Appreciative Inquiry: A Positive Revolution of Change

Abstract

Inquiry: A Positive Revolution of David L. Cooperrider and Diane Whitney Berrett-Kohler Publishers, Inc. (2005) 80 pages, Paperback, $8.76 Reviewed by: Bahaudin G. Mujtaba Nova Southeastern University David L. Cooperrider and Diana Whitney (2005), in the book titled Appreciative Inquiry: A Positive Revolution in Change state that Inquiry (AI), as a tool, can serve as the basis for standardized transformation and change within any Once it is apparent to all individuals that change is needed then a formal tool such as Inquiry can be very effective to bring about the needed changes. Inquiry (AI) is an organizational transformation tool that focuses on learning from past and current successes as opposed to focusing on deficits and problems. According to Cooperrider and Whitney (2005), Appreciative Inquiry is the cooperative, coevolutionary search for the best in people, their organizations, and the world around them (p. 8). Cooperrider and Whitney further imply that AI includes a discovering process of what gives to organizations and communities. Using AI, managers can begin the change process with a rigorous, organization-wide search, discovery and analysis of the or the root cause of success analysis. Cooperrider and Whitney define positive change as Any form of organization change, redesign, or planning that begins with a comprehensive inquiry, analysis, dialogue of an organization's positive core, that involves multiple stakeholders, and then links this knowledge to the organization's strategic change agenda and priorities (2005, p. 12). According to Cooperrider and Whitney, through the making of simple managerial changes, sharing of information with more employees, and inviting employees to participate in the affairs of the organization, companies can be transformed. The Inquiry (AI) strategy focuses on discovering what works well, why it works well, and how success can be extended throughout the organization to further encourage change initiatives toward the vision. It is both the vision, and the process for developing this vision, that creates the needed energy to drive change throughout the According to researchers, Inquiry (AI) can be seen as a systematic discovery of what gives life to a living system when it is most alive, most effective and most constructively capable, in economic, ecological, and human terms. Inquiry involves, in a central way, the Socratic strategy and practice of asking the right questions that strengthen a system's capacity to comprehend, anticipate and heighten positive potential. According to researchers, AI is about appreciating and valuing the best of what is, envisioning what might be, dialoguing what should be, and assuming that an organization is a mystery to be embraced (Cooperrider and Whitney, 2005, p. 13). Cooperrider and Whitney (2005) state that the AI process has four phases which include: discovery, dream, design, and destiny. The authors explain that: * Discovery emphasizes the mobilization of the entire system by engaging all relevant stakeholders in the articulation of the department or firms' strengths, core competencies, and best practices. * Dream requires the creation of a clear result-oriented vision and purpose. This image of the future can and should guide everyone's behavior in the * Design stage mandates that managers and the organization create possibility propositions of the ideal organization. It should provide a roadmap that people can follow for realizing the dream. …