AI and the Field of Organization Development
Describing Appreciative Inquiry as yet another OD tool, technique, or intervention is, at best, only partially accurate, and, at worst, a disservice to those who seek to facilitate the co-creation of quantum shifts in the capability of an organization to meet the needs of its customers, members, and other key stakeholders. Rather, we invite the reader to think of Appreciative Inquiry as a philosophy and orientation to change that can fundamentally reshape the practice of organization learning, design, and development in much the same way that the philosophy of “process consultation” reshaped the field of management consulting fifty years ago.
In the early days of management consulting, the consultant ...
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