UTILIZATION OF APPRECIATIVE INQUIRY IN ORGANIZATIONAL RESEARCH AND DEVELOPMENT
Article Sidebar
Main Article Content
Abstract
The article presents the methodology of the Appreciative Inquiry (AI) approach as a tool for organizational development, rooted in the tradition of action research. AI, introduced by David Cooperrider in the 1980 s, is grounded in the constructivist assumption that organizations can thrive by focusing on their positive experiences. Unlike traditional change models, AI emphasizes collaboration, innovation, and imagination in shaping the future. The article analyzes five core principles of AI – constructivism, simultaneity, poeticism, anticipation, and positive thinking – while also considering an extended framework that includes the principles of wholeness, free choice, and enactment. The four-phase 4D model is examined in detail, highlighting its practical application. AI is portrayed as a methodology that not only facilitates organizational change but also fosters employee engagement and shared responsibility. The article highlights its interdisciplinary nature, integrating behavioral and social sciences.
Article Details
References
Bartosiak K., Banaszewski K. [2017], Podejście doceniające jako metoda badawcza w bibliotece, Zarządzanie Biblioteką 1 (9): 28–36.
Beckhard R. [2006], What is organization development?, w: Gallos J. (Ed.), Organization development: a Jossey-Bass reader, John Wiley & Sons, San Francisco: 3–12.
Burke W. [2005], The crisis in OD, w: Reinventing organization development: new approaches to change in organizations, John Wiley & Sons, San Francisco.
Burnes B., Cooke B. [2012], Review article: The past, present and future of organization development: Taking the long view, Human Relations 65 (11): 1395–1429.
Bushe G. R. [2007], Appreciative inquiry is not [just] about the positive, OD Practitioner 39 (4): 30–35.
Cho H., Ardichvili A. [2024], Appreciative inquiry: An integrative review of studies in three disciplines, Human Resource Development Review 23 (3): 376–401, https://doi.org/10.1177/15344843241256156.
Coghlan D., Brydon-Miller M. (Eds.) [2014], The SAGE encyclopedia of action research, SAGE Publications, Thousand Oaks.
Cooperrider D. L., Stavros J. M., Whitney D. [2008], The appreciative inquiry handbook (2nd ed.), Berrett-Koehler Publishers, San Francisco.
Cooperrider D. L., Whitney D. [2005], Appreciative inquiry (1st ed.), Berrett-Koehler Publishers, San Francisco.
French W. [1969], Organization development objectives, assumptions and strategies, California Management Review 12 (2): 23–34.
French W. L., Bell C. [1978], Organization development. Behavioral science interventions for organization improvement, Prentice-Hall, London.
Fry R. [2014], Appreciative inquiry, w: Coghlan D., Brydon-Miller M. (Eds.), The SAGE encyclopedia of action research, SAGE Publications, Thousand Oaks.
Góral A., Jałocha B., Mazurkiewicz G., Zawadzki M. [2019], Badania w działaniu. Książka dla kształcących się w naukach społecznych, Wydawnictwo Uniwersytetu Jagiellońskiego, Kraków.
Grant S., Humphries M. [2006], Critical evaluation of appreciative inquiry: Bridging an apparent paradox, Action Research 4 (4): 401–418.
Grieten S., Lambrechts F., Bouwen R., Huybrechts J., Fry R., Cooperrider D. [2018], Inquiring into appreciative inquiry: a conversation with David Cooperrider and Ronald Fry, Journal of Management Inquiry 27 (1): 101–114.
Hart E., Bond M. [1996], Making sense of action research through the use of a typology, Journal of Advanced Nursing 23 (1): 152–159.
Herr K., Anderson G. [2014], The action research dissertation: a guide for students and faculty (2nd ed.), SAGE Publications, Thousand Oaks.
Hodges J. [2020], Organization development: how organizations change and develop effectively (1st ed.), Bloomsbury Publishing, London.
Imroz S. M. [2021], Understanding different OD intervention models, w: Rothwell W. J., Imroz S. M., Bakhshandeh B. (Eds.), Organization development interventions, Taylor & Francis, New York.
Jones B., Brazzel M. [2014], The NTL handbook of organization development and change (2nd ed.), Wiley, San Francisco.
Mandal M. [2022], Team building and appreciative inquiry in research and development teams, Vision: The Journal of Business Perspective 29 (3): 1–21.
Masters J. [1995], The history of action research, w: Hughes I. (Ed.), Action research electronic reader, The University of Sydney, Sydney.
Mather P. C. [2023], Supporting an organizational change process with appreciative inquiry, New Directions for Student Services 184: 101–111.
McLean G. [2006], Organization development: principles, processes, performance, Berrett-Koehler Publishers, San Francisco.
Reason P., Bradbury-Huang H. (Eds.) [2013], The SAGE handbook of action research: participative inquiry and practice (2nd ed.), SAGE Publications, Thousand Oaks.
Reed J. [2006], Appreciative inquiry: research for change, SAGE Publications, Thousand Oaks.
Skinns L., Wooff A., Sprawson A. [2022], “My best day will be my last day!”: appreciating appreciative inquiry in police research, Policing & Society 32 (6): 731–747.
Whitney D. D., Trosten-Bloom A. [2010], The power of appreciative inquiry (2nd ed.), Berrett-Koehler Publishers, San Francisco.
Zandee D. P. [2014], Appreciative inquiry and research methodology, w: The SAGE encyclopedia of action research, SAGE Publications, Thousand Oaks.