The Heart of Appreciative Inquiry
by Jackie Stavros and John Sutherland

Summary: The origins of strategy are deeply rooted in our warfare history. Current strategic models and thinking have a bias towards ‘killing off the competition’. Even if this was appropriate in the past, it is inappropriate now in our interconnected world, where the idea of ‘us and them’ only serves to increase conflict. We need to choose a new heart for strategy – one that is consistent with the principles and spirit of Appreciative Inquiry (AI).
This article explores the development of strategy from the battlefields of war to the boardrooms of our client organisations. It shows how the current warfare mindset has stayed in place despite many years of new thinking and writing. It considers the implication, begins to explore what an Appreciative Strategy might look like and sound like, and introduces practical tools for use in strategic consulting.

Strategic Inquiry > Appreciative Intent: Inspiration to SOAR: A New Framework for Strategic Planning
by Jacqueline Stavros, David Cooperrider & D. Lynn Kelley

Summary: the corporate mantra over the past couple of decades has been: change, change, and change. While change is inevitable no one has ever advocated change for the sake of change. So don't. Instead, change with purpose. Decide what you are going to be - the best, the most customer service oriented, the friendliest, the most profitable - whatever it might be and then don't begrudge your weaknesses but celebrate what you do well. The unconditional strategic inquiry into strengths and opportunities is the quest. The SOAR framework is an exciting breakthrough and a new way of thinking about strategic planning. Just as AI has brought a bold new approach to the field of organizational development and change, SOAR offers a break from the tradition deficit based planning process. It is, quite literally, the inspiration to SOAR.

Strategic Planning when you Can't Plan
by Deborah Morris and Eileen Dowse

Summary: This is a case study of two AI facilitators who compressed a lot of ideas and experiences into an Appreciative Inquiry and Strategy workshop designed for human resource professional and consultants.

Crafting an Appreciative Environment
by John Sutherland

Summary: This case study reports on the usefulness of mentoring a new Managing Director (MD) through the development and implementation of appreciative strategy. It also reports on the use of an appreciative alternative to the SWOT analysis, Sutherland’s 4 P’s, in developing a strategic formulation.

Mapping Strategic Pathways to Inspiration
by Sallie Lee

Summary: This case study highlights the usefulness of a detailed analysis of ‘where we have come from’ with an prospective on ‘where we might be going to’ in generating a five year vision. A ‘writer’ was engaged to eloquently capture the dialogue.

Summary: The opportunity to conduct a second summit in the same organization is a luxury that holds many potential lessons about the evolution of organization change. During the last two years, we have seen dramatic results as the Navy has used AI to develop and promote positive change. One of our most exciting and promising cases is our work with the Navy Information Professional (IP) Community, where two summits were conducted over a ten month span.

Creating the “Partnership for Positive Change”: HIV/AIDS Strategy Development in Ethiopia
by Ada Jo Mann and Tony Silbert

Summary: This case study documents the journey taken by the US Agency for International Development (USAID) in Ethiopia to create the "Partnership for Positive Change" which, through the use of Appreciative Inquiry (AI), engaged approximately 200 stakeholders from across the country in developing a comprehensive strategy for the HIV/AIDS sector. USAID's work supports long-term and equitable economic growth and advances U.S. foreign policy objectives by supporting economic growth, agriculture and trade, global health, democracy, conflict prevention, and humanitarian assistance.