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Using Appreciative Inquiry to Change Perceptions Concerning the Satisfaction of Organization Members' Needs

Transylvanian Review of Administrative Sciences

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Title Using Appreciative Inquiry to Change Perceptions Concerning the Satisfaction of Organization Members' Needs
 
Creator COJOCARU, Ştefan; Associate Professor, Department of Sociology and Social Work, Faculty of Philosophy and Social Sciences, “Alexandru Ioan Cuza” University, Iaşi, Romania
BRĂGARU, Constantin; Lecturer, PhD, Department of Business Administration and Marketing, Faculty of Economics, “Nicolae Titulescu” University, Bucharest, Romania
 
Subject appreciative inquiry; needs; motivation; constructionism; security; organizational development; vision; intervention; experimental situation.
 
Description This study explored the innovative use of appreciative inquiry (AI) in the organizational environment for changing the perception concerning the satisfaction of its members’ needs. The experiment started from the assumption that organizations are social constructions generated by the interpretations social actors have about this entity and about themselves, being the result of human interactions. The experiment used the appreciative inquiry as form of intervention, run in the four stages of the 4-D cycle. The results of the intervention show that, although appreciative inquiry was directed chiefly towards changing the perceptions concerning the satisfaction of the need for security, the interpretations given by organization members changed with regard to the satisfaction of all needs (security, basic needs, belonging, esteem and self-actualization). The study shows that motivation can be changed through an appreciative approach of events, through their reinterpretation within a process of dialogue and consensus; the reinterpretation of the organization as a text and the application of appreciative inquiry principles results in an organizational reconstruction as a process that can be run in a relatively short period of time. The positive changes of the organizational environment were also a result of the way the organization was researched. The appreciative interviews resulted in individual reinterpretations of organizational contexts, which were negotiated and assumed in the environment of the collectivity. The changes were supported by the organization members’ involvement in building a shared vision, in making a plan in which every person is a voice in the organization, and in developing attachment and ownership in relation to the developed plans.
 
Publisher Babes Bolyai University
 
Contributor —
 
Date 2012-02-01
 
Type info:eu-repo/semantics/article
info:eu-repo/semantics/publishedVersion
Peer-reviewed Article
 
Format application/pdf
 
Identifier http://rtsa.ro/tras/index.php/tras/article/view/45
 
Source Transylvanian Review of Administrative Sciences; 2012: Issue No. 35 E/February; 62-77
1842-2845
 
Language eng
 
Relation http://rtsa.ro/tras/index.php/tras/article/view/45/41
 
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