Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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develop a vision for change. The central premise is that appreciating what works well generates a starting point
for creating positive and meaningful change, so that what we focus on becomes our reality (Atkin & Lawson, 2006).
The principal assumption of AI is the use of positivity in questioning and dissemination of data, and the
current study utilises this positivity assumption throughout. While the use of a quantitatively-based analytical tool
cannot be argued to be part of any AI initiative, it is the results of both questionnaires within the departmentalwide
survey that were reported positively to both staff and management and thus playing a part in the AI process.
Indeed, the psychosocial stress-based tool in particular allows the identification of areas in the workplace which are
working well, and those which need to be improved.
1b.1) History of AI
AI is currently enjoying increasing success across organisations as a fresh and versatile change process, and
it is claimed to have numerous applications such as coaching and mentoring, organisational projects, and positive
culture change (McAllister & Luckcock, 2009). Additionally, it has been used in business, management, sport and
industry, as well as education, health, and the social services (Maclean, 2007). AI is said to have been built on the
‘positive psychology’ of Seligman of the late 1990s (Billings & Kowalski, 2008) which promotes the positive aspects
of subjective experience and individual traits in order to improve quality of life (Seligman & Csikzentmihalyi, 2000).
AI, which emphasises the use of affirmative questioning, employs the positive psychology concept to engage and
encourage strengths and overcome weaknesses. AI has also been used successfully as a method of Action
Research (Peelle, 2006) which has been gaining interest within the context of change management (Atkin &