Defining Appreciative Inquiry

Author(s)

Asif Hamid Charag and Asif Fazili

Affiliations

1. Doctoral Scholar, Islamic University of Science and Technology, Awantipora, Jammu & Kashmir, India
2. Head of Department, School of Business Studies Islamic University of Science and Technology Awantipora, Jammu & Kashmir, India

Abstract

Appreciative Inquiry involves, in a fundamental way, the art and practice of asking questions that strengthen a system’s capacity to comprehend, anticipate, and heighten positive potential. Appreciative Inquiry, relatively a new concept, but a hopeful one, will be giving a steering to the organization’s for their sustainable growth by concentrating on what is working and needs to be valued. This concept gives a fresh dimension to the strategic orientation of an organisation.

The purpose of the present article is to read the various definitions of Appreciative Inquiry proposed by different researchers and practitioners, employing content analysis methodology and establish areas of ‘agreement’ and to construct such a ‘general’ definition of Appreciative Inquiry. This article is divided into three sections. In the first section, content analysis methodology used on Appreciative Inquiry definitions is presented. The second section highlights the key words in various definitions of Appreciative Inquiry and tabulates the definitions through a categorization of ‘substantive terms’. The last section discusses the results of research methodology followed by conclusion and limitations.

Keywords

Appreciative Inquiry; Holistic Developmental Approach; Organizational Development; Decision Making.

References

1. Barge, J. K., & Oliver, C. (2003). Working with appreciation in managerial practice. Academy of Management Review, Vol. 28, No. 1, pp. 124– 142.
2. Bushe, G.R., & Marshak, R.J. (2009). Revisioning organization development: Diagnostic and dialogic premises and patterns of practice. The Journal of Applied Behavioral Science, Vol. 45, No. 3, pp. 348−368.
3. Bushe, G.R. (2011). Appreciative inquiry: Theory and critique. In D. Boje, B. Burnes, & J. Hassard (Eds.), The Routledge companion to organizational change (pp. 87–103). Oxford, UK: Routledge, pp. 87–102.
4. Bushe, G.R. (2001). Five theories of change embedded in appreciative inquiry. In D. Cooperrider, P. Sorenson, D. Whitney, & T. Yeager (Eds.), Appreciative inquiry: An emerging direction for organization development (pp. 117- 127). Champaign, IL: Stipes.
5. Cooperrider, D.L. & Whitney, D., ‘Appreciative Inquiry: A positive revolution in change.’ In P. Holman & T. Devane (eds.), The Change Handbook, Berrett-Koehler Publishers, Inc., pp. 245-263.
6. Cooperrider, D.L. et., al. (Eds) (2001). Lessons from the Field: Applying Appreciative Inquiry, Thin Book Publishing.
7. Cooperrider, David L. et al., (2000). Appreciative Inquiry: Rethinking Human Organization Toward a Positive Theory of Change, Stipes Publishing.
8. Cooperrider, David L; Whitney, Diana; and Stavros, Jacqueline M. (2003). Appreciative Inquiry Handbook: The First in a Series of AI Workbooks for Leaders of Change, Lakeshore Communications, pp. 17–19.
9. Egan, T.M. & Lancaster, C.M. (2005). Comparing appreciative inquiry to action research: OD practitioner perspectives. Organization Development Journal, Vol. 23, No. 2, pp. 29‐49.
10. Fitzgerald, S.P., Oliver, C. & Hoxsey, J.C. (2010). Appreciative inquiry as shadow process. Journal of Management Inquiry, Vol. 19, No. 3, pp. 220‐233.
11. Hammond, Sue (1998). The Thin Book of Appreciative Inquiry. Thin Book Publishing Company, pp. 6-7.
12. Kimberly, A. Neuendorf (2002). The content analysis guidebook. Thousand Oaks, CA: Sage Publications.
13. Kolbe, R.H., & Burnett, M.S. (1991). Content analysis research: An examination of applications with directives for improving research reliability and objectivity. Journal of Consumer Research, pp. 243–250.
14. Miller, M.G., Fitzgerald, S.P., Murrell, K.L., Preston, J. & Ambekar, R. (2005). Appreciative inquiry in building a transcultural strategic alliance. Journal of Applied Behavioral Science, Vol. 41, No. 1, pp. 91‐110.
15. Oliver, C. (2005). Critical appreciative inquiry as intervention in organisational discourse. In Peck, E. (ed.) Organisational Development In Healthcare: Approaches, Innovations, Achievements (205‐218). Oxford: Radcliffe Press.
16. Oliver, C. (2005b). Reflexive Inquiry. London: Karnac.
17. Pratt, C. (2002). Creating unity from competing integrities: A case study in appreciative inquiry methodology. In R. Fry, F. Barrett, J. Seiling & D. Whitney (eds.), Appreciative inquiry and organizational transformation: Reports from the field (99–120). Westport, CT: Quorum Books.
18. Reason, P. (2000). Action research as spiritual practice. Retrieved July 15, 2018 from http:// people.bath.ac.uk/mnspwr/Thoughtpieces/ ARspiritualpractice.htm.
19. Resnik, A., & Stern, B.L. (1977). An analysis of information content in television Advertising. Journal of Marketing, Vol. 41, No. 1, pp. 50–53.
20. Srivastva, S. et al. Wonder and Affirmation (undated from Lessons of the Field: Applying Appreciative Inquiry), p. 42.
21. Steinbach, John. Contribution to the AI List serve, July 2005.
22. Stone, P.J., Dunphy, D.C., & Bernstein, A. (1966). The analysis of product image. In The general inquirer: A computer approach to content analysis. Cambridge, MA: MIT Press.
23. Wang, Cheng Lu, & Chan, Allan K.K. (2001). A content analysis of connectedness vs.separateness themes used in US and PRC print advertisements. International Marketing Review, Vol. 18, No. 2, pp. 145–160.
24. Watkins, J.M. & Bernard J. Mohr. Appreciative Inquiry: Change at the Speed of Imagination, Jossey-Bass, 2001, pp. 31–32.
25. White, T.H. (1996). Working in Interesting Times: Employee morale and business success in the information age. Vital Speeches of the Day, Vol. 42, No. 15.
26. Zaltman, G., Lemasters, K., & Heffring, M. (1982). Theory construction in marketing: Some thoughts on thinking. New York, NY: John Wiley & Sons.