Appreciative Inquiry

Junior (College 3rd year) ・Management ・APA ・4 Sources

Due to time constraints, the bank team should adopt a typical organizational development strategy rather than an Appreciative Inquiry technique to address the issue of losing money on loans. I learned from reading the background materials that one of Appreciative Inquiry's drawbacks is that it takes time before a solution is reached because of the time-consuming process of gathering people's positive accomplishments (Venter, J. 2010). The bank is dealing with a special situation, thus it needs to discover solutions as soon as possible to prevent the financial disaster, according to Venter (2010). Appreciation Inquiry is not the right technique to identify solutions for individual challenges. The best approach is the traditional organizational development because it follows detailed steps which involve the identification of a problem, examination of factors causing the problem, exploration of possible resolutions and lastly action planning (Venter, J. 2010). These steps are exactly what the bank requires to come up with the solution immediately and start corrective measures to cease the issue of losing money to borrowers. The use of traditional organizational development approach would help the team determine possible reasons behind borrowers fail to repay the loan and analyze actions to be taken to ensure that they repay their loans to the last penny. After the evaluation of these causes, the team would learn possible administration failures in lending their money. These problems are therefore fixed immediately, and the solution is achieved rapidly. The approach is also effective because it prevents reoccurrence of a similar situation in the future by introducing new changes in various areas of bank operations such as marketing and management.

Scenario 2

Screenplay writers’ team should employ the Appreciative Inquiry approach to improve their show rating among their customers. The approach would be effective in this group because it gives room for open communication and allows people to choose how they want to contribute to the team. An appreciative inquiry approach is used to improve team performance by making the team concentrate on the positive side which brings success rather than concentrating on what is causing the failure (Whitney, & Trosten-Bloom, 2010). It only allows ideas and opinions that matter and brings a positive outcome, and therefore it would bring to an end the fights and blames on this team members. It gives people a chance to connect and build a relationship with each other, and this improves how they relate and talk to each other in the group. The results will be achieved within no time because there is a strong bond of relationship and people are not known for their roles in the company.

The approach is appropriate because it does not concentrate of the causes of failures in a team but the focus of the success and therefore it gives no room for people to blame each other, but rather it appreciates what they have achieved so far. It gives people the freedom to choose how they want to contribute towards achieving a goal and allow people to be driven by their dreams and passions (Whitney, & Trosten-Bloom, 2010). When people are driven by passion and interest, they capacity to creative contribution is increased, and I think that the approach would improve this team performance. The approach also applies the 4D cycle process where members can dream, discover, design and achieve their destiny. The approach would help the members to dream and imagine being successful again and then design ways to which this success will be achieved (Rothwell, W. 2010).

Scenario 3

The team of young employees should use the Appreciative Inquiry to analyze why they do not relate well as they used a few months ago and what they are missing on the team. An Appreciative Inquiry is appropriate in this group because it begins by appreciating the members. The members are motivated and relate well to one other. The members are experienced since they have worked in Twitter, Facebook, among other similar company and had a lot of money from investors. This was an optimistic to look at the team, and only Appreciative Approach does that. The members have the potential to succeed, but they are missing a common objective that they are supposed to achieve (Whitney, & Trosten-Bloom, 2010).

Using the Appreciative Inquiry, the members will be able to utilize their previous experiences and design a new social organization with the good values and actions they learned to achieve the desired outcome. The team should ask the four generic questions which will guide them to their ultimate goal.

Scenario 4

In the last scenario, both the team and consultant had the responsibility to take several steps to avoid things going on as they did. The Appreciative inquiry process is owned by the organization, and the consultant acts as an advisor or the coach. The work of the consultant is to give directions of how the team should perform tasks to achieve the desired goal, and if the consultant takes control of the process, it will fail (Rothwell, W. 2010). The organization initiate, implement and oversee the Appreciative Inquiry process and when a consultant is hired the process takes a different position from the traditional organization development strategies. The consultant should have followed the 4D’s steps to help the team achieve its goals. These include discovering their goal, dream of having achieved the goal, designs on how to achieve the goal and destiny which is achieving the desired goal (Hayes, 2009).

The approach would help the members to dream and imagine being successful again and then design ways to which this success will be achieved. The consultant using Appreciation Inquiry approach make the team decide for themselves the changes they want to bring by allowing them to dream and imagine these changes. On the other hand, a consultant using Traditional Organization Development approach decides what changes to be taken, and he is an active contributor to the team. The consultant has an active role in the team, and that is why he/she brought unrealistic solutions to the team. The approach appreciates that a team of employees feels satisfied with the company services. The approach allows open communication of ideas and opinions that bring positive change and does not concentrate on failures. It involves every member to contribute to what is working well from his/her viewpoint, and therefore it builds capacity (Whitney, & Trosten-Bloom, 2010). The approach is also engaging and gives people a chance to dream, imagine and visualize therefore the desired solution is achieved fast.


Whitney, D. D., & Trosten-Bloom, A. (2010). The power of appreciative inquiry: A practical guide to positive change. Berrett-Koehler Publishers.

Venter, J. (2010). Appreciative Inquiry. Accountancy SA

Rothwell, W. (2010). Chapter 7: Appreciative inquiry. Practicing Organization Development: A Guide for Leading Change (3rd Edition). Hoboken, NJ, USA: Pfeiffer. [Ebrary]

Hayes, J. (2009). Appreciative Inquiry. Aarhus School of Business

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