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Appreciative Intelligence
6.1 Definition and Theory
Tojo Thatchenkery and Carol Metzker (2006) introduced the concept in their book Appreciative Intelligence: Seeing the Mighty Oak in the Acorn. They defined Appreciative Intelligence as:
"The ability to see the positive inherent generative potential of a current situation and to act on that perception."
It has three core components:
- Reframing: Seeing a situation from a different angle — not wishful thinking but a cognitive shift in perspective
- Appreciating the positive: Identifying what is working rather than what is failing
- Seeing how the future unfolds from the present: Recognising the seeds of the future in present conditions
6.2 Relationship to Appreciative Inquiry
Appreciative Intelligence draws on Appreciative Inquiry (AI) — a method of organisational development developed by David Cooperrider and Suresh Srivastva (1987) at Case Western Reserve University. The 4-D Cycle of Appreciative Inquiry:
- Discovery: What gives life to the organisation at its best?
- Dream: What could be?
- Design: What should be?
- Destiny: How to create what will be?
Leaders with high Appreciative Intelligence see crises as opportunities and inspire teams even in resource-constrained environments — a critical trait for public administrators managing scarcity.