History of Appreciative Inquiry Appreciative inquiry is a change management approach that focuses on determining what works well within an organization, examining why she's working well, then focusing on doing more of those things. “Appreciative inquiry focuses us on the positive aspects of our lives and uses them to correct the negative ones. It is the opposite of “problem solving” (White, 1996). Appreciative Inquiry originated within the Organizational Behavior doctoral program at Case Western Reserve University and began as a partnership between David Cooperrider and his advisor Suresh Srivastva in 1980. The foundation of Appreciative Inquiry was established during the process of conclusion of his doctoral thesis by Cooperrider. Initially, Cooperrider's work focused on constructing a conventional analysis or organizational examination of defects within the personnel aspect of the organization. “The story of Appreciative Inquiry is the story of a major shift in the practice of organizational development and transformation. In fact, it is also the story of an unplanned, even unintentional process, without any particular intention of using it to change organizations or other human systems” (Watkins et al, 2011. p.23) . The first reference to the phrase "Appreciative Inquiry" is found in the footnotes of a report on emerging themes by Cooperrider and Srivastva and written for the Cleveland Clinic Board of Governors. In 1982, Toward Transformation of Social Knowledge was published by Ken Gergen and provided a powerful analysis of conventional scientific meta-theory that led Cooperrider toward a completely original method of applying his new theory. This track......in the middle of the document......to correct the gaps we identify. This would be the ideal time to implement the concept of Kaizen. “The Kaizen event is an effective tool for overcoming “analysis paralysis,” linking improvements to a broader strategy, and involving all perspectives necessary to create relevant, measurable, and sustainable improvements” (Martin and Osterling, 2007 . We would attempt to sustain fresh ideas by adding new members and leaders to the change coalition. The last thing we must accomplish if we want the change process to be sustainable is to attempt to anchor the changes in the culture of the organization. This is done by including change concepts when new staff are assigned, recognizing the contributions of all those who participated in the change process, and talking about success at every opportunity to do so...