When Is Appreciative Inquiry Transformational?

JOURNAL OF APPLIED BEHAVIORAL SCIENCEJune 2005 Bushe, Kassam / Appreciative INQUIRYWhen Is Appreciative Inquiry Transformational? A Meta-Case AnalysisGervase R. BusheSimon Fraser University, CanadaAniq F. KassamBlast Radius, CanadaTwenty cases of the use of Appreciative Inquiry (AI) for changing social systems pub-lished before 2003 were examined to look for the presence or absence of transformationalchange and the use of seven principles and practices culled from a review ofthe theoreti-cal literature on AI. Although all cases began by collecting stories of thepositive, fol-lowed the 4-D model, and adhered to five principles of AI articulated by Cooperrider andWhitney, only seven (35%) showed transformational outcomes. Highly consistent differ-ences between the transformational cases and the others led the authors toconclude thattwo qualities of Appreciative Inquiry that are different from conventional organizationaldevelopment and change management prescriptions are key to AI s transformativepotential: (a) a focus on changing how people think instead of what people do and (b) afocus on supporting self-organizing change processes that flow from new :organizational change; organizational development; Appreciative inquiryAll indications are that Appreciative Inquiry (AI) is an increasingly popular organiza-tional change method, but an almost complete lack of publ

10.1177/0021886304270337THE JOURNAL OF APPLIED BEHAVIORAL SCIENCEJune 2005Bushe, Kassam / APPRECIATIVE INQUIRYARTICLE When Is Appreciative Inquiry Transformational?

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