Appreciative inquiry as a team-development intervention: a controlled experiment

Article Abstract:

In a controlled laboratory experiment, the effects of a team-development intervention based on the theory of appreciative inquiry were compared with task-oriented team development (TOTD) and lectures on group processes, outcomes, and performance. Undergraduate students (96) in two semesters of an introductory organization behavior course participated in four-person teams and had 13 weeks to complete task worth 25% of each member's final grade. One third of the teams received an appreciative inquiry intervention, another third received a TOTD intervention, and the final thrid received a lecture on group dynamics (placebo). Pre- and postsurveys assessed group process and outcomes; project grades were used to assess task performance. ANOVAs and ANCOVAs on each of the process and outcome measures showed groups receiving appreciative inquiry, and TOTD scored significantly higher than those receiving the placebo on almost all measures, including task performance. Teams receiving TOTD scored significantly higher than appreciative inquiry on task performance. Implications for organization development and directions for future research are discussed. (Reprinted by permission of the publisher.)

Research, Social groups

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When is appreciative inquiry transformational?: A meta-case analysis

Article Abstract:

Twenty cases of the use of appreciative inquiry (AI) for changing social systems published before 2003 are examined to look for the presence or absence of transformational change and the use of seven principles and practices culled from a review of the theoretical literature on AI. The conclusion states that two qualities of AI different from conventional organizational development and change management prescriptions are key to AI's transformative potential.

Change management

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Organizational change recipients' beliefs scale: development of an assessment instrument

Article Abstract:

A framework called organizational change recipients' beliefs is developed using five basic precursors to behavior in response to organizational change efforts. A 24-item questionnaire is found to be an effective assessment tool in assessing change recipient beliefs.

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