Appreciative Inquiry: Provocative Propositions

Purpose

Provocative Propositions (also called Design Statements or Possibility Statements) are the bridge between dreaming and doing in Appreciative Inquiry. They are bold declarations written in present tense that describe the organization as if the dream has already been realized. Well-crafted propositions stretch the status quo while remaining grounded in the positive core, creating a magnetic pull toward the desired future.

At a glance

How to run

1. Review inputs (5 min). Post the Dream themes and Positive Core map visibly. Remind groups: propositions must be rooted in both.
2. Introduce the format (5 min). A provocative proposition is: written in present tense, bold but achievable, grounded in the positive core, desired by the group, and stretches the status quo. Share 1–2 examples.
3. Draft propositions (15 min). Each group drafts 1–2 propositions for their chosen theme. Use the formula: "[Organization] is [vivid description of the ideal state] because [connection to positive core]."
4. Peer review (10 min). Groups swap propositions and test: Is it bold enough? Is it present tense? Is it grounded? Is it specific? Give written feedback.
5. Refine and finalize (5 min). Groups incorporate feedback and polish their propositions.
6. Share and select (5 min). All propositions are posted. The whole group dot-votes on the ones that most energize them for the Destiny phase.

Materials needed

• Dream themes and Positive Core map posted on walls
• Flip chart paper and markers per group
• Example propositions printed as handouts
• Peer review checklist
• Dot stickers for voting

Pitfalls & common mistakes

• Writing in future tense. "We will be..." is a goal. "We are..." is a proposition. The present tense creates psychological ownership.
• Too vague. "We are a great place to work" says nothing. "Every new hire is paired with a mentor in their first week and reports feeling supported by day 30" is a proposition.
• Not grounded in the positive core. Propositions disconnected from existing strengths feel like fantasy.
• Too many propositions. Quality over quantity — 3–5 excellent propositions are better than 15 mediocre ones.

Inclusion & accessibility

• Offer examples from diverse organizational contexts so all groups can relate.
• Allow verbal drafting for groups that prefer speaking over writing.
• Ensure posted propositions are in large, readable text.
• Provide translation support if the group is multilingual.

Variations

• Solo then group: Each person writes one proposition alone before group synthesis.
• Proposition gallery: Post all propositions and do a silent gallery walk with written comments before voting.
• Stakeholder test: Invite external stakeholders (customers, partners) to react to draft propositions.

When NOT to use this

• When the group has not completed Discovery and Dream — propositions without foundation feel hollow.
• When there is pressure to "just decide" — propositions need iterative crafting, not speed.
• When the propositions will not be actioned — creating beautiful statements that sit in a drawer is worse than not creating them.

Source & further reading

• Cooperrider, D. L. & Whitney, D. (2005). *Appreciative Inquiry: A Positive Revolution in Change*. Berrett-Koehler.
• Hammond, S. A. (2013). *The Thin Book of Appreciative Inquiry*. Thin Book Publishing.
• Watkins, J. M., Mohr, B. J., & Kelly, R. (2011). *Appreciative Inquiry: Change at the Speed of Imagination*. 2nd ed. Pfeiffer.