A source that I am finding to be useful is an article from Forbes-

https://www.forbes.com/sites/forbescommunicationscouncil/2021/01/25/appreciative-inquiry-getting-more-of-the-good-stuff/?sh=5de380116fd9. I appreciate that the article was written after the pandemic began and takes the massive challenges of all organizations in account.

The difference between a problem-centered approach compared to a strengths-based approach is a focus on something that is working or positive rather than only the problem or deficit in the organization.  We can transform and grow from what is already working well and grow from there.  This encourages us to use a positive lens to move into the future and change into what we want to be rather than only solving things that are not working well.

 

 

Utilizing a dialogic vs. diagnostic approach to gaining insight often leads to more positive outcomes in terms of client engagement and accountability. The dialogic approach “focuses more on possibilities than problems” (Block, 2011, p. 159) and how organizations can learn from what is working well to leverage their strengths. Rather than diagnose the problem as a third-party consultant, we can engage the “whole system” in a process of discovery that generates insight that can lead to more transformational change.

As indicated in the Appreciative Inquiry YouTube video by Jon Townsin (July 12, 2013), when we take a problem-based approach “after a while a deficit-based view saps energy, motivation, and goodwill from our people. The very qualities we need if we are to improve our organisations!” Whereas Block (2011) suggests that focusing on possibilities and capacities may be more effective at engaging people’s hearts and spirits than a problem-solving orientation (pp. 184-185). David Coopperider (YouTube, Sept 1, 2011) supports this idea in stating that “leading change is all about strengths. That’s all. It has nothing to do with weaknesses.” 

Generating insight using a process such as Appreciative Inquiry has the potential to engage people to share ideas, which leads them to feel more invested in the process, and thus the outcome. It can lead an organization to act in different ways than simply being told “here is the problem, and how to fix it.” Employee engagement in organizational change processes and decision-making leads to greater commitment and enhanced performance as well, as we have learned through previous courses.

Marcus Buckingham (YouTube, November 29, 2017) supports this idea that focusing on and engaging strengths leads to more positive outcomes, such as higher productivity, higher customer satisfaction, and higher employee retention. If part of the process of discovery includes examining how teams are being managed and lead, then asking employees “At work, do you have an opportunity to use your strengths every day?” (Buckingham, November 29, 2017) could be quite useful to generating insight as to what may need to be changed or improved within the organization. As Block (2011) suggests, inquiring about the organization and employee’s experiences and actively listening to what they have to say can generate insight that will lead to action.

Block, P. (2011). Flawless Consulting, A Guide to Getting Your Expertise Used. 3rd ed. San Francisco, CA: Jossey- Bass & Pfeiffer. 

Buckingham, M. (2017, November 29). Business Case for Strengths (short). YouTube. [VIDEO]. Retrieved from: https://www.youtube.com/watch?v=uJHhoFMtm3E

TheDruckerSchool. (2011, September 1). Appreciative Inquiry: A Conversation with David Cooperrider. YouTube. [VIDEO]. Retrieved from: https://www.youtube.com/watch?v=3JDfr6KGV-k

Townsin, J. (2013, July 12). Appreciative Inquiry. YouTube. [VIDEO]. Retrieved from: https://www.youtube.com/watch?v=QzW22wwh1J4

https://cvdl.ben.edu/blog/what-is-appreciative-inquiry/

I was very interested in the story of the Sternin’s work in Vietnam and their gift based approach called “positive deviancy.” I found this youtube video of Monique Sternin’s TEDxTalk on the subject, which tells the story succinctly, in her own words. 

The Sternin’s realized that they could not import western solutions to remote villages in Vietnam. Instead of looking at the reasons for the children who were malnourished and their parents, the Sternins focused on finding “existing solutions and the people who have them”, which in their case were very poor families, whose children were not malnourished (TedXTalks, 2014). This is what the strengths based approach does, finds what is working now within the organization or community and lets those internal members find ways to replicate their success with their neighbors or colleagues. 

Alternatively, with a problem centered approach, the Sternins might have focused on the families and children with malnourishment who do not eat the locally available protein because it is considered taboo, and they might never land on the cheap, accessible solution already working in the home next door. 

The research approach:

The action approach:

These distinctions in approach may be overly polarized, but you must know that your objective is action, not understanding.  When your objective is action, you need to concentrate on four things beyond the technical considerations.  One is to keep simplifying and narrowing and reducing your study so it focuses more and more on the next steps the client can take.  Second is to use everyday language.  The words you use should help the transfer of information, not hinder it.  Third is to give a great deal of attention to your relationship with the client.  Include the client at every opportunity in deciding how to proceed.  Deal with resistance as it arises, even if it doesn’t have impact on your results.  Last is to treat data on how the client organization is functioning as valid and relevant information.  Also assess how the problem you are studying is being managed.  These four competencies affect how your expertise gets utilized.  They take your technical skill and problem-analyzing, problem-solving abilities as givens.  This action orientation makes the assumption that client readiness to accept your input is as important to discovery as the technical analysis of the problem to be solved (Block, 2011).

Here is a useful resource that explains the strengths-based approach to consultation.

http://www.dianekinsella.com/strengths-based-consulting.html

 

3. Share a useful resource in the third part of this discussion post that helps explain asset-based, strengths-based, or appreciative inquiry approaches to consultation. These can be articles, videos, podcasts, or other credible resources.  Explain the difference between a problem-centered approach compared to a strengths-based approach.   Read all posts.

 

I did a search on asset-based approach and discovered this link on LinkedIn:

 

Strength-based approach: “Instead of looking at what is wrong, at deficiencies, we look at what is working…” (Block p. 159).

 

Problem-centered approach: focusing on the problems and create solutions solely based on those problems.

Stratton-Berkessel, R. (2020, May 14) Appreciative Inquiry – Overview of Method, Principles, and Applications. Positivity Strategist. Retrieved from: https://positivitystrategist.com/appreciative-inquiry/

A problem centered approach focuses on the negative and fixing people, processes, and issues. A strengths-based approach focuses on what is going well, what are the positives, and how we can build on those positives to create even more success. People react better to positives. It affects their whole demeanor and willingness to engage, work harder and do better. If always focusing on the problems and negatives, this in turn will get into people’s heads and will demotivate them from doing better, and working harder, for fear that they have less of a chance to succeed. They may also spend too much time trying to fix or enhance weaknesses, most of which will never end up becoming strengths. In general, a strengths-based approach coupled with a growth mindset, is better and is a strong combination for positive focused success.

 

The emphasis on action and utilization has implications for the discovery approach. The consultant may be an expert on the subject, but that has little meaning if he or she cannot get their expertise used. Targeting their recommendations relevant to the project, condensing the data into a limited number of issues, and involving the client in interpreting the data in the discovery phase encourages change buy-in and creates action.  

 

A problem analysis approach drills down to find the root cause of the issue and diagnose it, and by doing so, it changes the mindset. Block notes there has been an emergence of a different way of thinking. A strength-based approach focuses on what is working well, and by doing so, it also changes the mindset. Both approaches solve issues but use a different lens to view the solutions.  

 

When a business finds opportunities to complement and support existing strengths, that strength will become its competitive advantage. The strength-based approach is a paradigm shift that focuses on possibilities and capacity, exploring what can be as opposed to what cannot. According to Peter Druker, “The task of leadership is to create an alignment of strengths in ways that makes a system's weaknesses irrelevant" (The Druker School, 2011).

 

This blog and infographic provides an overview of Appreciative Inquiry- Appreciative Inquiry - Processes, Applications and Examples (positivitystrategist.com)

“Appreciative Inquiry: A Conversation with David Cooperrider.” TheDruckerSchool, 1 Sept. 2011, youtu.be/3JDfr6KGV-k. 

 

Block, P. (2011). Flawless Consulting: A Guide to Getting Your Expertise Used. San Francisco, CA: Jossey- Bass & Pfeiffer. 

 

Stratton-Berkessel, R. (May 14, 2020).  Appreciative Inquiry - Processes, Applications, and Examples. https://positivitystrategist.com/appreciative-inquiry/

I enjoyed humor around this subject from Jane Bavineau - in her Youtube about "A Skeptic's Guide to Appreciative Inquiry" https://www.youtube.com/watch?v=UfUm-6K1DRA

3)  Share a useful resource in the third part of this discussion post that helps explain asset-based, strengths-based, or appreciative inquiry approaches consultation.  These can be articles, videos, podcasts, or other credible resources. You will not need to respond to other posts during this module, but take time to read what others have posted.

Generating insight gives the consultant that 1000-foot view that allows them to see all the moving pieces and where they all might or might not fit. Only with this puzzle, the consultant can eliminate or create components to complete or totally wipe the slate clean. When the consultant has the insight (in my opinion) they can create the actions needed.

My search for this section was for Asset-based Consulting:

3a) https://stafiz.com/what-is-asset-based-consulting/

Explain the difference between a problem-centered approach compared to a strength-based approach.

3b)

Problem-centered approach focusses on the issues or problems and uses them to solve or find the resolution.  

 Strengths-based approach focuses on the strengths which focuses on an individuals’ self-determination and strengths. This type of approach builds on the client’s strengths, specifically seeing them as resourceful and resilient when they are in adverse conditions, this is usually client led.

Reference

Johnstone, M. (2020, April 3). What do you call a person who Does JIGSAW PUZZLES? https://www.puzzlehour.com/2020/04/what-call-person-jigsaw-puzzles.html.

4) Explain the difference between a problem-centered approach compared to a strengths-based approach.

Below is a link to a video that dives a touch deeper into a strength based approach.

Overall, a problem-centered approach focuses on the issues you see while a strengths-based approach focuses on possibilites and strengths of an organization.