Читать книгу The Sage Handbook of Social Constructionist Practice - Группа авторов - Страница 49

Appreciative inquiry, originally developed by David Cooperrider and Suresh Srivastva (1987), upset the mold of organizational consulting by proposing that, instead of researching the cause of organizational problems as a method for resolving the problem, consultants should inquire into what is working in the organization, what gives it life, and when organizational members feel energized. Originating as a form of organization consultation, AI rapidly became recognized as a form of research that invites innovation (Bodiford and Camargo-Borges, 2014; Hosking and McNamee, 2007; McNamee, 2004). Research reports, such as those presented in the special issue of the AI Practitioner (Bodiford and Camargo-Borges, 2014), offer a variety of illustrations of appreciative inquiry as a research method that invites participants to imagine a preferred future. Through such imagination, research participants join together to create that future. The focus of appreciative inquiry on what is working well in a community, as well as the highpoints in the community's experiences, orients the research process toward the creation of generative ways to go on as opposed to discovery or documentation of ‘what is’.