The real act of discovery consists not in finding new lands
but seeing with new eyes

– Marcel Proust

Remember this song—written by Johnny Mercer and Harold Arlen – I’d sing it for you if I could but you are spared that joy by the limitations of the printed word!

So instead, savor the lyrics because they set us up perfectly for an introduction to Appreciative Inquiry...

You've got to accentuate the positive
Eliminate the negative
Latch on to the affirmative
Don't mess with Mister In-Between

You've got to spread joy up to the maximum
Bring gloom down to the minimum
Have faith or pandemonium
Liable to walk upon the scene

(To illustrate his last remark
Jonah in the whale, Noah in the ark
What did they do
Just when everything looked so dark)

Man, they said we better
Accentuate the positive
Eliminate the negative
Latch on to the affirmative
Don't mess with Mister In-Between
No, do not mess with Mister In-Between
Do you hear me, hmm?

(Oh, listen to me children and-a you will hear
About the elininatin' of the negative
And the accent on the positive)
And gather 'round me children if you're willin'
And sit tight while I start reviewin'
The attitude of doin' right

(You've gotta accentuate the positive
Eliminate the negative
Latch on to the affirmative
Don't mess with Mister In-Between)

What I like about the lyrics (besides the fabulously clever word play and charming syncopation) is the notion of personal choice that is the emotional framework on which the song is built. We can choose to focus on what’s working or on what’s not working, on what is positive or on what is negative, on what enhances joy or on what creates sadness.

So too in organizations there is a choice about how we approach problems and systemic change. Most commonly what occurs is that a group of people is gathered to explore what’s not working, to look at why and to brainstorm solutions.

The problem with this approach is that the energy of a group is often pulledesignstuffd downward into a broadening spiral of ‘what’s wrong,’ and possibilities for change are limited by the constraints of approaching the situation from a ‘fix it’ perspective.


Appreciative Inquiry (AI) was developed in the 1980s by David Cooperrider and Suresh Srivastva to provide an alternative approach. The AI approach is based on the premise that 'organizations (and individuals) change in the direction in which they inquire.’ Organization that consistently inquires into problems will keep finding problems, but an organization which attempts to appreciate what is best in itself will discover more and more that is good. The idea is to build toward an organizational (or for that matter community, personal or family) future that incorporates more and more of what is excellent by designing solutions and opportunities that build on what is already working.

The basic process of AI engages a group to begin with a grounded observation of the “best of what is’ then through vision and logic to collaboratively envision ‘what might be’ and ‘what can be.’ AI depends on the art of asking question(s) of the group that have the potential to strengthen the system’s ability to notice and build toward a meaningful future.

Looking for what works is not about rose-colored glasses and sugar coated lip service to challenges. Problems are real and successful solutions need to be uncovered and implemented. What’s different in the AI process, though, is approach: instead of trying to find great answers by understanding the problem better, AI suggests that by redirecting group thinking from what doesn’t work to what does there is an amazing opportunity to capture new ideas and build unexpected solutions.


The framing question, in AI lingo the Affirmative Topic, that the group explores is the most critical component to a successful AI inquiry. The Affirmative Topic absolutely shapes the process. It becomes the touchstone. Depending on the question the group asks itself, the outcomes will be quite different.
Notice the different impacts created by the following pairs of questions:

• How to we halt sexual harassment in our workplace
  versus
  How do we create the highest quality cross-gender leadership in our Workplace”
• How to we handle workplace discrimination
  versus
  How can we imagine and create inclusion?
• How can we meet our critical delivery deadlines consistently
  versus
  How can we create a production process that works seamlessly across all divisions?

You get the idea. The first question lacks compelling energy and does not excite a group to lean in and think differently and expansively. The second question creates an entirely new context for discussion, frequently dislodging ingrown thinking in favor of fresh ideas.

Selecting a powerful affirmative topic will get your group into lively and energized discussion by reframing a company, family or relationship ‘problem’ in a manner that allows stakeholders to let go of old thinking and step into an exploration of what is possible.

But choosing and exploring a topic is just the launch of a successful AI process. If you think your organization could benefit from an Appreciative Inquiry facilitation, please give me a call. If you’d like to know more about the process, I’ve included some resources below to get you started.

AI Commons:
There is a wealth of information about Appreciative Inquiry at the
“AI Commons”. You can access it at
http://appreciativeinquiry.cwru.edu/

Reading:
The Power of Appreciative Inquiry: A Practical Guide to Positive Change
by Diana Whitney and Amanda Trosten-Bloom

The best leaders of all, the people know not they exist.
They turn to each other and say ‘We did it ourselves.’
~ Zen Saying

Dina Silver, MCC, is the Principal of Pegasus Coaching Group.

I specialize in leadership coaching working with senior executives and their teams to create great leaders and high impact groups. I have enjoyed success working with technically proficient people who need guidance in developing the interpersonal skills that are essential to effective and compelling leadership.

My background in the entertainment industry as a feature film and interactive game producer effectively assists me in helping leaders develop powerful executive presence so that ideas and challenging initiatives are met with keen interest and excitement. In order to lead, people must be excited to follow!

I have enjoyed trusted advisor status with high performance individuals, teams and organizations, coaching in high tech, entertainment, banking, and marketing.

I hold a B.A. in United States History from Princeton University. I am a Master Certified Coach (MCC) and hold my credentialing through the International Coach Federation. In addition, I am certified in a range of assessment tools including DISC and PIAV, and am an active member of Professional Coaches and Mentors Association (PCMA) and the International Coach Federation (ICF). I am married, have two teenage kids, two fat black cats and live in Santa Monica, CA.

If you are interested in learning more about how my work may be of value to you and your organization, please get in touch. I am happy to offer interested prospects a complimentary and confidential half hour coaching session so you can take me and coaching for a test drive.