Facilitation method with explicit limits
Appreciative Inquiry explores conditions that enable a system at its best, then uses those stories as evidence for a desired future and practical experiments. It should expand the evidence, not silence pain, risk, or dissent.
Use strengths-oriented inquiry when a group needs energy, shared possibility, and evidence from moments that already worked. Pair it with direct problem, risk, and power analysis when harm, failure, safety, accountability, or inequity must be addressed rather than positively reframed.
These examples support only the activity and outcome described on the linked case page. They are not a claim that the method caused every reported result.
The published case names High Dream/Low Dream, reconnection to purpose, team agreements, visioning, and an appreciation loop. It supports those activities; it does not claim a complete Appreciative Inquiry cycle.
Read the case evidenceThe published case uses employee evidence, peak-performance stories, visioning, purpose and values design, then connects the output to OKRs.
Read the case evidenceThe linked cases support strengths-oriented stories, visioning, appreciation, and future design in those engagements. They do not prove that every activity was a formal Appreciative Inquiry intervention or that positive inquiry caused the reported outcomes. Serious harm, safety, employment, legal, clinical, and governance issues require the appropriate qualified process.
Tell us what the group is trying to build and what cannot be positively reframed away. We will design an inquiry that preserves both possibility and accountability.
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