The problem with becoming known as a good “problem solver” is that you get really good at looking at situations as, well, problems! Your focus is on what has failed. You goal is to correct, save, or restore a broken system to a state where it will again provide acceptable results. You get a reputation as the “fixer,” and are dispatched again and again to solve different problems. Where is the fun in that?
There is a better way to contribute to organizations.
David Cooperrider invented Appreciative Inquiry when he was a graduate student studying Organizational Development at Case Western Reserve University in the late 1980’s. You can read all about him, and the AI Movement, at http://appreciativeinquiry.case.edu/. (The work he began with Professor Suresh Srivastva transformed me and my leadership research. I cited their initial work in my 1990 dissertation when I posited that having dialogue rather than debate can help groups work together to come to better decisions.)
I have continued to follow AI in the ensuing 25 years, and unabashedly say the reason coaching works is because the inquiry of the coach uncovers the wisdom in the leader. Appreciative Inquiry is the underpinning of Positive Psychology, a theoretical foundation in the Coaching Profession, and is essential in understanding the impact of language in the field of Neuroscience.
Here is why Appreciative Inquiry matters for leaders:
- Appreciative Inquiry has a positive core: it focuses on the strengths and peak experiences in an organization. AI focuses on the best of what is, and then stretches further to imagine the ideal future state.
- Appreciative Inquiry is co-creative: Rather than one “Mr. Fixit,” with AI everyone can be involved in the discovery, the dream, the design, and the destiny of the ideal state of the organization.
- Appreciative Inquiry is generative: with a focus on “what works,” a leader is aligned towards new possibilities for the organization.
You don’t have to wait for an AI intervention in your organization to benefit from this approach. Simply shifting your focus from seeking problems to seeking what works well has an immediate, positive, and generative effect: on you, on your group, and on your effectiveness. Have at it!