Appreciative Inquiry

1

Appreciative Inquiry (AI) is the process of moving organizations from a problem-solving orientation to one that is focused on strengths, possibilities, and potential for positive change. AI looks beyond current challenges and utilizes the power of collective creative imaginations and strengths of individuals in the organization to build on what is working and what can be improved. The consultant would use the "5 D's" of AI (Define, Discovery, Dream, Design, Destiny) to assess the strengths within the department, identify possible solutions, and create a new vision for the future of the human resource department (Venter, 2010). Additionally, the consultant would work with the department to facilitate meaningful conversations that focus on success stories and create a culture of appreciation and collaboration (Whitney & Trosten-Bloom, 2010).

In contrast to the AI approach, a traditional Organizational Development consultant would approach this problem with an action research or problem-solving model. This approach would involve more structured interventions such as surveys and interviews to gather data, analyzing the data, and then creating programs to address the identified issues. This approach is focused on identifying and eliminating what isn't working rather than building on the strengths of the organization. The Organizational Development consultant would also likely focus on changing structures and processes in order to create an environment that is conducive to employee retention.

Ultimately, choosing between an AI and an Organizational Development consult depends on the unique needs of the organization. However, given the situation described, an AI approach is likely to be more effective in this situation because it focuses on the strengths and potential of the organization rather than the problems. It also includes meaningful dialogue that can bring to light any issues related to the high turnover rate and create a shared language around what success looks like for the human resource department. Additionally, an AI approach values collaboration and encourages employees to be active participants in creating a positive work environmentsomething that is integral to creating a culture of employee retention (Lewis et al., 2016).

2

The Define and Discovery phases of Appreciative Inquiry are crucial in ensuring that the team's plan is realistic. During these phases, the consultant should work with the team to define the objectives and needs of the project and discover the strengths and resources that are available to the...

By taking the time to explore the team's goals, and envision what success looks like, the team can then create a plan that takes into account the constraints and possibilities of the existing resources. Additionally, this process should also involve honest dialogue about what is working and what isn't. This will allow the team to understand more realistically what is realistically achievable and create a plan that is focused on creating meaningful change.

It appears that the Appreciative Inquiry consultant may have skipped over a few of the stages of AI. By not following the "5 Ds" properly, the consultant did not allow the team to develop a realistic plan. Specifically, it appears that the consultant...

…it has a pre-judged outcome already in front of it, and it is having trouble getting startedthat is the main difficulty. The AI consultant would try to use the "5 Ds" of AI to assess the strengths of the team, and so onbut this would take considerable time. Appreciative Inquiry is a strengths-based approach that can be beneficial in organizations that are in a positive and stable phase. However, in this case, where the taskforce is facing specific problems, a more traditional organizational development approach may be more appropriate to help the team identify and address those problems and improve their functioning.

The taskforce is facing a specific problem of lack of progress and constant bickering among members, which are symptoms of a lack of clear structure and roles, lack of communication and coordination (Venter, 2010). A traditional organizational development approach would focus on identifying these problems and implementing solutions such as creating a clear structure and roles, establishing clear communication channels and protocols, and providing training and development to improve team dynamics and collaboration.

One example of a traditional approach that may be beneficial in this scenario is Tuckman's stages of group development which is composed of five stages, forming, storming, norming, performing, and adjourning. The taskforce is probably in the storming phase where members are challenging each other's ideas and positions. By understanding this phase, the group could work on resolving conflicts and building trust, which will lead to the next phase of norming where the group will start to establish…