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Appreciative inquiry was developed in the late 1980s as a process to encourage social innovation by involving people in discovering the 'best of what is'. Recent research has suggested that appreciative inquiry practitioners' focus on positivity is now inhibiting appreciative inquiry's focus on generative theory. This article responds by asking the question 'what is critical appreciation?', then seeks answers by studying the critical turn in a Big Lottery Research project. By tracking the narratives of research assistants as they describe the 'life worlds' and 'systems' in their community, we clarify the recursive processes that lead to deeper levels of appreciation. We contribute to the development of critical appreciative processes that start with a critical inquiry to deconstruct experience and then engage critical appreciative processes during the remainder of the appreciative inquiry cycle to construct new experiences. The initial critical inquiry establishes which system imperatives colonize the life world of participants whilst subsequent critical appreciative processes build participants' aspirations to design new social systems.

This article offers a retrospective examination of the use of appreciative inquiry (AI) in a study on rural wellbeing. It provides a reflection on the rationale for choosing AI as a suitable methodology, critiques the application of AI in rural settings and considers its suitability for this inquiry into individual and community wellbeing. The article also considers the value of AI as a participatory research approach for community-university partnerships. A review of the literature on AI is distilled to examine the limitations as well as the utility of AI. Through an effective use of AI, communities of knowledge can be fostered and the knowledge of communities can be valued and harvested to enhance the wellbeing of rural communities.Keywords: appreciative inquiry, wellbeing, rural community, community-university partnerships

Abstract
In response to literature documenting the purported disengagement of youth in the civic sphere and the increasing impact of neo-liberal ideologies and policies on the post-secondary education landscape, this article furthers discussion about the civic potential of university education and explores how specific pedagogies can help foster the civic engagement of university students and graduates. Drawing from data collected at Renaissance College (RC), at the University of New Brunswick, this article documents the collaborative and experiential pedagogies used in that programme to support civic learning. Overall, this study demonstrates that the approaches taken at RC are challenging but worthwhile pedagogies that can enhance students' abilities to become engaged citizens and challenge neo-liberal doctrine at post-secondary institutions. This study also demonstrates how appreciative inquiry (AI) contributes to the development of a methodological framework for studying citizenship education by connecting the epistemological foundations of AI and citizenship education.

This article describes how managers and executives can use Appreciative Inquiry (AI) to promote democratic organizing to involve multiple stakeholders and generate strategic policy. Planned, temporary spaces where democratic organizing can occur may benefit and enhance the change capacity of command and control cultures without replacing or discounting basic organizing structures. We describe democratic organizing in the context of the Appreciative Inquiry Summit, a large-system change initiative that uses dialogic democratic processes to inspire positive change. A case study of ongoing AI Summits within the United States Navy offers an example democratic organizing in a command and control environment. We suggest that within a temporarily organized space like the AI Summit, normative consciousness, holistic coUegiality, and communal conviction are key principles of democratic organizing. These design principles not only foster organizational democracy, but they also promote effective and collaborative relationships across organizational levels and functional boundaries well after the intervention has ended.

This review serves to examine The Power of Appreciative Inquiry: A Practical Guide to Positive Change by Diana Whitney and Amanda Trosten - Bloom (2010). It will introduce the topic of Appreciative Inquiry, giving supporting information from the book, and discuss its adaptability. The authors discuss Appreciative Inquiry as a positive approach to change, introduces the 4D cycle associated with it, and uses it to explain how Appreciative Inquiry is carried out in many capacities at the organizational level. Furthermore, this review includes a look into the basic premise of Appreciative Inquiry and how this premise alone affords this Appreciative Inquiry process to be used outside of the business and organizational realm, particularly with families and individuals.

Brings the fields of positive psychology and appreciative inquiry together to provide leaders and change agents with a powerful new approach to achieving organizational excellence.

About the author -- Foreword -- Preface -- Acknowledgements -- The legacy of twentieth century idea about organisational change -- The challenge of leadership -- Helping people engage positively with imposed change -- How the methodologies described later approach organisations and change -- Using positive psychology to achieve change at the team and individual level -- Appreciative inquiry -- World cafe -- Simu-real -- Pulling it all together -- References -- Index

"As a leader, you have work that is complex, full of ups and downs. Your ability to be resilient--to pick yourself up after setbacks and keep on going no matter the challenges--is critical not only to successful leadership but also to fostering teams, generating collaboration, and igniting your organization. In this breakthrough book, veteran consultants Joan McArthur-Blair and Jeanie Cockell show that Appreciative Inquiry can be an invaluable tool to build that resilience. Appreciative Inquiry is a time-tested, highly effective, and widely used change method that emphasizes identifying what's working well in a system and building on those strengths. Originating in the 1980s, it's been responsible for dramatic results in every conceivable type of organization. Using the authors' Appreciative Resilience model, leaders can use AI to increase their ability to weather the storms they'll inevitably face and come out stronger. A profoundly practical guide, this book features first-person accounts from leaders in all kinds of settings and situations describing how they've used AI concepts to increase their resilience. McArthur-Blair and Cockell believe that the core of resilience is the interplay among despair, hope, and forgiveness. Every leader experiences despair in those moments when there is no clear path forward. AI's focus on the best of what is and using that to generate the future makes it a particularly powerful aid and ally on this journey"--

Background Appreciative inquiry (AI) is an innovative knowledge translation (KT) intervention that is compatible with the Promoting Action on Research in Health Services (PARiHS) framework. This study explored the innovative use of AI as a theoretically based KT intervention applied to a clinical issue in an inpatient pediatric care setting. The implementation of AI was explored in terms of its acceptability, fidelity, and feasibility as a KT intervention in pain management. Methods A mixed-methods case study design was used. The case was a surgical unit in a pediatric academic-affiliated hospital. The sample consisted of nurses in leadership positions and staff nurses interested in the study. Data on the AI intervention implementation were collected by digitally recording the AI sessions, maintaining logs, and conducting individual semistructured interviews. Data were analysed using qualitative and quantitative content analyses and descriptive statistics. Findings were triangulated in the discussion. Results Three nurse leaders and nine staff members participated in the study. Participants were generally satisfied with the intervention, which consisted of four 3-hour, interactive AI sessions delivered over two weeks to promote change based on positive examples of pain management in the unit and staff implementation of an action plan. The AI sessions were delivered with high fidelity and 11 of 12 participants attended all four sessions, where they developed an action plan to enhance evidence-based pain assessment documentation. Participants labeled AI a 'refreshing approach to change' because it was positive, democratic, and built on existing practices. Several barriers affected their implementation of the action plan, including a context of change overload, logistics, busyness, and a lack of organised follow-up. Conclusions Results of this case study supported the acceptability, fidelity, and feasibility of AI as a KT intervention in pain management. The AI intervention requires minor refinements (e.g., incorporating continued follow-up meetings) to enhance its clinical utility and sustainability. The implementation process and effectiveness of the modified AI intervention require evaluation in a larger multisite study. ; Kavanagh, T., Stevens, B., Seers, K., Sidani, S., & Watt-Watson, J. (2010). Process evaluation of appreciative inquiry to translate pain management evidence into pediatric nursing practice. Implementation Science : IS, 5(1), 90-90. doi:10.1186/1748-5908-5-90

ACKNOWLEDGEMENTS The inputs and facilitation of field work from the Gujarat state government officials are acknowledged. We express our gratitude to the doctors, nurses and other health facility staff for actively participating in the study. Our special thanks to Dr. Pritam Pal for capacity building of the research team for appreciative inquiry and Mr. Sanjay Joshi for follow-up of the AI process. We appreciate the help of Dr. Purvi Shah in data collection and preparing transcripts for the study. The study was funded by the John D. and Catherine T. MacArthur Foundation. ; Peer reviewed ; Publisher PDF

Summary Social Work Practice Pilots with adults was a government initiative in England (2011–2014) that created seven social work practices independent from local authorities/government. The stated aims were to reduce bureaucracy, promote professional discretion and expertise, and reduce the size of the public sector. The Social Work Practice Pilots were social work-led and comprised between five and 100 social workers and/or other professionals/non-professionals. This article describes how the methodology of appreciative inquiry was used to investigate how the Social Work Practice Pilots in England were developing as independent practices. Information was obtained through two, two-day site visits at each Social Work Practice Pilot, and two shared learning workshops with representatives from the Social Work Practice Pilots. Findings Social Work Practice Pilots were found to be developing in accord with the following four key aims of the pilots: (1) spend more time with clients (service users), (2) a more responsive service, (3) more control over the day-to-day management, and (4) think creatively about resource use. Social Work Practice Pilots reported a reduction in bureaucracy and an ability to create flexible practices that more appropriately met the needs of the communities. Applications The findings provide an initial indication of how social work practice could develop independently of local authorities and suggest possible benefits to staff and clients. The study demonstrated how the AI approach to research and consultancy can serve as a participative learning process when exploring social work practice. The strengths and limitations of the approach are discussed.