falls, OH: Taos Institute Publications. The Principle of SimultaneityThe Principle of Simultaneity –“Inquiry and intervention are interrelated and simultaneous” The Poetic PrincipleThe Poetic Principle –Organizations are “open to multiple interpretations and conclusions” The Anticipatory PrincipleThe Anticipatory Principle –“An image of the future precedes the actual change” The Positive PrincipleThe Positive Principle –Positive questions create positive data. Positivity creates lasting change. Head, R. L. & Young, M. M. (2001) Initiating culture change in higher education through appreciative inquiry. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), Appreciative inquiry: An emerging direction for organization development. (pp. 9-30). Champaign, IL: Stipes Publishing L.L.C

Appreciative Inquiry Ap-pre’ci-ate, v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems 2. to increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING. In-quire’ (kwir), v., 1. the act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY.Ap-pre’ci-ate, v., 1. valuing; the act of recognizing the best in people or the world around us; affirming past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems 2. to increase in value, e.g. the economy has appreciated in value. Synonyms: VALUING, PRIZING, ESTEEMING, and HONORING. In-quire’ (kwir), v., 1. the act of exploration and discovery. 2. To ask questions; to be open to seeing new potentials and possibilities. Synonyms: DISCOVERY, SEARCH, and SYSTEMATIC EXPLORATION, STUDY. Cooperrider, D. L. & Whitney, D. (2001). A positive revolution in change: Appreciative inquiry. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), Appreciative inquiry: An emerging direction for organization development. (pp. 9-30). Champaign, IL: Stipes Publishing L.L.C.

Discover “What gives life?” (The best of what is) Appreciating Discover “What gives life?” (The best of what is) Appreciating Dream “What might be?” (What is the world calling for) Envisioning Results Dream “What might be?” (What is the world calling for) Envisioning Results Design “What should be - the ideal?” Co-constructing Design “What should be - the ideal?” Co-constructing Deliver “How to empower, learn, and adjust/improvise?” Sustaining Deliver “How to empower, learn, and adjust/improvise?” Sustaining DEFINE Affirmative Topic Choice The “4-D Cycle” Cooperrider, D. L. & Whitney, D. (2001). A positive revolution in change: Appreciative inquiry. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), Appreciative inquiry: An emerging direction for organization development. (pp. 9-30). Champaign, IL: Stipes Publishing L.L.C.

Full AI Process Select focus area or topic(s) of interestSelect focus area or topic(s) of interest Conduct interviews designed to discover strengths, passions, unique attributesConduct interviews designed to discover strengths, passions, unique attributes Identify patterns, themes and/or intriguing possibilitiesIdentify patterns, themes and/or intriguing possibilities Create bold statements of ideal possibilities ("Provocative Propositions")Create bold statements of ideal possibilities ("Provocative Propositions") Co-determine "what should be" (consensus re: principles & priorities)Co-determine "what should be" (consensus re: principles & priorities) Take/sustain actionTake/sustain action James, S. (Feb. 2005). Appreciative inquiry: design and discover—A practical workshop. Available online at

DEFINE: Deficit Problems to Affirmative Topics Deficit Issues Student dissatisfactionStudent dissatisfaction Staff TurnoverStaff Turnover Affirmative Topics Student satisfactionStudent satisfaction Attracting & Keeping Great StaffAttracting & Keeping Great Staff Adapted from: James, S. (Feb. 2005). Appreciative inquiry: design and discover—A practical workshop. Available online at

Ask a Positive Question What complaints do students have about our office?What complaints do students have about our office? What’s the biggest problem here?What’s the biggest problem here? Why do you mess up so often?Why do you mess up so often? Why do we still have those problems?Why do we still have those problems? Why does everything go wrong all the time?Why does everything go wrong all the time? What do students love most, find most helpful, etc. about advising?What do students love most, find most helpful, etc. about advising? What possibilities exist that we have not thought about yet?What possibilities exist that we have not thought about yet? What’s the smallest change that could make the biggest impact?What’s the smallest change that could make the biggest impact? What solutions would have us all win?What solutions would have us all win? Adapted from: James, S. (Feb. 2005). Appreciative inquiry: design and discover—A practical workshop. Available online at

Get a Positive Response Positivity leads to –Improved performance (Emmons, 2003) –Increased motivation (Bagozzi, 2003) –Recognition of and use of strengths (Clifton & Harter, 2003) –Social helpfulness –Increased creativity –Improved problem solving and decision making –Optimism –Increased learning capacity (Cooperrider, 2003) Cooperrider, D. L. (2003). Positive image, positive action: The affirmative basis of organizing. In D. L. Cooperrider, P. F. Sorenson, Jr., T. F. Yaeger, & D. Whitney (Eds.), Appreciative inquiry: An emerging direction for organization development. (pp ). Champaign, IL: Stipes Publishing L. L. C. Emmons, Bagozzi, and Clifton & Harter are found in Cameron, K.S., Dutton, J.E., Quinn, R.E. (Eds.) (2003). Positive organizational scholarship. San Francisco: Berrett-Koehler Publishers, Inc.

Questions Form pairs with someone you least knowForm pairs with someone you least know Select a discover questionSelect a discover question –Describe a peak experience or high point in your life – personal or professional. –What do you most value about yourself? your work? your organization? –What is the core factor that gives life to your organization? Describe your vision of the future for the organization and your world.Describe your vision of the future for the organization and your world.

Group work Use the interview question you selectedUse the interview question you selected One speaks, the other listens and takes notes for themes (10 minutes)One speaks, the other listens and takes notes for themes (10 minutes) –Switch –Other speaks, the first listens and takes notes for themes (10 minutes) Debrief as group (5 minutes)Debrief as group (5 minutes)

Design How could you harness the strengths or life giving elements in the system to accomplish your vision?How could you harness the strengths or life giving elements in the system to accomplish your vision?

Destiny How could you create within your organization an ongoing attachment to the positive energy of AI?How could you create within your organization an ongoing attachment to the positive energy of AI?

Assessment? I thought this was supposed to be a positive psychology? What will it look like when you have achieved your vision?What will it look like when you have achieved your vision? How can you measure it?How can you measure it?