![]() ![]() The primary flaw of this approach has been that focusing on problems leads to their amplification, which can have a plethora of consequences, by eroding the energy, benevolence, and motivation of those involved. ![]() Instead of looking out for positive elements that may enable a situation to move forward, the general focus would then generally be set on failure, broken, needing reparation. Indeed, traditionally, the procedure for enacting change typically would consist in first pinpointing a specific issue, analyze the source, find a remedy for it and put into place a possible action plan. They claimed to believe that they could “ fix anything and there is a right answer or solution to any organizational problem or challenge”. The main argument for this shift was a human one.Īs Hammond writes (2013), the traditional approach was “ consistent with a historical attitude in American business that see human systems as machines and parts (people) as interchangeable”. The notion of “Appreciative Inquiry” traces its roots back to the eighties, when David Cooperrider and Shuresh Srivastva at Case Western Reserve University sought to challenge the traditional approach to problem-solving in the organizational setting. Appreciative Inquiry Interview Template. ![]()
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