Appreciative inquiry in health care

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.

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