1. Appreciative Inquiry

2. Leadership studies - Further reading
Cooperrider, D., & Whitney, D. (2005). Appreciative Inquiry: A Positive Revolution in Change. Berrett-Koehler Publishers

3. Emergence - Emergent change processes
Within the field of group facilitation and organization development, there have been a number of new group processes that are designed to maximize emergence and self-organization, by offering a minimal set of effective initial conditions. Examples of these processes include SEED-SCALE, Appreciative Inquiry, Future Search, the World Cafe or Knowledge Cafe, Open Space Technology, and others. (Holman, 2010)

4. Positive psychology - In the workplace
Can an organization implement positive change? Lewis et al. (2007) developed Appreciative inquiry (AI), which is an integrated, organizational-level methodology for approaching organizational development. Appreciative Inquiry is based on the generation of organizational resourcefulness, which is accomplished by accessing a variety of human psychological processes, such as: positive emotional states, imagination, social cohesion, and the social construction of reality.

5. Social return on investment - Further applications
For example, the Participatory Social Return on Investment (PSROI) framework builds on the economic principles of SROI and CBA and integrates them with the theoretical and methodological foundations of Participatory Action Research (PAR), Critical Systems Thinking, and Resilience Theory and strength-based approaches such as Appreciative Inquiry and asset-based community development to create a framework for the planning and costing of adaptation to climate change in agricultural systems Sova C, Chaudhury A, Helfgott A, Corner-Dolloff C (2012)

6. (1987) Appreciative inquiry in organizational life

7. Appreciative Inquiry - History
Social construction and appreciative inquiry: A journey in organizational theory

8. Appreciative Inquiry - History
(eds.) Appreciative Inquiry: An Emerging Direction for Organization Development (9–29)

9. Appreciative Inquiry - History
Gervase Bushe, a researcher on the topic, published a 2011 review of the model, including its processes, critiques, and evidence.Bushe, G. R., [ Appreciative Inquiry: Theory and Critique] He also published a history of the model in 2012.

10. Appreciative Inquiry - Basis and principles
According to Bushe, AI advocates collective inquiry into the best of what is, in order to imagine what could be, followed by collective design of a desired future state that is compelling and thus, does not require the use of incentives, coercion or persuasion for planned change to occur.Bushe, G.R. (2013) [ The Appreciative Inquiry Model]. In Kessler, E. (ed.) The Encyclopedia of Management Theory. Sage Publications.

11. Appreciative Inquiry - Basis and principles
4) The 'anticipatory principle' posits that what we do today is guided by our image of the future. Human systems are forever projecting ahead of themselves a horizon of expectation that brings the future powerfully into the present as a mobilizing agent. Appreciative inquiry uses artful creation of positive imagery on a collective basis to refashion anticipatory reality.

12. Appreciative Inquiry - Basis and principles
Ron Fry of Case Western, at the 2012 World Appreciative Inquiry Conference.

13. Appreciative Inquiry - Distinguishing features
The following table comes from the Cooperrider and Srivastva (1987) article and is used to describe some of the distinctions between AI and approaches to organizational development not based on what they call positive potential:Case Western Reserve University, Appreciative Inquiry Commons;

14. Appreciative Inquiry - Distinguishing features
Appreciative inquiry attempts to use ways of asking questions and envisioning the future in order to foster positive relationships and build on the present potential of a given person, organisation or situation. The most common model utilizes a cycle of four processes, which focus on what it calls:

15. Appreciative Inquiry - Distinguishing features
#'DESTINY' (or 'DEPLOY'): The implementation (execution) of the proposed design.Appreciative Inquiry

16. Appreciative Inquiry - Implementing AI
There are a variety of approaches to implementing appreciative inquiry, including mass-mobilised interviews and a large, diverse gathering called an Appreciative Inquiry Summit. These approaches involve bringing large, diverse groups of people together to study and build upon the best in an organization or community.

17. Appreciative Inquiry - Implementing AI
* Barrett, F.J. Fry, R.E. (2005) Appreciative Inquiry: A Positive Approach to Building Cooperative Capacity. Chagrin Falls, OH: Taos Institute

18. Appreciative Inquiry - Implementing AI
* Cooperrider, D.L., Whitney, D. Stavros, J.M. (2008) Appreciative Inquiry Handbook (2nd ed.) Brunswick, OH: Crown Custom Publishing.

19. Appreciative Inquiry - Implementing AI
* Lewis, S., Passmore, J. Cantore, S. (2008) The Appreciative Inquiry Approach to Change Management. London, UK: Kogan Paul.

20. Appreciative Inquiry - Implementing AI
* Ludema, J.D. Whitney, D., Mohr, B.J. Griffen, T.J. (2003) The Appreciative Inquiry Summit. San Francisco: Berret-Koehler.

21. Appreciative Inquiry - Implementing AI
* Whitney, D. Trosten-Bloom, A. (2010) The Power of Appreciative Inquiry (2nd Ed.). San Francisco: Berrett-Koehler.

22. Participatory impact pathways analysis - PIPA Workshop
Participants then carry out a visioning exercise, which borrows from appreciative inquiry, to describe project success 2 years after the project finishes, based on the adoption and use of project outputs

23. Participatory action research - Organizational life
Appreciative Inquiry (AI), for instance, is an offshoot of PAR based on positive psychology (Martin Seligman|Seligman, 2002)

24. T-groups
A more recent version of the T-groups is the Appreciative Inquiry Human Interaction Laboratory, which focusses on strengths-based learning processes. It's a variation of the NTL T-groups, since it shares the values and experiential learning model with the classic T-groups.

25. Charles Geoffrey Vickers - Systems practice
He introduced the concept of Appreciative inquiry|appreciative systems to describe human activity

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