The notion that words create worlds, that reality as we know it is a subjective vs. objective state; it is socially constructed, through language, conversation, and story-telling.

Addresses the design elements critical to an organization to support the positive core. The first step in the Design phase is to identify this architecture.

To take an issue or problem or gap (what we want less of) and re-frame it into a positive topic (what we want more of) for inquiry; an essential skill in Appreciative Inquiry.

Statements that bridge the best of “what is” with the organization’s vision of “what might be.” It becomes the written articulation of the organization’s desired future that is written in the present tense to guide the planning and operations in the future. Also known as possibility propositions, possibility statements, or vision statements, they create a positive image or images of the ideal organization.

Positive psychology revisits “the average person,” with an interest in finding out what works, what’s right, and what’s improving.  It asks, “What is the nature of the effectively functioning human being, successfully applying evolved adaptations and learned skills?  And, how do we explain the fact that, despite all the difficulties, the majority of people manage to live lives of dignity and purpose?” Kennon M. Sheldon, University of Missouri, and Laura King, Southern Methodist University, 2001.

An Appreciative Inquiry theory that posits that the more positive and hopeful the image of the future, the more positive the present day action.

This is what makes up the best of an organization and its people; often a hidden and underutilized core of strengths.

The generally accepted perspective of a particular discipline, theory or mindset at a given time.

A way of bringing about change in an organization that relies on action research.

Includes quantum physics, chaos theory, self-organizing systems, and complexity theory.