Appreciative inquiry is a relatively recent approach, it is located in the 80's, although some authors place it since the late 70's and it focuses on the organizational field, linked to positive psychology and social constructivism. David Cooperrider and his team are considered to be its creator. In the mid-1980s, David Cooperrider and Sureshc Srivastva proposed an alternative to promote change through an appreciative approach, where “what is good” is sought in each socio-technical system within an organization.
Muga Naredo (nd) describes Appreciative Inquiry as "an intervention method for organizational change that emphasizes the history of the strengths and potential of companies." In other words, it is a methodology that focuses on human strengths and hence the change is promoted through enhancing these strengths. Urdaneta (2106) exposes this methodology as a new style of leadership, as a new tool linked to positive psychology, which at the same time is based on social constructivism.
In this sense, it can be said that what is sought is the collaboration and cooperation of people to achieve the best of their organization, through those individual and team events that have favored its growth.
On the other hand, the Fundación Factor Humano (2011) defines appreciative inquiry as "a process of organizational development that involves people in the attempt to discover what works well to empower it, achieve renewal and improve performance. " This can be explained as that methodology that focuses on generating changes based on the strengths that are available individually and collectively, generating a shared vision of the future, making people motivated to achieve the objectives set by the organization.. It is said then that the more positive the vision, the changes will be more lasting.
Generally in organizations, the change or changes are made because there is a problem that must be solved. In Appreciative Inquiry, you start with a conversation between the participants about the historical successes of the work team or the organization in general, always working on the issues in a positive light and avoiding falling into the search for problems.
Likewise, collaborators can learn from the contributions of their colleagues, they can establish common interests, work with commitment and above all with the certainty that new actions can be generated in the team that lead them to the fulfillment of objectives, more than what would be accomplished individually.
The four phases of Appreciative Inquiry:
It is also known as the 4 Ds method, although according to Urdaneta (2016), for Subirana, the model includes a fifth D that means DEFINE and that precisely means the definition of the current situation of the organization.
DISCOVER
Discover and appreciate what the organization is and does, seek the positive center. Find historical strengths and successes.
SOUND
Seek inspiration in the good, create a clear result with a defined vision taking into account the discovered. Anticipate the future.
DESIGN
Establish a plan, co-build. Plan strategies through concrete, realistic and measurable proportions.
BE ASSIGNED
Implement actions and commitments using resources to achieve transformation.
At the end of this type of intervention, a personal commitment must have been created in each of the participants, with the intention of improving individual and team performance, some integration alliances are established in order to achieve organizational development.
It is based on four theoretical principles:
- Principle of simultaneity: intervention and change are simultaneous actions. Poetic principle: human organizations are open books that are being written permanently. Imaginary-anticipatory principle: people are able to collectively create positive images of the future. Affirmative-positive principle: the intervention focuses on the organization's ability to generate positive forces. Verona (2009).
CONCLUSIONS:
After reading some articles regarding Appreciative Inquiry, it becomes clear to me that the purpose is to avoid as much criticism, complaints, remembering what has caused the problems, unfair competition or conflict between groups; focusing on those things that each of the members of the organization do well, fostering a positive environment. This can get people to visualize how they would like to be within the organization and what can be done creatively to achieve the objectives and goals. By generating a shared vision, people focus, an environment of trust is generated, people feel motivated and manage to work as a team building and transforming their environment.
I think it can be applied in any field, not just in an organization or department. As a teacher, I consider that within the classroom it can be implemented with the aim of creating an environment of trust and cooperation among the students, who manage to transform the theory into practical aspects and thus make their learning significant.
Personally, when a person thinks positive, both the people and the environment in which they develop also become positive, so I think that this methodology, although relatively new, can work in a business environment.
BIBLIOGRAPHIC REFERENCES:
- Aguilera Muga, C. (2009). Appreciative Inquiry: a methodology of change and development, based on positive and constructive principles. Consultant Partner, The Corporation for Positive Change. Available: https://positivechange.org/wp-content/uploads/2014/04/ARTICULOIA-AGUILERA-2011.pdf.Aguilera Muga, C. (2013). Appreciative Inquiry Appreciative Inquiry. Available:
www.enhancingpeople.com/paginas/diplomados/Modulo_V8/biblio_V8/Sesion005/DIAPOS% 20INDAGACION% 20APRECIATIVA.pdf.
- Bengoa González, J. and Espinosa Salcido, M. (2009). Appreciative Inquiry: An Alternative to Create Realities of Freedom and Commitment. Available: http://pepsic.bvsalud.org/pdf/remo/v6n16/v6n16a02.pdf., V. (2009). Appreciative Intervention: A New, Provocative, and Effective Way to Build 21st Century Organizations. Barranquilla: Uninorte Editions. Advanced Human Systems. (nd). Appreciative Inquiry. Available: http://www.ahs.com.uy/IA.pdf.Losada S., J. (2013). Appreciative Inquiry in Practice. Available:
virtual.iesa.edu.ve/servicios/wordpress/wp-content/uploads/2014/03/e13losada.pdf.
- Muga Naredo, J. (nd). Cite a website - Cite This For Me. Repository.uchile.cl. Available: http://repositorio.uchile.cl/bitstream/handle/2250/138860/La-indagaci%C3%B3napreciativa.pdf?sequence=1.org. (2011). Knowledge unit - Appreciative inquiry. Available:
factorhuma.org/attachments_secure/article/9166/indagacio_apreciativa_cast.pdf.
- Urdaneta Fonseca, H. (2016). Appreciative inquiry and coaching. www.huconsulting.net.Available:
