Appreciative Inquiry How Does Responsible Conduct Factor

Appreciative Inquiry

How does responsible conduct factor into the use of appreciative inquiry as a vehicle for organizational change? The four components of responsible conduct, which are individual attributes, organizational structure, organizational culture, and societal expectations, all contribute to the structure of an environment that is supportive of ethical conduct (Cooper, 2006). As an approach for organizational change, appreciative inquiry engages all of these components in order to achieve a process characterized by positive change. This change is based in perceptions and experiences characterized by factors such as achievements, assets, innovations, and elevated thoughts, to name a few (Cooperrider & Whitney, 2005).

Appreciative inquiry views organizational functioning from a holistic perspective, in which the whole organization defines the smaller individual parts, rather than the other way around (Hammond 1996). Rather than focusing on what is wrong or needs fixing with an organization, the concept underlying appreciative inquiry is to instead remain centered on what is working, and appreciative inquiry is a questioning process comprised of a series of statements that create a vision as to where an organization aims to be in the future based on moments in the past that have similar qualities to these future aims (Hammond, 1996). Individuals reflect on the past in order to recall and in a sense relive moments of success in the past that were energizing and take the essence of these moments to set goals and aims for the future with positive energy (Hammond, 1996).

Appreciative inquiry is a living process with no end because it is generative, where moments of success can repeat and multiply due to the fact that the individuals engaged in the process know how to create success because they have already done so in the past (Hammond, 1996). The change created through the process is not focused on getting to any particular result, instead the focus is on the actual changing, or the process as it is unfolding (Barrett, 2008). This process is experienced through a group of people coming together to share ideas, opinions, and past successful moments with the aim of tapping into a natural capacity for change and cooperation (Barrett & Fry, 2008). Appreciative inquiry brings attention and awareness to the generative potential of conversations focused around perceptions of success and positive energy (Barrett & Fry, 2008).

There are several distinctive characteristics associated with appreciative inquiry that enhance the capacity for cooperation experienced by those taking part in this organizational process, as outlined by Barrett & Fry (2008). Firstly, appreciative inquiry is based in the idea that all systems have strengths and primarily radiate well-being and health. This is opposed to the common practice to focus on lack, problems and disease when exploring change within a system. Therefore, appreciative inquiry uses deliberate positive approaches, such as focusing on assets, metaphors, and musings that carry an energy of potency and vitality (Barrett & Fry, 2008).

The second distinctive characteristic of appreciative inquiry is that it involves the art of appreciation, which involves the discovery and value of life-giving attribute demonstrated by an organization (Barrett, 2008). Storytelling and interviewing activities are used to discover shining and successful moments of the past in order to effectively imagine positive future successful scenarios that attract energy and act in the mobilization of intention (Barrett & Fry, 2008).

The third distinctive characteristic of appreciative inquiry is that it collaborative on every level (Barrett & Fry, 2008). A primary component to the effectiveness of appreciative inquiry is the cooperation and amassing of energy that results from several people discovering and creating together to attract positivity, health and success into the organization (Barrett & Fry, 2008). Once again, the approach centers around all people involved looking for what is working best in the organization and allowing the attitudes and actions associated with those positive memories to expand into future aims.

Another distinguishing characteristic of appreciative inquiry is that is inclusive of many voices, providing opportunities for sharing for all people contributing to an organization. As many diverse voices come together in cooperation to share stories and experiences of hope and inspiration, positive possibilities emerge in the dialogues that encourage individuals in the organization to work together to co-create meaningful and positive change (Barrett & Fry, 2008).