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In this volume of Advances in Appreciative Inquiry, leading scholars from the fields of management, organization development, information technology, and education come together to chart new directions in Appreciative Inquiry theory and research as well as new intervention practices and opportunities for design in organizations. While diverse in topic and discipline, each of the following original chapters treats the reader to a view of Appreciative Inquiry's revolutionary way of approaching familiar questions of management, organization design, and sustainability.

Appreciative Inquiry is a constructive inquiry process that searches for everything that “gives life” to organizations, communities, and larger human systems when they are most alive, effective, creative and healthy in their interconnected ecology of relationships. To appreciate, quite simply, means to value and to recognize that which has value – it is a way of knowing and valuing the best in life. In the language of Positive Organizational Scholarship it means a research focus – a positive bias – seeking fresh understanding of dynamics described by words like excellence, thriving, abundance, resilience, or exceptional and life-giving (Cameron, Dutton & Quinn, 2003). In this context the word appreciate means to value those things of value – it is a mode of knowing often connected to the idea of esthetic appreciation in the arts. To appreciate also means to be grateful or thankful for – it is a way of being and maintaining a positive stance along the path of life’s journey. And not incidentally, to appreciate is to increase in value too. Combining the three – appreciation as a way of knowing, as a way of being and as an increase in value- suggests that Appreciative Inquiry is simultaneously a life-centric form of study and a constructive mode of practice. As a form of study, Appreciative Inquiry focuses on searching systematically for those capacities and processes that give life and strength and possibility to a living system; and as a constructive mode of practice, it aims at designing and crafting human organizations through a process in which valuing and creating are viewed as one, and where inquiry and change are powerfully related and understood as a seamless and integral whole. But the key to really understanding Appreciative Inquiry is to put the emphasis on the second word in the inseparable pair. While many are intrigued with the Appreciative Inquiry positive bias – toward the good, the better, the exceptional, and the possible – it is the power of inquiry we must learn more about and underscore. Inquiry is all about openness, curiosity, creative questioning; its spirit involves what Whitehead once called “the adventure of ideas.”