Appreciative Inquiry (AI), the signature change strategy of the GEM Initiative, is commonly defined as the "art of discovering and valuing those factors that give life to an organization, community, or group." As a capacity-building approach, Appreciative Inquiry supports innovation and change by translating images of possibility into reality and beliefs into practice.

Application of Appreciative Inquiry involves a framework of four interrelated steps, collectively known as the 4-D Model:

A dynamic process of continuous change, the 4-D Model has been adapted and applied to myriad settings in many countries around the world. Through the work of the GEM Initiative, the model has been used by private voluntary organizations (PVOs) and nongovernmental organizations (NGOs) alike as an approach to bring about strategic change, as a process for building authentic organizational partnerships, and as a framework for creating organizational, transboundary networks. This article describes the use of the 4-D Model in each of these three applications.

In the Organizational Excellence program application, PVO and NGO management teams participate in an organization-wide process of strategic change. During the preparation period, a representative team from the organization creates a customized interview guide that will be widely used throughout the organization and among its stakeholders. This interview guide is then used by the core team to gather stories or data during the

Discovery phase of the 4-D model. In this phase the stories are shared to identify common themes. Next, during the Dream phase, these common themes serve as a launching pad for creating powerful future visions of the organization that can be articulated in possibility statements. It is during the Design phase that a new social architecture is created, combining the best of the past with the shared vision of the future. Finally, through the Delivery phase, processes for system-wide learning and innovation are introduced and nurtured.

In the AI model for Building Partnership, the 4-D framework follows a path similar to that for strategic change; this time, however, the focus is on inter-organizational excellence. Now, the purpose of the process is to create dynamic relationships that grow out of a shared vision and authentic dialogue. During the

Discovery phase, partners inquire into what gives life to their partnership, looking especially for what each of the partners uniquely brings to the partnership. In the Dream phase, the focus rests upon creating a shared vision by dreaming together the impact this partnership can have on the partners’ joint enterprises. It is through the Design phase that decisions are jointly made about how the partners will operate together and what the implications are for change in each of their organizations. Then, again, the Delivery phase becomes a time for reflection, adjustment, and innovation as the partnership seeks to learn and grow together.

The third application of the 4-D Model involves the creation of a "network" of organizations. A group of NGOs from three neighboring countries wanted to explore the potential for forming a network in order to build each other’s technical and organizational capacity. The organizations had heard about Appreciative Inquiry and asked GEM for assistance. In this particular instance, the 4-D Model was used both to help these organizations decide whether they wanted to form a network and to then design and launch it.

During the Discovery phase of an endeavor such as the one described above, organizations inquire into the qualities that are found in effective networking and examine their individual hopes for forming such a network. In the Dream phase, they incorporate their findings from the inquiry as they move together to envision the "ideal" network. At this point the organizations make their go/no-go decision. If they decide in the affirmative, the Design phase represents an opportunity to create a network charter, which would include such aspects as purpose, principles, structure, membership, etc. Finally, during the Delivery phase, the network is launched and joint activities begin.

In three examples—bringing about strategic change, building partnerships, and creating networks—one sees the amazing flexibility and adaptability of the 4-D Model. It has been used as well in employee performance evaluation, with village development committees, and in program assessment, to name but a few other applications. We know there are many more possibilities still to be discovered.