“…Therefore, in order to change an organisation, one must act on the way individuals interpret the organisation (Cooperrider and Srivastva, 1994). Whereas in the beginning the appreciative inquiry was used in organizational development (Cooperrider & Srivastva, 1987;Cooperrider & Srivastva, 1994;Cooperrider & Whitney, 2001;Cooperrider & Avital, 2004;Rattanaphan, 2010;Bushe, 2010), this strategy of change management has gradually expanded towards areas such as education (Yballe & O'Connor, 2000;Lander, 2002;Kumar & Chacko, 2010;Kelly, 2010;Bradu & Sandu, 2008, Cojocaru, 2011, healthcare (Hirunwat, 2011;Rubin, Kerrell, & Roberts, 2011), evaluation (Coghlan, Preskill & Catsambas, 2003;Cojocaru, 2008;Messerschmidt, 2008;Ojha, 2010;Kavanagh et al, 2010), therapy (Sandu & Ciuchi, 2010;Donaldson & Ko, 2010;Rubin, Kerrell & Roberts, 2011;Galazka, 2011;Wendt, Tuckey & Prosser, 2011), education (Kumar & Chacko, 2010;Kelly, 2010;Cojocaru, 2011), research methodology (Cojocaru, 2005;Reed, 2007;Kluger & Nir, 2010;Van Gramberg, 2010;Cowling & Repede, 2010), leadership in organizations (Ludema, Whitney, Mohr & Griffi n, 2003;Bushe & Kassam, 2005;Hart, Conklin & Allen, 2008). Our aim was to see to what extent the appreciative inquiry could be applied in various social work practices …”