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Action Inquiry by William R. Torbert

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162

ELEVENThe Quintessence of Collaborative Inquiry

The Sun Health Care Journey Continues

From the perspective of the Strategist/Collaborative Inquiry action-logic, the story we began in Chapter 10 about the disharmony at Sun Health between the majority of the senior management team and the “opposer” and the “cowboy” is not necessarily bad. At the time, the president realized that the “opposer” generated inquiry by her opposition, even if she often did not help such inquiry to reach closure in mutually agreeable action. Firing her could potentially send two negative messages to the company: (1) critical inquiry is not encouraged and (2) people who do not conform to the preferred managerial style will be dealt with summarily. Both these messages ...

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