The use of appreciative inquiry in the practices of large-scale organisational change: A review and critique

摘要

This paper describes how appreciative inquiry (Al) can be used to develop and sustain organisational change based on principles of positive psychology, leadership and complex systems theory. A framework is presented that explains the use of the Summit method in promoting large-scale change, such as organisation-wide strategic planning, cultural reorienta-tion, globalisation, and disruptive technological innovation. The authors argue that while Al can be used as a stand-alone approach to change, it is also very effective as a complement to traditional top-down models, as well as to methods based on principles of emergence, complexity and organisational learning. Examples and lessons are provided for general managers and change agents in the practice of appreciative inquiry as a large-scale intervention. Finally, the domains of application, success factors and limitations of the Al method are discussed, drawing on evidence to date.