Organizations and communities often look to change agents to assist with continual changes both internally and externally. For decades, organizational development practitioners, consultants, and strategic planners were called upon to lead the change processes and redesign systems to remain competitive. In the early 1990s, a new model for addressing changes came into existence known as appreciative inquiry (AI). Appreciative inquiry gained momentum in the not-for-profit and community organizations with documented evidence of having a positive approach and effect on the organizations. Gradually, private companies looking for something different looked to AI for answers. In this research, utilizing a qualitative methodology, the researcher used a phenomenological approach to explore the effect that eight AI practitioners had on the change process. The results revealed that based on the use of AI as a methodology and paradigm for change, AI practitioners take a unique and unprecedented stance to the change process, which yields results. As agents of change, AI practitioners facilitate and help move the change process forward, with a different force than traditional methods. In these cases, the agents of change facilitated a forward approach that yielded feelings, thoughts, and beliefs that the clients and the agents were happier with the results, were more accepting of the changes, and were moved to continue to move forward for the future.
|Subjects||Business administration; Management; Organizational behavior|
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