Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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positive outcome from a specific set of circumstances creates images and feelings that will result in a
positive set of thoughts and behaviours (Fitzgerald, Murrell & Millar, 2003).
5. The Positivity Principle: assumes that an inquiry based upon positive achievement, joy and hope works
better than focussing on what is wrong and how these wrongs can be cured (Krattenmaker, 2001). This is
claimed to be the most concrete of the five principles, with Cooperrider, Whitney and Stavros (2008) arguing
that it has grown out of years of experience with AI. Organisations, as human systems, are largely
affirmative systems and are therefore responsive to positive thought and knowledge. As such, building a
sustained momentum for change requires large amounts of positive affect, e.g. feelings like hope,
excitement and caring (Fitzgerald, Murrell & Millar, 2003).
The fourth and fifth of the AI principles are the most important for any change initiative to work
(Krattenmaker, 2001). While the anticipatory principle views the collective imagination of the future as the
catalyst for successful behaviour change, the positive principle assumed that positive inquiry works better than
focussing on what is wrong, or how these things can be ‘cured’. The current study does have a number of issues to
get around with these two principles, however. These five principles are central to the theoretical basis of AI with
respect to organising for a positive revolution in change, and the principles clarify that it is the positive image that
results in the positive action. Therefore the organisation must make affirmative decisions to focus on the positive
and as such lead inquiry.