David Cooperider developed a generative method and style of conversation.
It has much in common with Ackoff's Idealized Design and William Smith's AIC methods for innovative change.
According to Bushe, Appreciative Inquiry "advocates **collective inquiry into the best of what is**, in order to imagine what could be, followed by collective design of a desired future state that is compelling and thus, does not require the use of incentives, coercion or persuasion for planned change to occur."[10] The model is based on the assumption that **the questions we ask** will tend to focus our attention in a particular direction, that organizations evolve in the direction of the questions they most persistently and passionately ask.
Appreciative inquiry (AI) is a model that seeks to engage stakeholders in **self-determined change**. According to Gervase Bushe, professor of leadership and organization development at the Beedie School of Business and a researcher on the topic, "AI revolutionized the field of organization development and was a precursor to the rise of positive organization studies and the strengths based movement in American management."[1] It was developed at Case Western Reserve University's department of organizational behavior, starting with a 1987 article by David Cooperrider and Suresh Srivastva. They felt that the **overuse of "problem solving"** hampered any kind of social improvement, and what was needed were new methods of inquiry that would help generate new ideas and models for how to organize.
https://en.m.wikipedia.org/wiki/Appreciative_inquiry
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