Presented with Heather Berringer at Canadian Library Association Conference, 2013.

1. SWOT vs. SOAR: Engaging
Staff in Institutional
Planning
An Introduction to Appreciative Inquiry
Heather Berringer, Deputy Chief Librarian, University of British Columbia -
Okanagan Campus
Gillian Byrne, Manager, Council of Atlantic University Libraries - Conseil des
bibliothèques universitaires de l’Atlantique
CLA 2013 – Winnipeg MB
June 6, 2013

2. Appreciative Inquiry - a definition
"Appreciative Inquiry (AI) is an energizing approach
for sparking positive change in people, groups, and
organizations. It focuses on what is working well
(appreciative) by engaging people in asking
questions and telling stories (inquiry)."
Cockell,J. and McArthur-Blair, J.2012. Appreciative Inquiry in Higher Education: a
Transformative Force.
.

3. AI is ... a research method:
"Appreciative Inquiry did not begin life as an
organizational change technique; it began as a
research method for making grounded theory-
building more generative."
Bushe, G.R. 2011. Appreciative inquiry: Theory and critique. In The Routledge
Companion To Organizational Change.

4. AI is ... an organization development tool:
“Appreciative Inquiry enables organizations to build
their own generative theory for enabling
transformational shifts by learning from their most
positively exceptional moments.”
Sharma, R. 2008. Celebrating Change: The New Paradigm of Organizational
Development. Icfai University Journal of Soft Skills, Vol. 2 (3).

5. AI is ... a change paradigm:
“The traditional approach to change is to look for
the problem, do a diagnosis, and find a solution.
The primary focus is on what is wrong or broken;
since we look for problems, we find them. By
paying attention to problems, we emphasize and
amplify them. …Appreciative Inquiry suggests
that we look for what works in an organization."
Hammond, S. 1998. The Thin Book of Appreciative Inquiry.

6. Core Principles
1. THE CONSTRUCTIONIST PRINCIPLE Words create worlds
2. THE SIMULTANEITY PRINCIPLE Inquiry creates change
3. THE POETIC PRINCIPLE We can choose what we study
4. THE ANTICIPATORY PRINCIPLE Image inspires action
5. THE POSITIVE PRINCIPLE Positive questions lead to
positive change

7. Additional Principles
Whitney D. and Trosten-Bloom, A. 2003 / Barrett, F. & Fry, R. 2005 / Stavros, J. & Torres, C. 2005.
THE WHOLENESS PRINCIPLE Wholeness brings out the best
THE ENACTMENT PRINCIPLE Acting “as if” is self-fulfilling
THE FREE CHOICE PRINCIPLE Free choice liberates power
THE NARRATIVE PRINCIPLE Weaving stories creates bonds
THE AWARENESS PRINCIPLE Surfacing assumptions is important in
good relationships

8. Strengths of AI
1. Focus on the positive
2. Participatory
3. Creative thinking
4. Systemic

9. Criticisms of AI
1. Time intensive
2. Ignores deficits
3. Uncertain outcomes
4. Anti-evidence

10. Those who imagine that appreciative inquiry is by
definition a pain-free, contented chewing of the
organizational cud of recalled best practice need to
bear in mind that any attempt at depth learning
within an organizational setting is likely to exact its
own psychic price.
Elliott, C. (1999).Locating the energy for change: An introduction to
appreciative inquiry.

11. “The negative is seductive”
-Maureen Sullivan
Sullivan, M. (2004). The promise of appreciative inquiry in library organizations. Library Trends
53(1), 218-229.

12. Psychological theory from other disciplines:
• Pygmalion Theory (Education, Management)
• Placebo Effect (Medicine)
• Performance Theory (Sport Psychology)

13. Sullivan, M. (2004). The promise of appreciative inquiry in library organizations. Library Trends
53(1), 218-229.

14. Discovery
Dream
Design
Deliver
The “4D” Framework

15. Discovery
Dream
Design
Deliver
The “4D” Framework
Appreciate the “best of what is”
“Numbers are not good or bad. They are just interesting.”
Alison Sivak, Assessment Librarian,
University of Alberta

16. Discovery
Dream
Design
Deliver
The “4D” Framework
Imagine what could be
“Let’s have a buddy system at
the service desk and have 2
staff members working
together at each terminal. Pair
a circulation and reference
person to make a team. This
team can then handle any
transaction – one stop
shopping!”
“Or, what if the circulation and
reference person was actually
just one individual?”

17. Discovery
Dream
Design
Deliver
The “4D” Framework
Determine what should be
Have conversations that matter
From Whitney & Trosten-Bloom(2003)

18. Discovery
Dream
Design
Deliver
The “4D” Framework
Create what will be
“In golf, as in life, it is the
follow through that
makes all the difference.”
(Author Unknown)

19. Discovery
Dream
Design
Deliver
The “4D” Framework

20. Some Practical Applications:
• Four Generic Questions
• Mapping the Positive/Mapping the Dream
• Words Create Worlds/Provocative Propositions
• Positive Change Networks, Consortia, and Meetings

21. Four generic questions:
1. Best Experience Question
2. Values Question
3. Life-giving Force Question
4. Wishes and Images of the Future
Remember: the act of asking questions of an
organization or group influences the group in some
way
Adapted from Magruder Watkins & Stavros (2010)

22. Mapping the Positive/Mapping the Dream:
1. Read and share stories collected in the interview
process
2. Conduct a “root cause of organizational success”
analysis to identify all of the factors that lead to your
organization’s success
3. Map the success factors (e.g.: mural, collective art
project, input for a time capsule – use your
imagination!)
Adapted from Whitney & Trosten-Bloom (2003)

23. Words Create Worlds:
1. The terms by which we understand our world and our
self are neither required nor demanded by “what
there is”
2. Our modes of description, explanation and/or
representation are derived from relationship
3. As we describe, explain, or otherwise represent, we
also fashion our future
4. Reflection on our forms of understanding is vital to
our future well-being
Gergen, K. (1999). An invitation to social construction. Thousand Oaks, CA: Sage.

24. Provocative Propositions:
1. Narrative statements, proposing the ideal
2. Provocative, in that they stretch the organization
beyond its norm into novel and more desired forms of
interaction
3. Stated in the affirmative, using vivid positive imagery
4. Statements of belief, that constitute the ideal
organization
Whitney & Trosten-Bloom (2003)

25. Positive Change Networks, Consortia, and
Meetings:
• Groups of people dedicated to creating or facilitating
change;
• Task groups brought together to work on major
design themes and report back to a larger group;
• Cross-organizational inquiry teams who look for
topics and themes of mutual relevance; or
• As simple as asking at the end of a meeting, “What
do you think went especially well today?”

26. SOAR Exercise
• Alternative to SWOT in strategic planning
processes
• Focusses on the positive rather than
insurmountable problems
• Focusses on 'what should be' rather than 'what
is'

27. SOAR Model

28. STRENGTHS
1. What story can you tell
about the benefits of being
involved with CLA?
2. What is it you value most
about your interactions with
CLA?
ASPIRATIONS
1. What would you like to be able
to say about CLA this time next
year?
2. What inspires you about the
work of associations?
OPPORTUNITIES
1. What are the best parts of
CLA that you want to
perpetuate?
2. Where does your passion
for your work match with
CLA’s goals?
RESULTS/RESOURCES
1. How will you know CLA is
successful?
2. What can you offer to assist
CLA in getting there?

29. Strengths
1. What story can you tell about the benefits of
being involved with CLA?
2. What is it you value most about your interactions
with CLA?

30. Opportunities
1. What are the best parts of CLA that you want to
perpetuate?
2. Where does your passion for your work match
with CLA’s goals?

31. Aspirations
1. What would you like to be able to say about CLA
this time next year?
2. What inspires you about the work of
associations?

32. Results/Resources
1. How will you know CLA is successful?
2. What can you offer to assist CLA in getting
there?

33. Thank you!
Heather Berringer, heather.berringer@ubc.ca
Gillian Byrne, gbyrne@caul-cbua.ca

34. Selected Bibliography
Barrett, F. & Fry, R. 2005. Appreciative Inquiry: A Positive Approach to Cooperative Capacity Building.
Chagrin Falls, OH: Taos Institute Publishing.
Cockell, J. & McArthur-Blair, J.2012. Appreciative Inquiry in Higher Education: a Transformative Force.
Jossey-Bass.
Cooperrider, D. L., Whitney, D., & Stavros, J. M. 2003. Appreciative inquiry handbook. Bedford Heights,
OH: Lakeshore Publishers.
Elliott, C. 1999. Locating the energy for change: An introduction to appreciative inquiry. Winnipeg,
Manitoba: International Institute for Sustainable Development.
Hammond, S. 1998. The Thin Book of Appreciative Inquiry. Thin Book Publishing Company, 1998.
Lewis, S., Passmore, J., & Cantore, S. (2008). Appreciative inquiry for change management: Using AI
to facilitate organizational development. Philadelphia: Kogan Page
Magruder Watkins, J., & Stavros, J.M. (2010). Appreciative inquiry: OD in the post-modern age. In W.J.
Rothwell, J.M. Stavros, R.L. Sullivan, & A. Sullivan (Eds.), Practicing organization development: A
guide for leading change, 3rd ed. (pp. 158-181). San Francisco: Pfeiffer.
Stavros, J. & Torres, C. 2005. Dynamic Relationships: Unleashing the Power of Appreciative Inquiry in
Daily Living. Chagrin Falls, OH: Taos Institute Publishing.
Sullivan, M. (2004). The promise of appreciative inquiry in library organizations. Library Trends 53(1),
218-229.
Whitney D. & Trosten-Bloom, A. 2003. The Power of Appreciative Inquiry: A Practical Guide to Positive
Change. Berrett-Koehler Publishers.