ADMS 2400 Lecture Notes - Lecture 3: Appreciative Inquiry, Flextime
2 May 2018
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ADMS 2400 Tutorial 3 Notes – Appreciative Inquiry
Introduction
• The change agent objectively looks for problems, and the type of problem determines
the type of change action.
• While this may seem intuitively obvious, many change activities are not handled this
way.
• Rather, they are solution-centered.
• The change agent has a favorite solution—for example, implementing flextime, teams,
or a process re-engineering program—and then seeks out problems that his or her
solution fits.
• Second, because action research involves employees so thoroughly in the process, it
reduces resistance to change.
• Once employees have actively participated in the feedback stage, the change process
typically takes on a momentum of its own under their sustained pressure to bring it
about.
• Most organizational change approaches are problem centered.
• They identify a problem or set of problems, then look for a solution.
• Appreciative inquiry (AI) accentuates the positive.
• Rather than looking for problems to fix, this approach seeks to identify the unique
qualities and special strengths of an organization, which can then be built on to improve
performance.
• That is, it fouses o a orgaizatio’s suesses rather tha o its proles.
• The appreciative inquiry process (see Exhibit 14-6) osists of four steps, or Four D ’s,
often played out in a large-group meeting over a two- or three-day time period, and
overseen by a trained change agent
• Discovery.
• Identify what people think are the strengths of the organization.
• Many change activities are not handled this way.
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