Initiating organisational transformation through Appreciative Intelligence ®

Tojo Thatchenkery

International Journal of Business Performance Management, 2013, vol. 14, issue 4, 332-340

Abstract: This paper demonstrates that organisational transformation can happen when key stakeholders engage in Appreciative Intelligence^®-based conversations that are focused on what is possible instead of what has gone wrong. The author had an opportunity to engage with an international non-profit organisation that was initially thought to be in state of decline. Appreciative inquiry, an organisation development intervention that builds on a strengths-based approach helped the organisation renew its core values and engage in transformative conversations. The paper identifies several such conversations for change that emerge out of reframing and explicates their relevance to similar organisations.

Keywords: reframing; organisational transformation; conversations for change; Appreciative Intelligence ®; non-profit organisations; appreciative inquiry; organisational development; core values. (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbpma:v:14:y:2013:i:4:p:332-340

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