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Transformative Learning and Appreciative Inquiry: Incorporating Coaching and Action for Deep Organizational Change

S Meyer, L Donovan, S Fitzgerald International Journal of Coaching in Organizations 2007

This article identifies how deep change in organizations, catalyzed by Appreciative Inquiry, and facilitated by coaching, can be the consequence of simultaneous, synergistic Transformative Learning that is experienced at the individual level and enacted at the group level. The authors examine the theoretical and structural framework of these two constructivist views of development and discusses the role of coaching in implementing a new bridging construct, Transformative Appreciative Inquiry, which enlightens the potential for sustainable, ongoing adaptation is based on the tenets of action technology and inspired by inter- and intra-personal narrative and reflection from a generative perspective.

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