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Appreciative Inquiry: A Positive Revolution in Change
Written by the originators and leaders of the Appreciative Inquiry (AI) movement itself, this short, practical guide offers an approach to organizational change based on the possibility of a more desirable future, experience with the whole system, and activities that signal "something different is happening this time." That difference systematically taps the potential of human beings to make themselves, their organizations, and their communities more adaptive and more effective. AI, a theory of collaborative change, erases the winner/loser paradigm in favor of coordinated actions and closer relationships that lead to solutions at once simpler and more effective.
96 pages, Paperback
First published January 1, 2000
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Displaying 1 - 30 of 56 reviews
August 4, 2016
In lieu of a formal review, I am offering an exerpt from the paper I wrote after being forced to read this book and attempt to apply the "principles of Appreciative Inquiry" to a real-world situation in a healthcare setting:
"I found Cooperrider and Whitney’s (2005) text to be so dense with jargon as to be nearly incomprehensible and so sparse with instructions to operationalize their theory that I am not confident in my ability to apply the full theory of Appreciative Inquiry to a real-world situation. My primary conclusion on completing the reading was that the book serves more as a marketing tool for the authors’ consulting services than it does as a primer on the theory."
My instructor scored my paper 4/5 points, making it the only assignment in this course that I did not make an A on. Clearly, my instructor has a much higher opinion of this steaming pile of poo than I do, but I could not bring myself to pretend to embrace it, even for the sake of sucking up for a good grade. If you're interested in a good organizational change theory, I recommend Kotter's Leading Change. I've personally used it with great success in several improvement projects, and it is written in a sensible, useful style for a grounded audience, rather than in the style of a carnival barker trying to sell the rubes on some snake oil.
May 15, 2008
While I understand the book is supposed to be an introduction, 65 of the 70 pages are merely an advertisement for their process/consultancy. You probably could learn just as much about Appreciative Inquiry by doing a Google search.
January 21, 2018
Appreciative Inquiry - focussing on what is good & strong in a situation, not on the faults & weaknesses. Focus on where you'd like to be, then finding ways there, instead of focussing on what is stopping you from reaching your goal.
I enjoyed this little book and took away a few ideas to work forward with. Although Business-based, the concepts could be adapted to everyday life.
All the examples are Business-based and slant a little towards "hire us as consultants; we'll show you the way". But other than these two points, this is a positive booklet.
I enjoyed this little book and took away a few ideas to work forward with. Although Business-based, the concepts could be adapted to everyday life.
All the examples are Business-based and slant a little towards "hire us as consultants; we'll show you the way". But other than these two points, this is a positive booklet.
July 5, 2018
This is a very short introduction to this methodology for organizational change which, at least in my case is quite far from providing a sufficient overview on the methodology. Luckily enough, I'll take a real-life course on this topic.
July 19, 2018
Quick read. I was looking for applications to project-based learning, and there are some. More importantly, there are applications in school (and other) SYSTEMS. Instead of focusing on the problems, the methodology asks stakeholders to articulate strengths and use them to design and develop changes that continue to build on those strengths.
March 5, 2012
This is supposed to be a brief introduction to the tool of Appreciative Inquiry, whereby organizations can create "positive revolutions" by focusing on what they do well, instead of trying to find problems to fix through trouble shooting. While I understand the basic idea, I had a hard time believing that this process can work (perhaps because I'm innately cynical). The examples provided were not deep enough to really explain how organizations can function if they do not address what is not working. I considered my own organization, an institution of higher education. Funding is one of our biggest problems-- how would focusing on positives, such as student growth or increased enrollment, create a revolution in which we would no longer have to worry about decreased funding? I think I would need to attend a workshop and witness for myself how AI works in order to believe this process is more than an attempt to distract workers and shareholders from negative aspects of the organization.
June 24, 2026
This is a short book which introduces Appreciative Inquiry as a strength-based approach to organisation development. It feels like it is something I can connect to having seen the value of strengths-based practice in social care systems and seeing how this could be applied organisationally (without ever knowing Appreciative Inquiry as a concept). I feel like I've been exploring this for a while… The book asks to consider organisations are not a 'problem to be solved', rather all organisations at one point are designed to meet a purpose. How many meetings or projects are designed to address a deficit? Something that is wrong? What would happen if we approached change from a perspective of collective strengths? Appreciative Inquiry starts from a position that we have a positive core, in our people, our work and our stories and by tapping into this we can redesign based on these strengths to create the organisations we want, strengthening what is already strong. At the heart is a shift in thinking from problem solving to positive core analysis.
Positive change is:
'Any form of organisation change, redesign or planning that begins with a comprehensive inquiry, analysis and dialogue of an organisation's positive core, that involves multiple stakeholders, and then links this knowledge to the organisation's strategic change agenda and priorities'.
The 4D cycle is as follows:
• Discovering – the best of what is already there, appreciating what we have.
• Dream – thinking about what we might be, envisioning a new future.
• Design – what should we create as we co-design the future?
• Destiny – how do we continue to learn and sustain what we have?
To initiate this cycle, topics of inquiry need to be ideated. This should be elicited from stakeholder interviews to identify what matters to people in the organisation and should be reframed as positives, not problems. It's important to think, 'what do we want more of', rather than, 'what is wrong' (although knowing a problem or challenge can lead to 'well what do we want more of?')
Discover can start with a 'Whole System Inquiry' where everyone is invited to be interviewed to identify organisations strengths, and stories captured, and summarised to understand the positive core of the organisation.
There are some interesting principles here.
Constructionist – we are constantly making sense of the world and adapting. Our knowledge and future are interwoven. There is an ask to see organisations as living systems. The individual is not the heart of knowledge and the language we use creates our relationships and understanding of the world.
Simultaneity – by inquiring into the world we are changing it. By asking new questions we create new futures. Inquiry is intervention. Seeds of change come from the questions we ask.
Poetic – Organisations are more like open books than machines. We are constantly co-authoring our organisations stories, it's legacy and it's future. We can choose to ask about joy rather than frustrations.
Anticipatory – positive future aspirations create the world's we want.
Positive – We don't need to be guarded about positive language, behaviours and attitudes. It is healthier when approaching change.
Some criticisms. This is not a 'how-to', indeed, beyond some high-level principles it feels, like a lot of business books to be more of a marketing tool for consultancy services 'given away free'. A skilled organisational development team with sufficient facilitators can work out how to do this, but this feels like a 'sounds good, but how'? Indeed, there is a chapter about roles and responsibilities which is explicit in that you can't do this without consultants (who are spiritually connected to mystery or whatever). Also, some of the claims of success feel like fluffy 'case studies' which are not of appropriate rigour, or even verifiable. It's interesting to note that many of the Appreciative Inquiry suggestions and ideas closely align with executive leadership perspectives. I question how liberatory this is for people (especially when you notice the sly digs at unionised members of staff). Finally, this can feel a little 'happy-clappy'. Whilst reframing problems and focussing on opportunities can be enriching, I can see this approach used to dismiss, or even gaslight people who do wish to address, 'what's wrong'. As in any approach, this can be dangerous in the wrong hands.
I am left with a perspective that maybe this book gives the promise of liberating people, strengthening relationships etc. but it never truly addresses the power imbalances in organisations that are at the root of ineffectiveness and unhappiness. It may have been a little groundbreaking at one time but I can see how different elements of user research, systems thinking, futurist imagination work are able to do what this book claims much better. It's incredibly light, and rather than pique my interest in learning more I am thinking it's a shame because there is a good idea here wrapped up in 'speaking positively, talking to people and hiring consultants'. There will be better books about a strengths-based, relational approach to organisational development (I think some are in the index to this) but this book isn't it.
Positive change is:
'Any form of organisation change, redesign or planning that begins with a comprehensive inquiry, analysis and dialogue of an organisation's positive core, that involves multiple stakeholders, and then links this knowledge to the organisation's strategic change agenda and priorities'.
The 4D cycle is as follows:
• Discovering – the best of what is already there, appreciating what we have.
• Dream – thinking about what we might be, envisioning a new future.
• Design – what should we create as we co-design the future?
• Destiny – how do we continue to learn and sustain what we have?
To initiate this cycle, topics of inquiry need to be ideated. This should be elicited from stakeholder interviews to identify what matters to people in the organisation and should be reframed as positives, not problems. It's important to think, 'what do we want more of', rather than, 'what is wrong' (although knowing a problem or challenge can lead to 'well what do we want more of?')
Discover can start with a 'Whole System Inquiry' where everyone is invited to be interviewed to identify organisations strengths, and stories captured, and summarised to understand the positive core of the organisation.
There are some interesting principles here.
Constructionist – we are constantly making sense of the world and adapting. Our knowledge and future are interwoven. There is an ask to see organisations as living systems. The individual is not the heart of knowledge and the language we use creates our relationships and understanding of the world.
Simultaneity – by inquiring into the world we are changing it. By asking new questions we create new futures. Inquiry is intervention. Seeds of change come from the questions we ask.
Poetic – Organisations are more like open books than machines. We are constantly co-authoring our organisations stories, it's legacy and it's future. We can choose to ask about joy rather than frustrations.
Anticipatory – positive future aspirations create the world's we want.
Positive – We don't need to be guarded about positive language, behaviours and attitudes. It is healthier when approaching change.
Some criticisms. This is not a 'how-to', indeed, beyond some high-level principles it feels, like a lot of business books to be more of a marketing tool for consultancy services 'given away free'. A skilled organisational development team with sufficient facilitators can work out how to do this, but this feels like a 'sounds good, but how'? Indeed, there is a chapter about roles and responsibilities which is explicit in that you can't do this without consultants (who are spiritually connected to mystery or whatever). Also, some of the claims of success feel like fluffy 'case studies' which are not of appropriate rigour, or even verifiable. It's interesting to note that many of the Appreciative Inquiry suggestions and ideas closely align with executive leadership perspectives. I question how liberatory this is for people (especially when you notice the sly digs at unionised members of staff). Finally, this can feel a little 'happy-clappy'. Whilst reframing problems and focussing on opportunities can be enriching, I can see this approach used to dismiss, or even gaslight people who do wish to address, 'what's wrong'. As in any approach, this can be dangerous in the wrong hands.
I am left with a perspective that maybe this book gives the promise of liberating people, strengthening relationships etc. but it never truly addresses the power imbalances in organisations that are at the root of ineffectiveness and unhappiness. It may have been a little groundbreaking at one time but I can see how different elements of user research, systems thinking, futurist imagination work are able to do what this book claims much better. It's incredibly light, and rather than pique my interest in learning more I am thinking it's a shame because there is a good idea here wrapped up in 'speaking positively, talking to people and hiring consultants'. There will be better books about a strengths-based, relational approach to organisational development (I think some are in the index to this) but this book isn't it.
November 29, 2020
Super useful as an assisting tool to create team values at work!
January 30, 2025
This is a very short introduction to the Appreciative Inquiry approach to facilitation/group process, although it is being advertised as an approach to organizational change management. OK, why not.
The publication is very short, you can read it in one sitting of maybe 2 hours. I've listened to it on Storytel service and it took me about 1 hour with some minutes on a higher listening speed.
Main premise it to focus on positive aspects of a system at hand and work from that point onwards. Well, ok?
The authors provide some examples of usage, but those are old and possibly outdated - the publication is from 2005 after all, and there's hardly a way to verify an integrity of those examples - maybe one would need to read more publications around the topic of Appreciative Inquiry, although well, I was not really convinced to do so for the time being.
This publication is too verbose, reads (sounds) like an advertising pamphlet for authors consulting services and is pretty loaded with jargon. Ah, it is also a bit on the "spiritual" side of things - presenting organizations as living organisms and so on - not my cup of tea, but people like different things after all.
As I treat scoring system here as an ordinal scale then I give this one a 3/5
+ it's short
+ it serves as a brief introduction to the topic
- too verbose to my liking
- reads/sounds like an advertising pamphlet
The publication is very short, you can read it in one sitting of maybe 2 hours. I've listened to it on Storytel service and it took me about 1 hour with some minutes on a higher listening speed.
Main premise it to focus on positive aspects of a system at hand and work from that point onwards. Well, ok?
The authors provide some examples of usage, but those are old and possibly outdated - the publication is from 2005 after all, and there's hardly a way to verify an integrity of those examples - maybe one would need to read more publications around the topic of Appreciative Inquiry, although well, I was not really convinced to do so for the time being.
This publication is too verbose, reads (sounds) like an advertising pamphlet for authors consulting services and is pretty loaded with jargon. Ah, it is also a bit on the "spiritual" side of things - presenting organizations as living organisms and so on - not my cup of tea, but people like different things after all.
As I treat scoring system here as an ordinal scale then I give this one a 3/5
+ it's short
+ it serves as a brief introduction to the topic
- too verbose to my liking
- reads/sounds like an advertising pamphlet
November 5, 2021
While I think the premise is good and the book certainly could be game changing, I believe the execution of the writing was terrible. The choppy feel to the structure combined with a severe overuse of technical terms and jargon made this one of the few books that I had a really hard time reading through (this is coming from a person who has read "Les Miserables" in less than two days with no trouble; excellent book btw). Furthermore, it isn't that the jargon or terminology is beyond me simply that so much of it was crammed in at every available opportunity that it obfuscated what was being said to the point of the book being unpleasant to read. I gather that several reviewers, like myself, are reading this book as part of a class. I am personally reading this for an ICF coaching certification course and, when paired with a class that fully explains the concept far better than the book it leads to a much more favorable view of the subject matter (it really is a good method). Nevertheless, the book should be capable of standing on it's own merits if the authors wish their concept to have staying power and I do not feel that it does so independent of the class.
February 25, 2024
So much more could have been offered in this book rather than it feeling like an intro to something more.
The basic model included doesn’t offer enough depth to bring the reader enough insights into more than what other basic coaching models can offer if you use it based on a self-help basis.
Perhaps signing up to their services and experiencing them can offer companies/individuals compelling insights into how to bring drastic improvements, but the book alone does not offer enough to convince me this approach on its own is enough.
The three stars are because it’s a good simple model that can be used in parts or altogether within a coaching environment. It can provide useful insights as a framework to provide guidance.
The basic model included doesn’t offer enough depth to bring the reader enough insights into more than what other basic coaching models can offer if you use it based on a self-help basis.
Perhaps signing up to their services and experiencing them can offer companies/individuals compelling insights into how to bring drastic improvements, but the book alone does not offer enough to convince me this approach on its own is enough.
The three stars are because it’s a good simple model that can be used in parts or altogether within a coaching environment. It can provide useful insights as a framework to provide guidance.
May 11, 2019
Start with what works, move toward dreams for the future then design a plan. A new way of leadership that doesn't start with the question, what's the problem and move quickly to how do we fix it while slashing through a jungle of excuses, resentments and blaming to settle on following a watered down response to a
Survey on morale or customer satisfaction. A leadership strategy that assumes the very process of asking the right questions puts anyone on the road to meaningful change that feels joyful and connected.
Survey on morale or customer satisfaction. A leadership strategy that assumes the very process of asking the right questions puts anyone on the road to meaningful change that feels joyful and connected.
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May 20, 2021Call in the SWOT team. Analyze the weakness and put up a solid strategic defense to the onslaught of environmental threats. That’s the kind of language that too often permeates change projects. Appreciative Inquiry: A Positive Revolution in Change seeks to change the fundamental orientation from one of wars and weaknesses to one of opportunities, strengths, and views of the world, which are definitively more positive and safer.
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June 6, 2018
A short read that introduces AI straight from the horse's mouth. With succinct examples, the theory comes to life and the rationale and basic structure of say an AI Summit becomes clear. The 4 D cycle no more remains theoretical- it is illustrated with real life example. However, AI approach and concepts are just touched upon and deep dives do not happen- for that you will have to read the other tomes on the subject!
June 25, 2020
Appreciative Inquiry: A Positive Revolution in Change by David Cooperrider and Diana Whitney
Short book about Appreciative Inquiry (AI). AI is a method that involves analysing a situation from a deliberately positive perspective. This positive mindset at a co-operation level can be useful to increase staff motivation and moral, help establish novel ideas and make best use of resource. The main example it gives is British Airways adopting AI and obtaining some benefits.
Short book about Appreciative Inquiry (AI). AI is a method that involves analysing a situation from a deliberately positive perspective. This positive mindset at a co-operation level can be useful to increase staff motivation and moral, help establish novel ideas and make best use of resource. The main example it gives is British Airways adopting AI and obtaining some benefits.
January 28, 2022
This book is a yawner. I am appreciative that I’ll never read it again. It feels like being In a plane circling endlessly above an airport; landmarks become more familiar with heath chapter revolution but they remain Just as indistinguishable from the previous flyover. The shapes are familiar but their contents remain way too out of focus to offer anything actionable. Bottom line; be positive. Now land the plane!
June 7, 2024
If you’re in higher education and haven’t explored Appreciative Inquiry (or Advising or Administration) I highly recommend this quick quite to philosophy and process. It’s what we, as Student Affairs professionals, all believe in: relationships, positivity, and ownership while flattening hierarchies.
April 3, 2019
Quite informative
Though giving an overview of AI, the examples and description of strategies used gives a quick start into what is involved in implementing an AI approach. Easy reading.
Though giving an overview of AI, the examples and description of strategies used gives a quick start into what is involved in implementing an AI approach. Easy reading.
August 18, 2019
Researching A.I. to use as a Change Management approach and tool at work. This book was definitely just a primer, one would not feel confident in facilitating the approach after reading this short book.
March 16, 2020
I'm a very positive person, so I loved the book and the approach.
I agree with the other comments that it is a marketing tool for AI,
but I'm used to offers being made in our digital society, so it did not bother me.
I appreciate a good story.
I agree with the other comments that it is a marketing tool for AI,
but I'm used to offers being made in our digital society, so it did not bother me.
I appreciate a good story.
October 31, 2020
Appreciative Inquiry: A positive revolution in Change
For me AI was a new concept. AI present a method and principles very useful when you are in charge of the organizational evolución. Good messages
For me AI was a new concept. AI present a method and principles very useful when you are in charge of the organizational evolución. Good messages
July 21, 2025
The book is a light introduction to the Appreciative Inquiry process. To be most helpful, pairing the reading with some Appreciative Inquiry practice seems necessary. I found it helpful and read it at the recommendation of a coach.
June 24, 2019
I was hoping for more tips on how to apply it
August 20, 2019
Highly informative! AI is sych a powerful strategy for coaching practices...
August 28, 2019
Stop solving problems and start leveraging the life-giving strengths of your people and your organization. Wonderful book and approach to creating healthy and growing organziations.
October 4, 2019
I love this positive approach to creating change.
December 8, 2019
I found this a really accessible introduction to Appreciative Inquiry
May 17, 2021
Interesting and positive approach to business management and change.
January 16, 2022
I agree with others that said this is full of jargon and not really explanatory of what to do.
Not the best read I have had this year
Not the best read I have had this year
May 21, 2022
This was an inspiring book but I would have liked a “how to” and a more detailed case study.
Displaying 1 - 30 of 56 reviews