# Embrace the Positives: AI as the Key to Transformation
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Chapter 1: Understanding Decision-Making Dynamics
Did you know that you could make anywhere from 122 to 35,000 decisions daily? While I wasn't aware of that range, I did know that our thoughts number between 10,000 and 55,000 each day, with 90% revolving around the same ideas. Each day consists of 86,400 seconds and about 22,000 breaths. Interestingly, children laugh up to 300 times a day, whereas a 40-year-old would take ten weeks to achieve the same laughter count. Furthermore, our attention rarely exceeds 40%, and our minds wander nearly 47% of the time.
In the realm of education, the number of computer science graduates is at an all-time high, yet pursuing this field can feel as uncertain as studying journalism did in the late 1980s. Skills learned one day may become outdated by the next. Notably, Elon Musk made a bold prediction in the autumn of 2023, asserting that AI's capabilities would expand exponentially within a year. If his forecast holds true, we could witness a hundred-fold increase in capacity by 2026, a thousand-fold by 2027, and even a trillion-fold by 2038.
Whether or not these predictions are entirely accurate, it’s clear that AI will transform our world profoundly. The future's illiterates won’t be those who can’t read or write, but those who cannot learn, unlearn, and relearn.
However, the AI I’m referencing here stands for Appreciative Inquiry, a powerful and straightforward change methodology. It is essential for every adept coach, organizational development consultant, or what Ed Nevis refers to as a "Skilled Intervenor" to have this technique in their toolkit. This article aims to delve deeper into Appreciative Inquiry, as it provides an engaging approach to understanding complexity and reframing our perspectives.
Chapter 2: The Essence of Appreciative Inquiry
“Organizations change in the direction in which they inquire.” Appreciative Inquiry is a narrative-based change technique that adopts a positive lens. It operates on the premise that concentrating on positive occurrences will invigorate and engage participants. This is excellent news because for any change initiative to succeed in a workplace, fostering this engagement is crucial for achieving sustainable transformation.
While Appreciative Inquiry is commonly perceived as an organizational intervention, it is equally potent when applied to small groups and teams. Recently, I have utilized it extensively in leadership development and personal coaching.
Section 2.1: Historical Context
Appreciative Inquiry was conceived in the 1980s by David Cooperrider and Suresh Srivastva. It is grounded in the belief that organizations, individuals, or teams will evolve in the direction of their inquiries. For instance, if an organization continually investigates problems, it will likely remain trapped in a cycle of negativity. Conversely, by focusing on what is working well, it can uncover excellence and leverage this information as a foundation for success.
At its heart, Appreciative Inquiry represents a transformative approach, flipping traditional viewpoints. Cooperrider and Srivastva contrasted the notion that "organizing is a problem to be solved" with the AI belief that "organizing is a miracle to be embraced."
Section 2.2: My Journey with Appreciative Inquiry
Throughout my career, I have integrated this methodology into my work with organizations, teams, and executive boards, as well as in complex multi-agency collaborations. I contend that organizational development is about ensuring that every entity, as a complex adaptive system, functions coherently and optimally.
At the core of AI lies the exploration of what gives any system vitality, aiming to understand when and why it performs at its peak effectiveness. Unlike traditional change management, which often emphasizes deficiencies, Appreciative Inquiry focuses on unlocking the human energy, innovation, and motivation necessary for profound change.
Traditional deficit-based strategies tend to dwell on what isn’t working, often resulting in ineffective solutions due to their backward-looking nature. It’s no surprise that people struggle to engage when the focus is on rectifying past failures instead of building upon existing strengths.
Chapter 3: The Transformative Power of AI
Advocates of Appreciative Inquiry assert that discussing positive experiences can be transformative. By engaging with an organization's positive narrative, AI generates energy, commitment, and a drive for constructive change. This approach encourages organizations to evolve into thriving, high-performing entities.
The execution of AI is always tailored to the specific organization, with few rigid guidelines. However, the central tenet is a keen focus on positive events, aiming to make these experiences more conscious and widespread. Any inquiry into organizational life should incorporate four essential characteristics: Appreciation, Applicability, Provocation, and Collaboration.
Section 3.1: The Four Stages of Appreciative Inquiry
- Discovery Stage: AI practitioners engage with employees through semi-structured interviews to uncover moments of achievement, creativity, and operational excellence. This phase allows participants to articulate the positive attributes defining their organization.
- Dream Stage: Participants gather to share their stories, envisioning possibilities that surpass conventional limits. The goal is to crystallize these narratives into a collective vision for the future.
- Design Stage: This phase involves synthesizing stories, dreams, and best practices into concise statements reflecting participants' aspirations for the organization.
- Destiny Stage: Here, actions identified in the Design Stage are implemented, and participants collaborate to determine what needs to happen to realize their dreams.
Section 3.2: Conclusion
"If life’s a party, it’s the people who make it." I believe that Appreciative Inquiry serves as a powerful catalyst for facilitating organizational and personal change. It liberates the hidden reservoir of positive energy within organizations, shifting mindsets from self-limiting to growth-oriented perspectives.
On both small and large scales, AI can transform conversations and interactions, which is essential for achieving lasting change. It strengthens social bonds and expands relationships within and beyond the organization.
About the Author
"We need less math and more poetry." With over a million published words focusing on beginnings and endings, Paul Adam Mudd aims to simplify complexity and make the unattainable accessible. He is a Trusted Adviser, Leadership Rockstar, International Keynote Speaker, and Co-Founder of the Mudd Partnership, dedicated to developing exceptional senior leaders.