Document Type
Article
Publication Date
2-1-2006
Abstract
The intention of this research project is to explore linkages which exist, both in theory and in practice, between Appreciative Inquiry and social network theory. The approach employed here is to design a multidimensional organizational intervention using socialconstructionist concepts and approaches from appreciative inquiry, positive psychology and social network theory. The intention of this study is to explore the proposition that social innovation, as opposed to traditional problem solving techniques, can be an effective means of addressing challenges of team building, group learning, and organizational renewal and performance improvement. The intervention will be conducted with a newly formed unit of a midsize health care organization, which has recently implemented an enterprisewide software system and new work procedures, as well as a downsizing program. While limited in scope to observation of a single organization, the hope is that the study will provide insight to: the practical working of Appreciative Inquiry; the dynamics of development and change of relatively small scale intraorganization social networks; and the efficacy of conscious evolution in organizational renewal.
Keywords
appreciative inquiry, organizational transformation, social networks, learning, metaphor, values
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Carlson, Thomas H., "Organizational Renewal: Using Appreciative Inquiry to Build Network Capital" (2006). Student Scholarship. 322.
https://commons.case.edu/studentworks/322