It involves systematic discovery of what gives a system ‘life’ when it
is most effective and capable in economic, ecological, and human
terms. AI involves the art and practice of asking questions that
strengthen a system’s capacity to heighten positive potential. It
mobilizes inquiry through crafting an ‘unconditional positive
question’ often involving hundreds or sometimes thousands of
people” (Cooperrider & Whitney, 1999, p. 12).
Appreciative inquiry is often noted as the theoretical
underpinning of strength-based theory, practices, and research.
Founders David Cooperrider and Suresh Srivastva define AI as a
paradigm based on the premise that “organizations change in the
direction in which they inquire.” The driving principle is that an
organization [or individual] that investigates problems keeps
finding problems whereas an organization [or individual] that
investigates what there is to appreciate in itself will discover what
success is (Cooperrider & Srivastva, 19 87).
Assumptions of appreciative inquiry (adapted from Hammond,
1998)
In every society, organization, or group something works.
What we focus on becomes our reality.
Reality is created in the moment, and there are multiple realities.
The act of asking questions of an organization or group
influences the group in some way.
44 The Coaching Toolkit for Child Welfare Practice