# appreciative inquiry response Jethro Jones ## Assignment Directions Write a 1 paragraph to 1 page response that addresses: • What you agree with  • What you disagree with/have questions about • Your "Big Take Aways" from the article ## Assignment I trained ChatGPT to sound like me. After reading the article (see my highlights here), I asked [ChatGPT](https://chatgpt.com/share/67007550-2460-800f-b2ad-0f388fa3d593) to complete this assignment for me. I have spent a significant amount of time training ChatGPT to understand my nuances, beliefs and interests. # My Notes ###### ID 794701038 > Appreciating is about valuing the best in people, the root of their successes and the working parts of the world around us; affirming strengths, potentials, possibilities and capacities as well as making an effort to add value; edifying, prizing and esteeming the best of all that is around us – this is the “appreciative” part of appreciative inquiry. ([View Highlight](https://read.readwise.io/read/01j9cwxvpjzh2qvsezk1p9355j)) ###### ID 794701098 > inquire has entailed discovering, exploring and systematically searching to understand and appreciate the particular situations and successes. ([View Highlight](https://read.readwise.io/read/01j9cwyh1ytkm36j0ee9c2vnc6)) - Note: Their specific definition of inquiring ###### ID 794701169 > Reality is created in the moment, and there are multiple realities; ([View Highlight](https://read.readwise.io/read/01j9cx0bh4w22cqyzff51ktcc9)) - Note: There’s something about this in the education research qualitative methods class I’m taking right now ###### ID 794701208 > If we carry parts of the past forward, they should be what are best about the past; ([View Highlight](https://read.readwise.io/read/01j9cx19js7nagvkanzv6hy00d)) - Note: If you were to say that the learnings from the past are the best part of it, then I would agree here. But the part that they seem to leave out is that we only bring the good parts of the past.  ###### ID 794701821 > Of interest to organizational development and school improvement researchers and practitioners is the AI position that inquiry and change are simultaneous activities because inquiry intervenes, as people discover, learn, dialogue and construct (Watkins & Mohr, 2001; Cooperrider et al., 2000) ([View Highlight](https://read.readwise.io/read/01j9cx4kschc8azcqp617jjtyj)) - Note: I agree with this ###### ID 794702136 > electronic Delphi and a survey. ([View Highlight](https://read.readwise.io/read/01j9cxb5f2w23p2zeyp0j00qjz)) - Note: What is an electronic Delphi? [Here is more information](https://search.arc.net/R0pOUBzfFfPoKMZuAnXe) ###### ID 794702069 > A sixth study, using paired interviews with > Appreciative Inquiry questions, sought to find out from over 40 student leaders on several Canadian campuses, and just under 40 leader educators and leader employers how leadership and leadership development might best be conceived and operationalised in the context of higher education initiatives. ([View Highlight](https://read.readwise.io/read/01j9cx86xek9cj8wc7fj1srwyj)) - Note: Cross reference with Thirlby’s dissertation on Leadership Development ###### ID 794702342 > Each superintendent was given 15 minutes to respond to the questions with their colleague listening to their responses and then record the highlights from these interviews ([View Highlight](https://read.readwise.io/read/01j9cxgw081ver66pheatx7dhn)) - Note: This would be a great way to do a podcast related to appreciative inquiry. ###### ID 794704333 > (www.breakthroughsunlimited.com). ([View Highlight](https://read.readwise.io/read/01j9cxm4q1qs00w4331acfcvtw)) - Note: How disappointing. This web site doesn’t exist. What a shame. # ChatGPT’s response The article on Appreciative Inquiry (AI) presents an interesting and optimistic approach to leadership and organizational development, particularly within the context of education. Here’s a breakdown of my thoughts: ## What I Agree With: I strongly resonate with the article’s emphasis on focusing on the positive aspects of a system or organization to foster growth and development. The idea that people are more motivated by their own stories of success and the successes of those around them aligns well with the current trends in leadership, which encourage positive psychology and strengths-based approaches. The emphasis on creating a “generative” theory—one that looks forward to what is possible, rather than being stuck in the past—feels particularly powerful for leadership in education, where innovation is critical. ## What I Disagree With or Have Questions About: While the overall premise of Appreciative Inquiry is sound, I do wonder how it deals with serious systemic issues that require more than just a positive focus. The article does not delve deeply into how AI integrates with the harder, more uncomfortable truths that need addressing, such as inequity, burnout, or lack of resources, which are prevalent in education. Can focusing primarily on strengths inadvertently lead to avoidance of necessary but difficult conversations? Additionally, the approach assumes that all members of an organization are willing and able to engage in this positive discourse. How does AI address those who are resistant to change or entrenched in negative mindsets? ## Big Takeaways: • Power of Positivity: AI harnesses the power of positive reinforcement and success stories, which can energize teams and leaders. This strength-based approach not only highlights what is working but also fosters a culture of hope and possibility. • Leadership Development: The use of storytelling and reflective practice is a valuable tool for developing educational leaders, helping them reflect on past successes to guide future action. This has clear potential in creating more engaged and visionary leadership. • Collaborative Inquiry: The collaborative nature of AI, where leaders co-create meaning and solutions, is essential for modern educational systems, which thrive on teamwork and shared leadership. Overall, I appreciate how the article positions Appreciative Inquiry as a tool for fostering a more positive and innovative mindset within educational leadership. However, I would love to see a more nuanced approach that also addresses challenges and systemic issues within this framework.