By with 93 illustrations. A Ciba Foundation Symposium, edited by John Hammond, F.J. Browne, and G.E. Wolstenholme.
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Call it the path of positive protest or a strategy for positive subversion. Whatever it is called, it is virtually unstoppable once it is up and running. What is needed, as the destiny phase of AI indicates, are the networklike structures that liberate not only the daily search into qualities and elements of an organization’s positive core but the establishment of a convergence zone for people to empower one another—to connect, cooperate, and cocreate. Changes never thought possible are suddenly and democratically mobilized when people constructively appropriate the power of the positive core and simply let go of negative accounts.
The transformation of existing organizations into appreciative organizations and the creation of innovative organizations to meet the needs of the twenty-first century follow a similar path through the 4-D cycle, but each requires a slightly different focus at each phase. This is illustrated in Table 2. S. Navy have transformed their organizational cultures and designs to reflect a commitment to be an appreciative organization. In the same timeframe, several bold innovations have used Appreciative Inquiry in the creation of global organizations.
This page intentionally left blank Chapter Five Applying the 4-D Cycle M any different approaches to applying the 4-D cycle are emerging. From mass mobilizing interviews across an entire city, to small groups of people interviewing colleagues within their company and then benchmarking other best practices companies, to face-to-face interfaith dialogue among hundreds of religious leaders gathered from around the world, each application liberates the power of inquiry, builds relationships, and unleashes learning.
