Appreciative Inquiry (AI)

1987 article by David Cooperrider and Suresh Srivastva. 
They felt that the overuse of "problem solving" hampered any kind of social improvement, and what was needed were new methods of inquiry that would help generate new ideas and models for how to organize.[2] Cooperrider, D. L. & Srivastva, S. (1987). "Appreciative inquiry in organizational life". In Woodman, R. W. & Pasmore, W.A. Research in Organizational Change And Development. Vol. 1. Stamford, CT: JAI Press. pp. 129–169.

https://en.wikipedia.org/wiki/Appreciative_inquiry

https://en.wikipedia.org/wiki/David_Cooperrider#Appreciative_Inquiry
What is AI’s big idea? It began with the observation that ever since Taylorism managers, researchers and consultants have seen organizations not only in machine-like terms, but in deficit-based terms as "problems to be solved" or fixed. True to Abraham Maslow's observation that "to a hammer everything looks like a nail," those same managers and consultants became, over the years, quite good at finding, analyzing, and sometimes solving problems in organizations. So much so that organizations became problems personified—and hence a whole vocabulary of deficit-based change grew up centered on concepts like “gap analysis,” “organizational diagnosis,” “root causes of failure,” “resistance,” “unfreezing,” “needs analysis,” “threat analysis,” and the need for high levels of dissatisfaction and urgent “burning platforms.” Much like diagnostic medicine with its focus on illness, management had become locked in a problem-analytic view of the world, especially when it came to concepts and tools for managing change.[10]

Early in the 1980s almost two decades before the positive psychology field was christened, Cooperrider began to question the deficit-based change field and the root metaphor that “human systems are problems to be solved,” and he observed that the pervasive problematizing perspective was constraining and limiting, just as industrial-era machine metaphors were also limiting. Cooperrider and Srivastva, in their earliest work at the number one heart center the world, the Cleveland Clinic, engaged in a radical reversal of the traditional problem-analytic approach. Influenced by the writings of Albert Schweitzer on “reverence for life,” they determined that organizations are not institutional machines incessantly in need of repair and that deteriorate steadily and over time. Rather organizations are, fundamentally, living systems and centers of human relatedness, alive and embedded in amplifying networks of infinite strengths. Instead of problems-to-be-solved, human systems are mysteries-to-be-appreciated; in a very real way they are products of the miracle of human interaction and relatedness. And the more we study “what gives life” versus “what’s wrong” the more we move in the direction or become what we study. Instead of studying low morale, for example, we should study human flourishing in the workplace “because human systems move in the direction of what they study.” The simple act of observation in a human system changes the phenomenon itself. In physics it’s called the Heisenberg Effect. But in human systems it’s even more powerful. Cooperrider called it “the exponential inquiry effect” to indicate how our first questions, like the early stage of a snowball, can grow into exponential tipping point movements. That's why he writes: “We live in worlds our questions create.”[11]

“What is leadership all about?” he [Peter Drucker] asked “Leadership is about the creation of an alignment of strengths in ways that make a system’s weaknesses irrelevant.”

the “4-D” action-research cycle of discovery, dream, design, and destiny;
the art of the “unconditional positive question” (see Encyclopedia of Positive Questions); 
the SOAR approach to corporate strategy (versus SWOT);

https://drive.google.com/open?id=1gQCLS3DaLulCVS0w2xgJe1j4LUhZ6glS

http://www.gervasebushe.ca/AITC.pdf
http://thequalitycoach.com/wp-content/uploads/2013/05/Appreciative-Inquiry-Positive-Questions.pdf
http://2012waic.com/wp-content/uploads/2012/05/Ludema-Cooperrider-Barrett-goed.pdf



Ori Brafman and Rod A. Beckstrom, The starfish and the spider, 2006         [ ]
https://drive.google.com/open?id=11c-n04FTPkIk3lVxNUW6f4NT-yYWbP-j

p.177
David Cooperrider
a process call “appreciative inquiry”

p.178
... appreciative inquiry has helped to resolve strife between management and unions in one of the biggest long-haul trucking companies in the world and to create a strategic plan in the U.S. Navy. When you can get truckers to talk about their personal dreams and aspirations and their vision for the company, you know you've hit upon something big.

p.220
David Cooperrider
 Appreciative Inquiry, 1999
 Appreciative Inquiry Handbook, 2004
 edited by Daniel L. Cooperrider and Jane E. Dutton, Organizational Dimensions of Global Change, 1999

    (Brafman, Ori, The starfish and the spider : the unstoppable power of leaderless organization / Ori Brafman and Rod A. Beckstrom., 1. decentralization in management., 2. organization behavior., 3. success in business., 2006, )


1:17:41
Friday, April 27, 2018
session 2
Acquiring Knowledge While Saving Lives
http://epidemics.events.nejm.org/#/media/3221
Engineering for the future
36:07
to engage with the national control program (?), to ask, what are the questions being asked
this has to be led by the issue, what are the questions being asked,
and how can technology helped that 
PANEL DISCUSSION
47:32
shifting that central of gravity so that those relationship are built in peace time so that when something bad happen, there is an ability to response to that is absolutely crucial 
49:52
there are some tension between investing for the longer-term versus spending on shorter-term, we all know the urgent takes priority over the important ([??])
58:57
how do we make the data public enough so that the people see what's going on, how do we get people to understand that we're going to fail, that the process of research is learning from your failure
1:07:28
governments to share data
should countries share data  
there's actually quite ("to a considerable extent; rather") a few roadblock to that