Transformative Learning and Appreciative Inquiry: A More Perfect Union for Deep Organizational Change

Posted: 23 Jun 2008 Last revised: 31 Mar 2009

See all articles by Loretta L. Donovan

Loretta L. Donovan

Columbia University, Teachers College

Susan R. Meyer

Columbia University, Teachers College

Stephen P. Fitzgerald

Touro University International

Abstract

This paper identifies how deep change in organizations, catalyzed by Appreciative Inquiry, can be the consequence of simultaneous, synergistic Transformative Learning experienced at the individual level and enacted at the group level. It examines the theoretical and structural framework of these two constructivist views of development. Existing literature within the two perspectives is explored to identify inherent strengths and gaps. A new bridging construct, Transformative Appreciative Inquiry, is proposed which enlightens the potential for sustainable, ongoing adaptation based on the tenets of action technology and inspired by inter- and intra-personal narrative and reflection from a generative perspective.

Keywords: Appreciative Inquiry, Transformative Learning, Organizational Change

Suggested Citation

Donovan, Loretta L. and Meyer, Susan R. and Fitzgerald, Stephen P., Transformative Learning and Appreciative Inquiry: A More Perfect Union for Deep Organizational Change. Available at SSRN: https://ssrn.com/abstract=1137242

Loretta L. Donovan (Contact Author)

Columbia University, Teachers College ( email )

525 W. 120th St.
New York, NY 10027
United States

Susan R. Meyer

Columbia University, Teachers College ( email )

525 W. 120th St.
New York, NY 10027
United States

Stephen P. Fitzgerald

Touro University International ( email )

5665 Plaza Dr., 3rd Floor
CA, 90630
Cypress, CA 90630
United States

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