Appreciative Inquiry

Methods Monday: Appreciative Inquiry – Strengths-Based Change That Lasts

In my last blog post on strengths-based orientation, I wrote about why sustainable development begins where we make what is already working visible—rather than focusing exclusively on deficits. This is exactly where Appreciative Inquiry comes in.

This coaching approach invites us to consciously focus on what already works, gives strength, and creates meaning. Appreciative Inquiry is therefore not just a method, but a mindset: change emerges when we connect with what strengthens us.

In this Methods Monday, I show you how Appreciative Inquiry is structured, how I use the method in coaching, and why it is so closely connected to a strengths-based perspective.

What Is Appreciative Inquiry?

Appreciative Inquiry (AI) is a respectful, strengths-based approach to learning, development, and change—used in individual coaching, teams, and organizations.

Instead of analyzing problems, Appreciative Inquiry focuses on:

• successful experiences,

• existing strengths,

• resources and positive exceptions,

• meaning and what truly motivates people.

At its core, it is about making a different reality visible through consciously appreciative questions: one in which development emerges not from lack, but from abundance. This mindset directly aligns with the idea of strengths-based orientation: growth happens where people experience themselves as already effective.

Structure and Process: The 5-D Model

In practice, I often work with the 5-D cycle of Appreciative Inquiry. It provides structure and orientation for the process:

1. Definition – How will the project be conducted?At the beginning, the focus is clarified together: What is the topic? Who is involved? In what context does the process take place?

2. Discovery – Discovering what already works wellAttention is directed toward success stories, strengths, and resources. Key questions include: What already works well? When has it worked well before? What contributed to that success?

3. Dream – Envisioning what could beBuilding on what has been discovered, a future vision emerges: What does a desirable, meaningful future look like if we consistently develop our strengths? What do we wish for the future?

4. Design – Shaping what is neededNow it becomes concrete: Which structures, mindsets, and processes support this vision? What needs to be intentionally designed or changed?

5. Destiny (or Deliver) – Implementing and anchoringFinally, the focus is on concrete next steps: Who does what? How can the new approach stay alive and be embedded in everyday practice?

The cycle is not meant to be linear, but rather a living process of learning and development.

How It Works in Coaching

In coaching, I often use Appreciative Inquiry when clarity, motivation, or new perspectives are needed—especially during times of change.

Typically, we:

• start with narrative questions that bring successes and positive experiences to life,

• deepen these stories to identify strengths, values, and effective patterns,

• develop a coherent future vision from them,

• translate this vision into concrete, everyday actions.

Many coachees experience this process as relieving and empowering—because the focus shifts from “What’s wrong?” to “What already supports me?”

Practical Example

One coachee came with the desire to “arrive anew” professionally, but felt blocked by self-doubt.

In the Appreciative Inquiry process, we did not analyze the doubts. Instead, we collected situations in which she had experienced herself as competent, clear, and effective. From these stories, core strengths emerged: the ability to connect with others, clarity in communication, and joy in shaping and creating.

The future vision was not a radical new beginning, but a conscious further development based on these strengths. As a result, the next steps no longer felt heavy—but logical and achievable.

Why This Method Is So Effective

Appreciative Inquiry works because it puts into practice what I described in my blog on strengths-based orientation:

• People experience themselves as effective.

• Attention follows success—and amplifies it.

• Motivation arises from meaning and self-confidence rather than pressure.

• Change becomes emotionally accessible.

Strengths-based orientation is not “positive thinking,” but a conscious development strategy. Appreciative Inquiry makes this mindset tangible and experiential in coaching.

Who Is Appreciative Inquiry For?

• Individuals in professional or personal clarification processes,

• leaders who want to enable development,

• teams in phases of change or reflection,

• organizations that want to consciously shape their culture.

Conclusion

Appreciative Inquiry connects mindset and method: it invites us to begin development where strength already exists. Combined with a strengths-based perspective, it creates change that is sustainable—and feels aligned and authentic.

If you would like to use strengths-based orientation and Appreciative Inquiry for yourself, your team, or your organization, I would be happy to support you. 👉 You can find all the details at www.johannawegner.de.

Yours,

Johanna