Two key instruments used in the study were i. Appreciative enquiry and ii. The power cube. This annex provides more information on these.
i. Appreciative inquiry is based on the assumption that the questions asked tend to focus our attention in a particular direction. Many methods of assessing a situation and then proposing solutions are based on a deficiency model (“What are the problems?”, “What’s wrong?”, “What needs to be fixed?”, and “what are the challenges?” Appreciative Inquiry takes an alternative approach. “asset-based approach” and starts with the belief that every organisation, individual and programme has positive aspects that can be built upon. It asks questions like “What’s working well?”, “What’s good about what you are currently doing?” The appreciative mode of inquiry often relies on interviews and discussions to qualitatively understand the organisation’ or programmes strengths by looking at its experience and its potential; the objective is to elucidate the assets and personal motivations that are its strengths.
|Problem Solving||Appreciative inquiry|
|Felt need, identification of problem(s)||Appreciating, valuing the Best of What Is|
|Analysis of causes||Envisioning what might be|
|Analysis of possible solutions||Engaging in dialogue about what should be|
|Action planning (treatment)||Innovating, what will be|
ii. The power cube (Gaventa, 2003)
Helps in understanding how power operates, how different interests can be marginalised from decision making and strategies needed to increase inclusion and to think through what strategies are needed to increase inclusion.
|Spaces||How arenas of power are created|
|Power||The degree of visibility of power|
|Places||The levels and places of engagement|