Abstract
Organisational change in health care is a complex, non-linear process that must evolve in response to shifts in social, economic and political environments. Given this constant flux, current organisational models fail to address the needs of the patients and healthcare workers, who are becoming increasingly dissatisfied. The radical changes required must influence work design and workforce management, while focusing on the interactions between actors within the systems. This article presents an approach to organisational change: appreciative inquiry. By building on positive ideas and images emerging from individuals or groups, this approach fosters learning andpromotes the emergence of innovative ideas. A review of the literature from 1990 to 2009 was undertaken to describe the application of appreciative inquiry in health care. After a brief description of the theoretical foundations and the process of appreciative inquiry, the studies and projects uncovered in the review are presented. The limits and advantages of using appreciative inquiry to promote organisational change in health care are discussed.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
