I’ve been there many times. I’m sure you have too. It’s that moment in a meeting where you just no things are about to spiral. A conversation has been going back and forth (usually with no sense of any progress or resolution) and you can sense that it is about to take a turn for the worse.
This particular meeting was no different. Until it was. See, it was at this meeting several years ago where I thought, “Wow, this could really work!” There may be something to this Appreciative Inquiry thing where it is more than something that seems great, but that it also could work.
Let me back up. One of the core principles of Appreciative Inquiry is what we refer to as the simultaneity principle. The simultaneity principle says that change happens the moment we ask the question. And that is what happened on that day right in front of my eyes.
I was in a brainstorming meeting with a leadership team that had been working together for years. We were discussing some weaknesses and shortcomings and then… right there… I knew it. We were at that moment. It was about to spiral out of control. I could feel it. I could sense it. And I’m pretty sure everyone else felt the same way.
Now I had been thinking about Appreciative Inquiry and a key idea in AI is that of reframing. One way to reframe a conversation is to ask about when the organization got it right instead of all the times they got it wrong. So in that moment, I took the leap. I stopped the conversation and I asked the group, “Ok, so we’ve gotten it wrong. But when did we get it right? What stories capture us doing it well?”
And that was it. Everything changed right there. I saw the simultaneity principle in action. With the asking of the question, change started. The rest of the day was different. Personas changed. The entire experience changed. People walked away excited and invigorated instead of deflated and beat down.
It was just one question. But it changed the rest of that day. And it was then, right there, that I realized that this Appreciative Inquiry thing really does work.