Leveraging Appreciative Intelligence® for enhancing organisational change

Ida Parkkinen, Hanna Lehtimäki and Tojo Thatchenkery

International Journal of Human Resources Development and Management, 2015, vol. 15, issue 2/3/4, 101-114

Abstract: The purpose of the case is to illustrate how members of an organisation engage in shaping change in organisations. The case organisation faced a need to make changes in its organising and management practices to maintain cost efficiency and to improve leadership culture. The underlying dynamic of change was created in the intersection of maintaining the traditional values and transforming the organisational practices to meet the contemporary demands for administrative efficiency. Appreciative Intelligence® and appreciative inquiry methods were implemented to engage members of the organisation in the change process. The appreciative approach was useful in directing attention to the everyday practices of the organisation and showing how making small changes can steer the change process towards positive interaction, trust and strengths of the organisation. The study contributes to change management literature by viewing change as a process of becoming and showing how the appreciative approach contributes to shaping the change through positive collective engagement.

Keywords: Appreciative Intelligence®; appreciative inquiry; change management; leadership culture; organisational change; human resources development; HRD; organisational becoming; positive interaction; trust; organisational strengths; collective engagement. (search for similar items in EconPapers)
Date: 2015
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