Abstract:
Research and practice have shown that Appreciative Inquiry (AI)—a strengths-based, dialogic intervention—provides organizations a valuable methodology to advance organizational change initiatives. This dissertation explores the role that Appreciative Inquiry plays in helping to create greater work meaningfulness within an organizational context. The study is a mixed-methods comparative case study across four organizations where AI Summit interventions were deployed, a fifth comparative organization utilizing lean thinking methodology, and a sixth quasi-control organization without formal intervention. The data collection consists of the administration of a pre-test and two post-test surveys to measure work meaningfulness, interviews, observations, and artifacts. The various dimensions of work meaningfulness are explored in the surveys utilizing the Comprehensive Work Meaningfulness Survey (CMWS) and follow-up interviews utilizing the Map of Meaning model. The improved work meaningfulness scores as well as polynomial regression analysis of the data before and immediately following the AI Summit interventions suggest that Appreciative Inquiry can be used to effectively cultivate opportunities for greater work meaningfulness. The most notable pathways observed during the AI Summit process was the generation of Inspiration, increasing Unity with Others, and allowing for Greater Expressions of Full Potential (as measured dimensions of work meaningfulness within the CMWS and Map of Meaning model). Rich qualitative data, particularly from participant interviews, helped paint a fuller picture of this process phenomenon. However, the respondent sample size for the third time period (three months following the AI Summit) was too small to provide conclusive quantitative support for these findings. Additionally, there are some practical cautions to consider, particularly in the months following the AI Summit, pertaining to how initiatives ought to be carried forward within organizations. Through an exploration of how interpersonal and collaborative sensemaking, voice and empowerment, and crafting interplay within the context of organizations utilizing AI, a theoretical and practical model for cultivating greater work meaningfulness is presented along with the significance of the findings. Though explored primarily within the context of organizations utilizing Appreciative Inquiry, drawing also from the findings from the comparative organizations, broader theoretical generalizations are suggested for further research and practice.
