Initiating organisational transformation through Appreciative Intelligence^®
by Tojo Thatchenkery
International Journal of Business Performance Management (IJBPM), Vol. 14, No. 4, 2013

Abstract: This paper demonstrates that organisational transformation can happen when key stakeholders engage in Appreciative Intelligence^®-based conversations that are focused on what is possible instead of what has gone wrong. The author had an opportunity to engage with an international non-profit organisation that was initially thought to be in state of decline. Appreciative inquiry, an organisation development intervention that builds on a strengths-based approach helped the organisation renew its core values and engage in transformative conversations. The paper identifies several such conversations for change that emerge out of reframing and explicates their relevance to similar organisations.

Online publication date: Thu, 28-Nov-2013

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Business Performance Management (IJBPM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com