I was asked to help another church address a growing conflict that revolved around a rapid increase in the number of youth group participants. This had created some distressing dynamics that were exacerbated by the group’s isolation from the rest of the congregation, plus poor communication among three related sub-groups: the youth, their advisors and other adult leaders in the church. I asked that handful of representatives from each sub-group (17 total) to come together one evening for a two-hour session that I designed and facilitated, using my basic awareness of Appreciative Inquiry techniques and philosophy. I have some background in youth ministry, which gave me enough credibility to be asked in, but this expertise actually had little to do with most of the event, until the very end. The minister and director of Religious Education, who both attended, had prepped me about the problematic circumstances that gave rise to the need for this consultation. Here’s what I had the group do: After introducing myself, I suggested a “check-in” that invited each to briefly describe some “snapshot” of church life in the past year that had been a highlight for them. I then led them through a “Fishbowl” process. Each sub-group, in turn, sat with me in an inner circle and spoke only to each other and me, answering a question I had prepared. Each time the outer circle remained silent and still, visible witnesses to the inner circle’s conversation. The question for all three sub-groups was the same: In your experience, when the Youth Group has functioned at its best, its most effective, its most fulfilling—what did that look like? I started with the youth sub-group, followed by the advisors, then the other church leaders, about 15 minutes for each circle. With a bit of continued prompting (mostly at first to establish the pattern), each person in each group contributed some piece of the picture of a powerful youth ministry (that had grown in numbers because it was successful). At this point, we were now one hour into the meeting, and this was as much as I had planned ahead of time. As the groups responded to the Fishbowl question, and I sensed the mood and energy of the whole group, I formulated the next steps. With everyone back in one big circle, I then suggested that, as they had all witnessed two other groups answering the question, the chances were pretty good that each listener had heard at least one comment that was uplifting or encouraging to them. So I invited them to speak to that person by name and affirm what they had heard and explain why it had been important for them to hear it. This was a significant thrust into fence-mending and relationship-building, as individuals were very willing to describe various insights and perspectives that had stirred them. However, I prevented responses from the persons named, who just got to hear how something they said had helped someone from one of the other groups feel encouraged. It moved along quickly and many voices were able to speak. Many heartfelt connections appeared to be made. After about 20 minutes of this, I asked them to think about what they’d heard and felt so far and then to make a personal statement to the group, using this fill-in-the-blank form: “From here, I will…” (Could be something they’re already doing, or a new step, etc.) This question was posed on the assumption that most people are not likely to declare that they will now go do something negative. Sure enough, a lot of very powerfully positive commitment statements emerged (although I was careful not to use the word “commitment” in my directions). After 20 minutes of these declarations, I finally offered a few of my own general hints about group dynamics and some specific notes on the Appreciative Inquiry process, and then finished (early!) with a circle exercise that demonstrated our connectedness. Upon closing, the mood seemed almost euphoric, as many eager conversations began immediately, building on the connections started during the sequence of conversational exercises—which never once attempted to either define or solve any “problems.” Nevertheless, most of the difficult issues I had been told about had been addressed and seemed well on the way toward healthy adjustment.