--- topic: [[Changing]] people: #people/karienhenrico created: 2023-01-27 --- *Making sustainable change through finding what works and amplifying those features rather than deficit-based view of an organization.* This reminds me of when there's an emergency looking for what resources you already have instead of trying to create new resources. It acknowledges that [[the answers you get come from the questions you ask]], or [[you amplify what you focus on]]. It's kind of like harnessing the power of [[positive deviance]]. This is related to the [[Safety I and Safety II]] movement, moving the focus away from only bad cases, to studying both the positive and negative contributors to safety. "Appreciative Inquiry looks at organizational issues, challenges, and concerns in a significantly different way. Instead of focusing on problems, organizational members first discover what is working particularly well in their organization. Then, instead of analyzing possible causes and solutions, they envision what it might be like if “the best of what is” occurred more why does it matter." (Coghlan, 2003) This matters because [[appreciation balances our negative tilt]], humans and physicians especially, can be focused on the negative, which has the unintended consequence of exacerbating the sense of negativity, which can augment an [[emotional contagion]] around burnout. By focusing our [[Inquiry]] on the appreciation, we can identify what works, and move sustainably towards augmenting that. ##### What would the opposite argument be? This approach glosses over our problems, which are real, in favor of just putting on some rose colored glasses. %% tags: #note/idea | #on/appreciation | #on/inquiry | #on/leadership | #on/wellness %% ##### Sources: Coghlan, A. T., Preskill, H., & Tzavaras Catsambas, T. (2003). An overview of appreciative inquiry in evaluation. _New Directions for Evaluation_, _2003_(100), 5–22. [https://doi.org/10.1002/ev.96](https://doi.org/10.1002/ev.96) Loty, J. (2014). The Power of Appreciative Inquiry: A Practical Guide to Positive Change. _Performance Improvement_, _53_(8), 45–48. [https://doi.org/10.1002/pfi.21433](https://doi.org/10.1002/pfi.21433)