This document discusses the background and history of organization development (OD) and appreciative inquiry (AI) as an approach within OD. It provides definitions of OD and describes how Kurt Lewin is considered the founder of OD. It then explains the two main approaches in OD - action research and appreciative inquiry. For appreciative inquiry, it outlines the 4D model and discusses how AI was developed by Cooperrider in the 1980s. It also summarizes Michele Newhard's dissertation which aimed to identify competencies needed for successful AI practitioners.

1. by Ali Alkhalaf
Fall 2011

2. The Purpose
The purpose is to identify successful OD
characteristics and find the unique skills of
successful Organization Development
Practitioners (ODP) who are using the
Appreciative Inquiry (AI) approach.

3. Background
1. OD definition Organization
Development (OD) can be defined as a
process of planned change in an
organization’s culture (Burke, 1994). OD
helps individuals, teams, and
organizations to improve their
performance (French & Bell, 1995).
Reference:
Burke, W. (1994). Organization development process of learning and changing. Reading, MA: Addison-Wesley Publication.
French, W. L., & Bell, C. H. (1995). Organization development: Behavioral science interventions for organization improvement, (5th ed.).
Englewood Cliffs, NJ: Prentice-Hall.

4. Background
2. OD history. The idea of Organization
Development was created by Kurt Lewin in
1947. Lewin explained the ideas of action
research and group dynamics, which are
fundamental to Organization
Development.
3. Because of that, he is known the
grandfather of OD.

5.  There are two important approaches in OD:
1. Action research
2. Appreciative inquiry

6. Action Research
 Lewin developed a methodology that improved
the system and conceptualized a theory in the
process (Bushe, 2000). His concept, known as
action research, (Miriam Lewin
Papanek, 1973, as cited in Newhard, 2010).
 Lewin believed that the motivation to change
was strongly related to action. So, if people are
active in decisions which affect them, they are
more likely to change.
Reference:
Bushe, G.R. (2000). Advances in appreciative inquiry as an organization development
intervention. In Cooperrider, D.L., Sorenson, P.F, Jr., Whitney, D., & Yaeger, T. (Eds.), Appreciative inquiry: Rethinking human organization toward a positive
theory of change (pp. 113-121). San Francisco, CA: Wiley/Pfeiffer.
Newhard, M. L. (2010). An exploratory study of competencies of appreciative inquiry practitioners: Discovery (Doctoral dissertation). Retrieved November
25, 2010, from Dissertations & Theses @ CIC Institutions.(Publication No. AAT 3420253)

7. Action Research model
 Action Research is a cyclical process of
change. The cycle begins with a series of
planning actions initiated by the client and
the change agent.
 The main elements include a preliminary
diagnosis, data gathering, feedback of
results, and joint action planning.

8. Action Research model
1. Entry
2. Start-up
3. Assessment and Feedback
4. Action Planning
Reference:
Rothwell, W. J., Sullivan, R. L. (2010). Change process and models. In Rothwell, W. J., Stavros, J. M., Sullivan, R. L., & Sullivan, A.
(Eds.), Practicing organization development: A guide for leading change (3rd ed., pp. 43-70). San Francisco, CA: Pfeiffer.

9. Action Research model
5. Intervention
6. Evaluation
7. Adoption
8. Separation
Reference:
Rothwell, W. J., Sullivan, R. L. (2010). Change process and models. In Rothwell, W. J., Stavros, J. M., Sullivan, R. L., & Sullivan, A.
(Eds.), Practicing organization development: A guide for leading change (3rd ed., pp. 43-70). San Francisco, CA: Pfeiffer.

10. Appreciative Inquiry (AI)
 AI is a new change model uses positive energy
to help people see new possibilities
(Bushe, 2009) and assist organization
development.
 “Research has shown that building on people’s
strengths can produce greater results than
spending time correcting their weaknesses”
(Rath & Conchie, 2009, qtd. in
Newhard, 2010, p.115).
References:
Bushe, G., & Marshak, R. (2009). Revisioning organization development: Diagnostic and dialogic premises and patterns of practice. The
Journal of Applied Behavioral Science, 45(3), 348-368.
Newhard, M. L. (2010). An exploratory study of competencies of appreciative inquiry practitioners: Discovery (Doctoral dissertation).
Retrieved November 25, 2010, from Dissertations & Theses @ CIC Institutions.(Publication No. AAT 3420253)
Rath, T. & Conchie, B. (2009). Strengths-based leadership. New York, NY: Gallup.

11. Appreciative Inquiry
 AI as an OD approach was started by
Cooperrider in 1980.
 Cooperrider was a Ph.D. student at Case
Western Reserve University in Ohio. He
“noticed energy increased when employees
discussed the positive aspects of the
organization and memories of success”
(Whitney & Cooperrider, 2000,p.13).
References:
Whitney, D. & Cooperrider, D.L. (2000). The appreciative inquiry summit: An emerging methodology for whole system positive change.
OD Practitioner: Journal of the Organization Development Network, 32(1), 13-26.

12. Appreciative Inquiry
 Furthermore, employees became enthusiastic
and came up with new ideas during such
discussions (Whitney & Cooperrider, 2000).
 Cooperrider discussed his observations with
his advisor, Suresh Srivastva, who directed him
to focus on his observations of positive
situations instead of studying problems
(Watkins & Stavros, 2009).
References:
Whitney, D. & Cooperrider, D.L. (2000). The appreciative inquiry summit: An emerging methodology for whole system positive change.
OD Practitioner: Journal of the Organization Development Network, 32(1), 13-26.
Watkins, J.M. & Stavros, J.M. (2009). Our work for the times in which we live. In
W.J. Rothwell, J.M. Stavros, R. Sullivan, & A. Sullivan (Eds.), Practicing organization development: A guide to leading change (Third
Edition) (pp. 646-655). San Francisco, CA: Jossey-Bass.

13. Appreciative Inquiry 4D model
Discovery
•Discovery: The task is to “What gives
life?”(the best
of what is)
inquire, learn about, and Appreciating
appreciate the best of “what
is”. Destiny
Dream
“What will be?”
•Dream: Participants should (how to
empower, learn, an
Affirmative
Topic
“What might
be?” (imagine
what he world is
amplify the positive core of d
adjust/improvise)
Choice calling for)
Envisioning
Sustaining
the subject system by
imagining possibilities for the Design
future. “How can it be ?”
(determining the
ideal)
Co-
constructing
AI 4-D Model
Source: Adapted from Stavros, J. M., Watkins, J. M. (2010). Appreciative inquiry. In Rothwell, W. J., Stavros, J. M., Sullivan, R. L., &
Sullivan, A. (Eds.), Practicing organization development: A guide for leading change (3rd ed., pp. 158-181). San Francisco, CA: Pfeiffer.

14. Appreciative Inquiry 4D model
Discovery
•Design: Designing the “What gives
life?”(the best
of what is)
desired change, focusing on Appreciating
the best of the past and
moving toward future to Destiny
Dream
“What will be?”
achieve the desired state. (how to
empower, learn, an
Affirmative
Topic
“What might
be?” (imagine
what he world is
•Destiny: Participants have a d
adjust/improvise)
Choice calling for)
Envisioning
Sustaining
conversation about how to
deliver the dream and design Design
based on the discovery and “How can it be ?”
(determining the
dialogue. ideal)
Co-
constructing
AI 4-D Model
Source: Adapted from Stavros, J. M., Watkins, J. M. (2010). Appreciative inquiry. In Rothwell, W. J., Stavros, J. M., Sullivan, R. L., &
Sullivan, A. (Eds.), Practicing organization development: A guide for leading change (3rd ed., pp. 158-181). San Francisco, CA: Pfeiffer.

15. AI Competencies
 Newhard (2010) stated that “no research
exists on the skill set and talent required to
be a qualified appreciative inquiry (AI)
practitioner” (p. 14).
 Michele Newhard focused in her
dissertation on OD competencies and came
up with a list for OD AI competencies.
References:
Newhard, M. L. (2010). An exploratory study of competencies of appreciative inquiry practitioners: Discovery (Doctoral dissertation).
Retrieved November 25, 2010, from Dissertations & Theses @ CIC Institutions.(Publication No. AAT 3420253)

16. AI Competencies
 After she analyzed the collected
data, Newhard came up with AI
competencies and categorized them into
four groups. Those groups deal with
personal skills, interpersonal skills, business
acumen, and knowledge of the subject
matter of AI.

17. The Problem
 There were several attempts to draft a list of
OD skills and competencies. These previous
attempts have not paid significant attention
to a growing sub discipline in the
field, Appreciative Inquiry (AI). Thus this
study will identify the unique skills that
successful practitioners of that approach
must possess.

18. Significance of the Research
 In my opinion both organizations and OD
practitioners will benefit from such a list of
the most important OD AI competencies
since a list would focus practitioners'
attention on the skills that are most needed
to successfully implement improvements.

19. Significance of the Research
 A list would ease entry into the OD
profession by providing young OD students
and professionals with a set of guidelines for
their development. Moreover, this list would
help career-development departments to
design training programs for those
employees who intend to become internal
OD practitioners.

20. Significance of the Research
 AI list would also help organizations in their
recruitment procedures, when they seek to
hire an OD professional. OD consultants
will also benefit from a list of unique
competencies for AI practitioners, because
consultants who specialize in AI would be
able to market themselves well.
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The End