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Appreciative Inquiry Description

AppreciativeInquiry Description


AppreciativeInquiry Description


Fromthis situation, the bank needs to have its money losses addressedurgently and therefore the best approach to fix the issue could bethe traditional organizational development plan. First of all, thebank has identified the problem to be money loss due to low rates onloan repayments from the borrowers and as well speculating on thepossible causes of the problem. Therefore, this makes it easier forboth internal and external agents of change to cooperate inidentifying and developing the most efficient solutions and thuscalling for intervention measures that could ensure that theorganization changes its mode of operation to ensure that itcontinues to operate and mend the loss-making problems.

Moreover,given that time is an essential factor to the bank managers inaddressing the situation, then it calls for action research andproblem-solving remedy to urgently transform the organization withthe aim of seeking a continuous long-term improvement intervention(Chul, 2012).Subsequently, the choice of traditional organization developmentstrategy would provide for interventions that are based on thepossible cause of the loss-making. For instance, throughinterpersonal intervention strategies then individual employees wouldbe able to identify the possible cause of the lower repayments ofloans by evaluating their action towards credit service delivery.Additionally, a traditional organizational development approach willenhance the bank`s product and service enhancement through employeedevelopment that is attributed from the approach’s mode ofoperation that emphasizes on communication and training among thedifferent departments’ employees. Furthermore, the traditionalorganizational development plan operates in the act of systemicchange in the principles, the state of mind and estimation ofindividual and organization development. Thus, empowering theorganization to react better and adjust to industry changes andtechnological advances.


Inthe case of television screenplay writers then the best approach toaddress the problem would be the appreciative inquiry approach sincefor one, the team can vividly identify some previous strategies thathad worked out well to propel the show to high ratings. Therefore,the team can be able to rapidly and sustainably change from a problemand focus on why there is a drop in the show ratings and move towardsan emphasis on the possible solution. That could effectively enhanceconflict resolution (Cooperrider,&amp Whitney, 2011).Moreover, the application of this approach will improve the adoptionof previously effective strategies by creating a positive atmospherefor a change towards a better future of the screenplay. Notably, thiscan be achieved by the team inquiring about its mission and theculture that had them succeed for the last eight years. Perhaps theycan adopt a different previous mode of engagement and clearly definethe role of each to curb the probability of future conflicts.

Overthe last two years, screenplay writers have not been able toacknowledge personal identity. And therefore, the appreciativeinquiry approach could help them in enhancing the sense of identityand clearly defining their goals. Thus, implementing transformativemeasures that work towards achieving a common mission through animproved working relation (Chul,2012).However, if the group wants to have their show back on high ratings,then the need to increase sense shows vitality as well as curiosity.Subsequently, this can be achieved through the appreciative inquirythat helps in identifying organizations affirmative topics.Additionally, this causes a restored responsibility to anyorganizational change and effectively makes an interpretation of itenthusiastically.


Giventhat the team recognizes the need to work together and thus callingfor the integration of solutions to enhance a stronger organization.Then they should be guided by the principles of appreciative inquiry.However, some of these principles should be interlinked to thestandards of traditional organizational development. For instance, topromote a lasting and improved performance of the organization, theprinciple of simultaneity can be integrated with the help of actionresearch interventions. Whereby the employees and managers` interactto identify the issues that arise from the individual employee and aswell as proposing a remedy to the problem(Cooperrider, &amp Whitney, 2011).For example, for the case of the new start-up social network companymanagers could easily interact with external agents of change toformulate solutions that could enhance a more functioning team byclearly maximizing the employees` input. Remarkably, this does notonly promote creativity as well as staff development,(Hayes, 2009)but also through establishing members through the best of the pastand motivating dreams of a more-sought-after future throughmotivation.

However,while integrating the appreciative inquiry principle, there is a needto recognize the uniqueness of the traditional organizationaldevelopment standards. As appreciative inquiry is still aninterventionist way to deal with organizational development, however,its emphasis is on finding and distinguishing current qualities andimagining a positive future, expanding on those qualities(Cooperrider,&amp Whitney, 2011).For example, to enhance sustainable change, then the managers shouldensure they differentiate the positive principle and comprehensiveintervention measures. Notably, the former acknowledges reliableconnections between conflicting groups, required for aggregateinquiry and change, while the latter just means that they areutilized to make change throughout the entire organization, insteadof concentrating on organizational change through subgroupintercessions.


Whiledeveloping the vision the consultant might not have been able toidentify the affirmative topic as well as different interpretationsof individual participants` response. Therefore, this resulted in asignificant drift in the discovery and the dream stage whereby theaffirmative topic is derived as well as distinct propositionsdeveloped(Cooperrider, &amp Whitney, 2011).Conversely, the consultant was not able to adequately capture all theindividual dreams of the organization, and that is why the team wasin a consensus about the presented vision. Therefore, this indicatesthat the consultancy weakness was during the design stage. Perhapsthe consultant failed to interlink the organization`s strategic focusand the strengths and the dreams of each employee. Although theconsensus on the vision presented, the design stage of the consultantrepresented a miscommunication between the organization`s positivecore of strengths and the alignment of the employees` hopes anddreams of the team.

Nevertheless,to ensure that the appreciative inquiry was better off, theconsultant could have only provided that the 4 Ds of the appreciativeinquiry method interlinked. For example, by enhancing that thediscovery stage identified the affirmative topic appropriately, forinstance, the consultant could be given more time for theappreciative inquiry summit(Kelm, 2011).Notably, this could enhance coherence through interrelating the topicto strengths and a positive focus on individuals to ensure that eachemployee’s proposition was aligned with the organization`sstrategic purposes(Venter,2010).Consequently, the design stage could specifically address the issuesof the strategic focus so as to ensure a streamlined and transitionto the destination stage, which would thus call for strategies thatcould promote ongoing learning and innovation as the organizationoperates towards achieving its vision.


Chul,J. S. (2012). The Comparison of Differences between TraditionalOrganizational Development Techniques and Appreciative Inquiry,616-629.

Cooperrider,D. L., &amp Whitney, D. (2011). What is appreciative inquiry?

Hayes,J. (2009). Appreciative inquiry. Aarhus School of Business


Kelm,J. (2011). What is Appreciative Inquiry? Appreciative Engagement.


Venter,J. (2010). Appreciative inquiry. Accountancy SA, 42-44