Comparing Appreciative Inquiry to a Problem-Centered Technique in Organizational Development: An Experiment
Sekerka, Leslie E.
Brumbaugh, Anne M.
Rosa, Jose Antonio
MetadataShow full item record
Scholars and practitioners typically view organizational development and change from two very different starting points. A diagnostic intervention begins with an examination of problems to assess and correct dysfunction. This process has a history of success, with decades of theory and practice to support its use. However, an alternative has emerged with popularity. Appreciative Inquiry targets the organization's strengths and draws upon them as a resource for change. An experiment was conducted to compare the first phase of each approach to understand how initial experiences in each process impacts employees. Results show Appreciative Inquiry leads to positive emotion, favorable view of self, and desired perceptions, but the diagnostic approach also leads to desired perceptions. Gender moderates effects in unexpected ways.
Author note: Submitted to: International Journal of Organization Theory and Behavior January 1, 2006. PLEASE DO NOT QUOTE WITHOUT PERMISSION OF AUTHORS