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In this article the authors pose a bold proposition that inquiry at the scale of the whole world is both possible and perhaps key to eclipsing seemingly irreversible problems and volatile, uncertain, complex and ambiguous times. They offer an ongoing case study of a mobilization of a world-wide inquiry and their experiences with the generative power of story-getting and story-sharing. [ABSTRACT FROM AUTHOR]

Keywords: appreciative inquiry; change leadership; corporate culture; positive organizational behavior/scholarship; organizational development; organizational transformation; well-being EN appreciative inquiry change leadership corporate culture positive organizational behavior/scholarship organizational development organizational transformation well-being 266 271 6 07/20/20 20200901 NES 200901 The COVID-19 pandemic has irrevocably transformed economies all over the globe, infected millions, and has tragically caused large numbers of deaths. Amid this unpredictable emergence, we are grateful to I The Journal of Applied Behavioral Science i Editors for the opportunity to share thoughts on why and how appreciative inquiry (AI) can be of help.[4] To begin, let us recognize that it is in times of disruption the best in human systems can burst forth. In practice, AI has built on this this strength-based premise and has drawn on the science of positive psychology to help understand why AI has been so powerful in large-scale OD efforts. In our very recent pilots - in the midst of the COVID-19 pandemic with leaders at Progressive, Swagelok, and the Cleveland Clinic - we are witnessing more deeply developmental OD dialogues than we ever anticipated.[5] Appreciative Inquiry in a Broken World In a new book on building resilience with AI, a pyramid-like model of AI was built that is useful here. [Extracted from the article]

David Cooperrider and Ronald Fry are professors of organizational behavior at the Weatherhead School of Management, Case Western Reserve University (CWRU). CWRU's Department of Organizational Behavior is consistently acknowledged as one of the best in the world by the Financial Times. Together with their mentor, Suresh Srivastva, they created Appreciative Inquiry (AI) over 30 years ago. Since then, AI has been extensively applied worldwide, and many exciting results have been achieved and published. This article is grounded in an in-depth conversation with David and Ron at the World Appreciative Inquiry Conference 2012, and subsequent discussions between 2012 and 2016. It focuses on how AI has been contributing to a generative scholarship and what new possibilities are on the horizon to strengthen these efforts. In the epilogue, we highlight contributions to current debates around generative scholarship, and offer recommendations to heighten the generative potential of AI and our field. [ABSTRACT FROM AUTHOR]

The article presents abstract on topics related to appreciative inquiry (AI) which include AI interview, good story sharing in the AI discovery to build collaborative relationships, and the different processes for producing generative ideas that motivate new action in an urban transit organization.

This issue of AI Practitioner shares philosophies and paradigms that have echoed in Indian wisdom for thousands of years, and finds their generative association with the present day world's impactful articulation of AI principles. Together, Appreciative Inquiry and traditional Indian philosophies can inspire innovations that will transform the way humanity evolves and humankind connects, transcending geo-political, national and cultural differences. [ABSTRACT FROM AUTHOR]

This article describes how managers and executives can use Appreciative Inquiry (AI) to promote democratic organizing to involve multiple stakeholders and generate strategic policy. Planned, temporary spaces where democratic organizing can occur may benefit and enhance the change capacity of command and control cultures without replacing or discounting basic organizing structures. We describe democratic organizing in the context of the Appreciative Inquiry Summit, a large-system change initiative that uses dialogic democratic processes to inspire positive change. A case study of ongoing AI Summits within the United States Navy offers an example of democratic organizing in a command and control environment. We suggest that within a temporarily organized space like the AI Summit, normative consciousness, holistic collegiality, and communal conviction are key principles of democratic organizing. These design principles not only foster organizational democracy, but they also promote effective and collaborative relationships across organizational levels and functional boundaries well after the intervention has ended. [ABSTRACT FROM AUTHOR]

The Feb 2013 issue of AI Practitioner seeks to honour and strengthen AI's generative connection with India by uncovering AI as it is emerging in India, along with some powerful Indian stories that have the potential to inspire strengths-based developmental work on a world-wide basis. 'Namaste', the traditional Indian greeting, implies 'bowing to the divine in you'. This is 'appreciation' at work ... simple yet profound. [ABSTRACT FROM AUTHOR]

The article discusses a study which examined the effect of an Appreciative Inquiry (AI) quality improvement strategy on clinical quality management and practice development outcomes. Thirty primary care practices were randomly assigned to receive AI-based intervention focused on improving preventive service delivery (PSD) rates. The study concluded that an AI approach and enabling practice conditions can lead to intervention implementation and practice development.