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Appreciative Inquiry * and conflict

(This is the first of two articles on the subject)


" Appreciative Inquiry (AI) is an approach to organisational development and change that grows out of social constructionist thought. The AI approach offers us all the process and potential to positively explore, collectively imagine, collaboratively design and jointly commit to a path forward.” (Liz Mellish)

The appreciative approach is essentially a way of identifying and building on what is already working well rather than focussing on what is going wrong or breaking down and trying to fix it. For example, most approaches to conflict study the problem whereas Appreciative Inquiry focuses on creating the desired future. Many approaches use a deficit model in the sense that they tend to prescribe ideal behaviour or set of practices and diagnose the gap between what is not working and this ideal model. The solution offered entails closing the gap in practice. This can be daunting and disheartening for individuals, team or community concerned especially where the gap is large and energy, motivation, hope or self-esteem low as they so often are for people in conflict.

The core principle of AI is - energy follows thought. If we focus on the problem we tend to amplify the problem. If we focus on what is working well or on our high-dream we will amplify the positive – we create our reality by the way we think. Groups “change in the direction in which they inquire.” Do more of what works rather than less of what doesn’t. We "grow toward what we persistently ask questions about." (Cooperrider & Whitney, 1999 **)


For some, Appreciative Inquiry is a philosophy, a way of life. One assumes the position of being the detective for ‘good things’. One develops what we call an ‘appreciative ear’. One purposefully searches for and accentuates the positive. However, AI does not ignore problems -- it recognizes them as a desire for something else, then works to identify and enhance that "something else." For this reason it is important to frame the inquiry and the questions in a way that is positive, forward-looking and focused on a desireable future.


Appreciative Inquiry is based on the constructivist view that we understand the world based on previous experience whether as individuals, groups or communities. It holds that we create the reality in which we operate by the way we construe it. Constructs are schemas or beliefs that enable us to describe, explain and predict what is happening. The way we construe reality shapes our thinking, feeling and behaviour. Some of our constructs reflect consensus reality - the predominantly accepted version of reality, others do not and they may be more or less helpful during conflict. However, we are not always aware of our constructs and beliefs and how they shape the way we relate to others.


For example, during conflict, negative attributions of opponents often occur and get in the way of constructive dialogue and understanding the other. Such beliefs prevent constructive engagement – we get stuck within the limitations of our cognition, thinking and beliefs. Exploring causes or the reasons why we think negatively of another tends to reinforce the negative stereotypes and attributions and strengthen our defensiveness rather than reducing it. Our beliefs/ constructs shape our identity and these tend to be subject to ‘confirmation bias’, that is, resistant to disconfirming evidence, especially from people we do not trust. We need to find a more creative way around our negative attributions and debilitating constructs. Appreciative Inquiry offers us such a way.


The challenge posed by AI therefore is to:

  • Appreciate: the best of what exists, good practice, hopes for the future, etc.
  • Apply: knowledge of what works and what’s possible.
  • Provoke: imaginations regarding new ways of dealing with conflict.
  • Collaborate: collective capacity building, disseminating expertise and resources.


Some key assumptions underpinning AI


a. Every system works well to some degree; seek out the positive, amplify the life-giving forces and what is already working well. Chances are you are already handling conflict well in many respects – focusing on the disatisfaction with the outcome may occlude these and continue the downward spiral. Focussing on the positive raises hope and reduces the level of challenge.


b. Knowledge generated by the inquiry must be applicable; look for what is relevant and possible. People need ways of dealing with conflict that make sense to them and that they see as relevant and practical. Wonderful methods are not much good if people don’t have what it takes to implement them. They can dream bigger dreams next time round – the process is iterative.


c. Systems are capable of becoming more than they are and they can learn how to guide their own evolution; so consider provocative challenges and high dreams of what could be. Big dreams, little steps! Developing dynamic working environments, vibrant relationships and creative organisations.


d. The process and outcome of Appreciative Inquiry are interrelated and inseparable; so make the process a collaborative one. The engagement of all parties ensures sustainable outcomes.

What we focus on becomes our reality and there are diverse parties with multiple perspectives and realities so it is important to value differences in creating a shared future. We create our reality in the moment through our attention and dialogue so lets build on the positive and dream up the solution rather than get bogged down in the problem. The language we use creates our reality so lets focus on what we value rather than what we don’t. The kind of questions we ask of an organisation or group influences the direction of inquiry and change so lets ask questions that focus our attention in the direction we want to go rather than what we want to avoid. People have more confidence and comfort to journey to the future when they carry forward parts of the past so lets make sure these are the best of what the past has to offer.

The Appreciative Inquiry change cycle is often described as a sequence of key activities as follows:
  • Discover: Valuing the “Best of what Is”
  • Dream: Envisioning “What might Be”
  • Design: Dialoguing “What should Be”
  • Deliver: Innovating “What will Be”

So Appreciative Inquiry is essentially a process of collaborative inquiry, based on interviews and affirmative questioning, that collects and celebrates "good news stories" of how a group or community handles friction and conflict. These stories affirm and enhance cultural identity, spirit and vision of the community and serve as a base from which to enhance relationships, conflict capability and productive collaboration. It is therefore important to include whole system in inquiry or as much of it as possible because the process of the inquiry and the outcomes are interdependent. The process as a whole, not just the implementation of the solutions, is what facilitates change. The shared Discovery and Dreaming is as critical as the Design and Delivery.

The inclusion, engagement and sense of ownership generated by such collaborative inquiry generates robust relationships, common ground, a shared vision of the future and joint motivation to realise it not to mention what may be achieved by implementing it. Therein lies the value of appreciative inquiry. Indirectly it achieves many of the outcomes of more direct conflict resolution methods. Without even focussing directly on the problem Appreciative Inquiry can help bring about the desired changes.

Sometimes, if the group is particularly conflicted over a contentious issue or situation, it may be even more helpful to avoid dealing with it at first. Instead the group can conduct an initial inquiry into a parallel or similar scenario in which they have less investment and are not so polarised. Engaging in such an inquiry provides a learning opportunity in which the collaborative processes work their magic in terms of relationship building and discovery of their ability to jointly inquire. The outcomes and renewed relationships create hopefulness and transfer easily, enabling them take a positive attitude and appreciatively inquire into their own conflicted scenario at a later stage. With such ongoing cycles, AI change is seen as a continual process of appreciative improvement rather than a one-off event.

Outcomes of such an inquiry process can include

  • Renewal of group energy, hope, motivation & commitment
  • Increase in curiosity, wonder and "reverence for life"
  • Whole system changes in culture & language (increase in cooperative practices & decrease in competition; increased ratio of positive: negative comments; increase in affirmative questions and/or narrative-rich communication)
  • Improved working relations/conflict resolution

In the second article we will take a more in-depth look at some aspects of conducting an appreciative inquiry into the handling of conflict including the positive framing of the inquiry and questions, use of generative metaphors and examples of good practice.

* Whitney, Diana & Trosten-Bloom, Amanda (2003) The Power of Appreciative Inquiry: A Practical Guide to Positive Change Berret-Koehler Publishers San Francisco

** A Positive Revolution in Change: Appreciative Inquiry, David L. Cooperrider and Diana Whitney http://appreciativeinquiry.case.edu/uploads/whatisai.pdf