Appreciative Inquiry: The answer to change resistance?

July 27th, 2012 by Sarah Green Leave a reply »

60% of BRP change initiatives that fail, fail because of employee resistance. Contributing factors are identified as lack of executive consensus, lack of senior champion, unrealistic expectations and late staff involvement. Can AI bypass resistance problems? Head argues, from experience, that it can because:

• By working from past experiences it removes the fear of the ‘unknown’: there is no unknown
• It builds on past peak experiences, reducing risk: we know we can do this
• Because people know they can do what is required (they’ve done it before) there is less fear of failure: we know this is successful behaviour
• By removing problem talk (and blame attribution) and using positive, peak talk (and possibility identification) it increases people’s willingness to contribute
• It builds motivation, seeking to establish peak experiences as the norm
• It works at an individual level: from the off people can see what is in it for me
• It is not revolutionary change, rather its goal is to take its current system to its greatest known potential

Source: Head T.C (2001) Appreciative Inquiry: Debunking the myth behind resistance to change in Cooperrider et al (eds) (2001) Appreciative Inquiry: An emerging direction for organisational direction. Stipes, Illinois USA

Be Sociable, Share!

Leave a Reply

You must be logged in to post a comment.