framework.

Credit: Cooperrider and Whitney; Sternin, Sternin and Pascale

Note: This post was drafted with the support of ChatGPT on 10 June 2025.

Summary:

Appreciative Inquiry (AI) is a strengths-based, collaborative approach to organizational change and development. Unlike traditional problem-solving methods that focus on fixing what’s broken, AI centers on what works well, aiming to amplify it. Developed by David Cooperrider and colleagues, AI is rooted in positive psychology, constructivism, and systems thinking. Appreciative Inquiry teaches leaders to unlock transformation by focusing on what gives life to people and systems. It’s not about ignoring problems—but about choosing a more energizing starting point: potential, strengths, and shared purpose.

The Power of Positive Deviance (PD) is a problem-solving approach based on the idea that within every community, some individuals or groups already succeed against the odds by practicing uncommon—but successful—behaviours. These “positive deviants” offer solutions that are already working locally, without needing external resources or expertise. The concept was popularised through the work of Jerry and Monique Sternin, particularly in public health and development, and has since been applied to business, education, social justice, and leadership. The Power of Positive Deviance reminds leaders that the seeds of transformation are already present in their teams, communities, or systems. Leadership means listening for what’s already working—and creating space for it to spread.

Appreciative Inquiry Concept detail:

• What We Focus on Grows. Energy flows toward our focus—focusing on strengths leads to growth, innovation, and engagement.
• Organizations Are Living Systems. They evolve through relationships, dialogue, and shared meaning—not linear mechanics.
• Positive Questions Lead to Positive Change. Asking questions about what’s working unlocks creativity, motivation, and solutions.
• Change Happens Through Inquiry and Conversation. Change begins the moment we ask a question—the conversation itself starts the transformation.
• Every Voice Matters. Inclusion creates ownership. Real change happens when diverse perspectives are valued and engaged.
• We Create Reality Together. Our beliefs and stories shape our actions. The way we talk about an organization influences its future.
• Appreciation is Action. Noticing, valuing, and amplifying strengths is itself a powerful intervention—not just a mindset.
• The Past Contains Seeds of the Future. Looking at past successes helps identify what should be carried forward and scaled.
• Sustainable Change Builds on What Works. AI builds a bridge from what gives life to the system to what’s possible next—not from dysfunction to repair.
• Words Create Worlds. Language shapes thought. The words leaders choose influence how people see themselves, others, and the future.

Positive Deviance Concept detail:

• The Solution Already Exists. In any community, some people are quietly succeeding despite facing the same constraints as everyone else.
• Communities Have the Wisdom to Solve Their Own Problems. External experts can help facilitate change, but the knowledge and answers reside within the group.
• Focus on Behaviours, Not Just Knowledge. Knowing what to do is not enough—PD identifies and spreads what people are actually doing differently and successfully.
• Change Is More Sustainable When It’s Led from Within. When solutions come from peers, they are more credible, adoptable, and lasting.
• Observe, Don’t Prescribe. The process begins with curiosity: find out what’s already working before imposing interventions.
• Start Small and Let Change Scale Organically. Focus on small, replicable behaviours that others can adopt immediately.
• People Support What They Help Create. Involve the community or organisation at every stage—from inquiry to action—to create ownership.
• Context Is Everything. PD solutions are highly specific to a group’s culture, constraints, and assets.
• Learning by Doing Is Key. Behaviour change spreads best through practice and peer-led demonstration, not just information.
• Let the Unusual Become Usual. PD spreads by showing that “people like me” can succeed, helping reframe what’s possible.

Appreciative Inquiry Real world application:

Lessons for leaders includes:

• Ask Better Questions, Not Just Give Better Answers. Great leaders ask generative questions like “When were we at our best?” or “What gives us life?”
• Focus on Strengths, Not Just Gaps. Stop obsessing over weaknesses. Build on what’s already working to unlock energy and creativity.
• Involve Everyone in the Conversation. Invite diverse voices—frontline staff, customers, partners—into inquiry and planning.
• Use Language That Lifts. Pay attention to tone, framing, and narratives. Speak in ways that inspire possibility and ownership.
• Celebrate Successes and Small Wins. Make positive stories visible. Highlight what’s going well to reinforce progress and morale.
• Lead with Curiosity, Not Judgment. Instead of diagnosing failure, explore success. Assume people want to contribute and succeed.
• Shift from Problem-Solving to Opportunity-Finding. Don’t just ask “What’s broken?”—ask “What’s possible?” and “Where have we already succeeded?”
• Build Vision from the Best of the Past. Use past peak experiences to co-create bold and meaningful future directions.
• Create Change Through Conversations, Not Mandates. Dialogue is the most powerful leadership tool—use it to co-create shared meaning and direction.
• Trust in the System’s Capacity to Self-Organize and Thrive. People want to succeed. Give them the conditions, appreciation, and trust to do so.

Positive Deviance Real world application:

Lessons for leaders includes:

• Look for What’s Working, Not Just What’s Broken. Identify and learn from your high performers or “bright spots,” especially those succeeding under tough conditions.
• Engage Frontline Voices in Solving the Problem. Invite those closest to the issue to help diagnose and design solutions—they often hold untapped wisdom.
• Don’t Assume More Resources Are the Answer. Many problems are solved not by adding money, staff, or technology—but by changing behaviours already possible.
• Stay Curious Before Acting. Observe and inquire before prescribing. Resist the urge to “fix” before understanding the nuance.
• Make the Invisible Visible. Shine a light on successful behaviours that go unnoticed. Celebrate and replicate them.
• Use Peer Influence, Not Top-Down Directives. People are more likely to change when they see others like them succeeding—not when told to change by leaders.
• Encourage Micro-Innovations. Look for small, low-cost behaviours that can have outsized impact when spread across the system.
• Foster Safe, Experimental Spaces. Create environments where staff or teams can try out new approaches without fear of failure or judgment.
• Let the Community Own the Process. Don’t just consult stakeholders—co-create with them. Solutions stick when people feel it’s theirs.
• Lead with Humility, Not Heroism. PD asks leaders to listen, spotlight others, and share power. It’s about enabling, not directing.