![]() ![]() They claimed to believe that they could “ fix anything and there is a right answer or solution to any organizational problem or challenge”. The main argument for this shift was a human one.Īs Hammond writes (2013), the traditional approach was “ consistent with a historical attitude in American business that see human systems as machines and parts (people) as interchangeable”. The notion of “Appreciative Inquiry” traces its roots back to the eighties, when David Cooperrider and Shuresh Srivastva at Case Western Reserve University sought to challenge the traditional approach to problem-solving in the organizational setting.
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