Dialogic democracy meets command and control: Transformation through the Appreciative Inquiry Summit
By E. Powley, R. Fry, F. Barrett, David S. Bright. 2004
133 citations recorded by the source corpus.
Executive Overview This article describes how managers and executives can use Appreciative Inquiry (Al) to promote democratic organizing to involve multiple stakeholders and generate strategic policy. Planned, temporary spaces where democratic organizing can occur may benefit and enhance the change capacity of command and control cultures without replacing or discounting basic organizing structures. We describe democratic organizing in the context of the Appreciative Inquiry Summit, a large-system change initiative that uses dialogic democratic processes to inspire positive change. A case study of ongoing AI Summits within the United States Navy offers an example democratic organizing in a command and control environment. We suggest that within a temporarily organized space like the AI Summit, normative consciousness, holistic collegiality, and communal conviction are key principles of democratic organizing. These design principles not only foster organizational democracy, but they also promote effective ...
Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/6c7e1c80782b31180f89042b0baa42a366076993
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In Organizational Behavior and Human Resource Management
Citations in the corpus
- Generative Process, Generative Outcome: The Transformational Potential of Appreciative Inquiry (2013, background): “Salancik (1978) argues that commitment gets created when people take actions that are voluntary, visible, and relatively irreversible and those are good things to think about when constructing events to launch the Destiny phase.”