Preface

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One doesn’t discover new lands without consenting
to lose sight of the shore for a very long time.
—André Gide (1869–1951)

There was something unique about the way I (Tojo Thatchenkery) approached seminar discussions in the doctoral program in organizational behavior at Case Western Reserve University during my student days. Having grown up in a different cultural setting, I was very good at “constructive criticism,” which I understood as pointing out holes in my classmates’ arguments. With the best intentions, I happily highlighted what was missing in their presentations. When my turn came to do a seminar, however, it was pay back time! I got a taste of my own medicine! That was the first time I experienced the powerful differences in individual ability to bring out the best (or the opposite) in others.

A few years later (the late 1990s) I got absorbed in understanding the phenomenal growth of information technology–related entrepre-neurialism in the Silicon Valley and the rest of America. I came across entrepreneurs who had a unique ability to recognize hidden talent in individuals and seize business opportunities in the market. These individuals also knew how to put the pieces together to make their vision a reality. Having trained in the field of psychology and been mentored by faculty who created the Appreciative Inquiry methodology, I began to see an Appreciative Intelligence in these entrepreneurs. I believed they have xvian ability or capacity to reframe reality to bring out the best from others and the environment. Once I conceptualized this notion of Appreciative Intelligence, it was easy to see how it differed from other types of intelligences and abilities. This book, co-authored with Carol Metzker, says it all and more.

Someone asked us recently whether people really need to know about another type of intelligence. It was an interesting and unusual question that seemed analogous to the question, “If a botanist sees that a new plant has popped up in the garden, should he or she look at it?” The short answer is yes. Why not?

There is also a longer answer. Using the metaphor of the plant, we believe better questions might be: What is the plant? What role is it serving in the garden? Is it a weed that will use up the soil’s nutrients or block important crops from getting sunlight? Or is it like a legume that puts nutrients back into the soil, or an herb that acts as a natural insect repellent for itself and the surrounding plants? What are its characteristics? Does it bear fruit that is edible by humans, or does it have a bloom that is lovely to look at? Has anyone identified it before? How does it grow? Where else might we find it growing naturally? Can we transplant it or grow more? How can we fertilize it, cultivate it, and apply it? What will change if we do nothing, and what will change if we do something?

Likewise, these are better questions to ask about a new intelligence, specifically Appreciative Intelligence. They are also questions that we have begun to answer. We have identified Appreciative Intelligence, named it, learned to recognize it and described it. We have determined that it is useful—it leads to innovation and success. We provide other people with the tools to recognize it, describe it, apply it, and cultivate it. Now, using techniques laid out in this book, you, the readers, have the opportunity to explore your own Appreciative Intelligence, look for it in people around you, nurture it, enhance it, and use it for personal and organizational success.

Success comes in all shapes and sizes, just like the people who create it. It can be defined as any or all of the following: financial well-being; healthy personal and professional relationships; effective leadership; ability to achieve goals; ability to bring out the best in others at work and at home; social status or recognition and personal fulfillment. Appreciative xviiIntelligence: Seeing the Mighty Oak in the Acorn provides real-world stories about a variety of successful people and their winning ventures, the secrets behind their innovation and leadership, and concrete steps for you to take to create your own success. Regardless of your definition of success, this book could make a difference in the possibilities you see today for the future that is rushing up to greet you.

For individuals, this book offers a myriad of possibilities. Developing and enhancing your Appreciative Intelligence could mean that you learn how to reframe situations for better negotiating or solving problems in a creative way. You may begin to lead more effectively or to see innovative solutions. You might find that you are less often involved in situations of blaming or finger pointing and more often involved in getting what you want or where you want to go. You may find yourself bringing out the best in others; finding happiness, appreciation, or fulfillment where you hadn’t before; or seeing connections you had never noticed.

Although Appreciative Intelligence is an individual ability, it significantly affects groups and organizations because they are composed of individuals. For businesses, applying Appreciative Intelligence can lead to a competitive advantage: creative solutions, new products, ability to achieve goals, and a better work environment that leads to productive and satisfied organization members and higher member retention, all which eventually affect the financial bottom line. For teachers, families, and caregivers, applying Appreciative Intelligence could have a profound effect on the next generation. This book provides examples and approaches to help children find their talents and strengths. As one of the leaders cited in this book suggests, our task is not simply to be “nice” to young people; it is to provide them with an environment where they can have real successes to learn and to build real self-esteem and the conviction that their actions matter.

For policy makers and government agencies this book provides a new context to understand the significance of their contribution. By resisting the temptation to define public policy challenges as crises or irresolvable problems, government agencies and policy makers can do something different. They can reframe the challenges as opportunities, look for possibilities that are inherent in the system but not yet recognized or tapped, and build on the collective good of the citizenry.

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In the same way that individuals have an impact on organizations, organizations have an impact on society. By applying Appreciative Intelligence to create thriving businesses and organizations, more effective schools, better leaders, solid connections between groups, and healthier relationships among people, we build stronger communities and a healthier economy. In short, we build a better future.

Appreciative Intelligence: Seeing the Mighty Oak in the Acorn is written to guide you through what Appreciative Intelligence is, how it affects our lives, and how it can be used to change the future. Chapters 1 through 3 introduce the construct of Appreciative Intelligence, its components, and its ensuing qualities. Chapters 4 through 6 provide details about its components. Chapter 7 discusses the results of Appreciative Intelligence at work. Chapter 8 lays out steps to identify and enhance your personal Appreciative Intelligence for your own success and personal fulfillment. Chapters 9 and 10 discuss details of our methodology and the psychology and social cognitive neuroscience studies that we use to make a case for Appreciative Intelligence. The eleventh and final chapter discusses the implications of Appreciative Intelligence and provides initial steps for moving forward after reading the book.

We invite you to read this book and realize something you have always known but did not quite know to how to articulate: the power of your own Appreciative Intelligence in making a positive difference in your life, the lives of others, groups, organizations, and communities around you.