Creating a Healthy Workplace Culture Using an Appreciative Inquiry 4-D Cycle

Calabrese, Raymond L.; Cohen, Erik; Miller, Dustin

doi:10.1080/15416518.2013.831706

Cited by 6 publications

(6 citation statements)

References 20 publications

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“…The second most prevalent research design (14) was quasi-experimental studies. Qualitative approaches 79 –104 comprised 23% (27) of the studies, with the majority (24) pursuing questions through case study research. Mixed methods studies 105 –108 comprised 3% (4) of the studies, and 2 evaluations 109,110 were observed.…”

Section: Resultsmentioning

confidence: 99%

Supporting a Culture of Health in the Workplace: A Review of Evidence-Based Elements

et al. 2018

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Section: Resultsmentioning

confidence: 99%

Supporting a Culture of Health in the Workplace: A Review of Evidence-Based Elements

et al. 2018

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“…Since the inception of appreciative inquiry in the 1980s, evidence continues to suggest that it is a more generative form of inquiry than problem solving (Calabrese et al , 2013; Harmon, 2013; Bushe and Paranjpey, 2015; Sharp et al , 2017). For example, Calabrese et al (2013) found that through appreciative inquiry, participants developed a new and compelling vision, a stronger sense of empowerment, and clear action plans to achieve their goals. Similarly, Harmon (2013) found evidence of managers building and gaining trust within their organisations.…”

Section: Pathways To Impact In Workplaces: Positive Emotion and Appreciative Inquirymentioning

confidence: 99%

Positive emotion in workplace impact

Wall

Russell

Moore

2017

JWAM

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Purpose The purpose of this paper is to highlight the role of positive emotions in generating workplace impacts and examine it through the application of an adapted appreciative inquiry process in the context of a work-based project aimed at promoting integrated working under challenging organisational circumstances. Design/methodology/approach The paper adopts a case study methodology which highlights how an organisation facing difficult circumstances (such as austerity measures, siloed cultures, constant threats of reorganisation, and requirement to work across occupational boundaries) adapted an appreciative inquiry intervention/method. Findings This paper found, first, that the utilisation of appreciative inquiry in the context of an adapted work-based project in difficult organisational circumstances generated positive emotions manifest through a compelling vision and action plans, second, that the impacts (such as a vision) can become entangled and therefore part of the wider ecological context which promotes pathways to such impact, but that, third, there are a various cultural and climate features which may limit the implementation of actions or the continuation of psychological states beyond the time-bound nature of the work-based project. Practical implications The paper illustrates how an organisation adapted a form of appreciative inquiry to facilitate organisational change and generated outcomes which were meaningful to the various occupational groupings involved. Originality/value This paper offers new evidence and insight into the adaptation of appreciative inquiry under challenging circumstances in the context of a work-based learning project. It also provides a richer picture of how positive emotion can manifest in ways which are meaningful to a localised context.

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“…It would be interesting to further develop the questionnaire to include the value 'respect for people' and to examine closer the relationship between Appreciative Inquiry and 'respect for people'. Could it be that Appreciative Inquiry is the key to new structured way of accomplishing 'real Lean' since Calabrese, Cohen and Miller (2013) claim that the Appreciative Inquiry approach gives the managers huge potential to create a culture of trust and collaboration based on respect?…”

Section: Future Researchmentioning

confidence: 99%

“…When focusing on problems instead of possibilities, organisations are prevented from using their full potential which leads to decreased organisational capacity . New managers request support to change the culture and need plans and approaches to reinforce positive loops in their workplaces (Calabrese, Cohen and Miller, 2013). By using Appreciative Leadership, the creative potential among co-workers can be organised and shaped into positive power .…”

Section: Introductionmentioning

confidence: 99%