Flourishing enterprise is what every leader wants. It is about people being inspired everyday and bringing their whole selves to work; it’s about innovation arising from everywhere; and it’s about realizing remarkable relationship value with stakeholders-customers, employees, communities, and the biosphere-to create unprecedented, enduring business advantage.
-David Cooperrider

A few months ago, I did Appreciative Inquiry interviews with employees at Tesla-at display centers in Amsterdam in the Netherlands and also Columbus, Ohio, and Sarasota, Florida, in the US. In one of the interviews, I was speaking to a young millennial at the display center. He was passionate. Brilliant. Responsive. And…


Ring the bells that still can ring,
Forget your perfect offering,
There is a crack, a crack in everything (there is a crack in everything);
That’s how the light gets in…
- Excerpt from Leonard Cohen’s song “Anthem”

Organizations everywhere have entered a new reality that few would have imagined at the opening of 2020. In the span of several months, the COVID-19 pandemic has irrevocably transformed economies around the world, infected millions, and will tragically result in unpredictable numbers of horrific deaths. As I write, heartbreak, prayers, and mourning fill this morning’s headlines. “US Leads World in Coronavirus Deaths…


For changes to occur, there must be a catalyst — something that spurs the change. When we think of the word “catalyst,” we may harken back to ye old high school chemistry class and remember that catalysts are substances that initiate or accelerate a chemical reaction. Within an organization, transformational leaders are the catalysts for positive change.

Who Can Be a Catalyst?
The great thing about leadership is that one doesn’t necessarily need to be in a position of power to instigate change. In one of the most remarkable enterprise wide-changes using Appreciative Inquiry, it was a young (under 30)…


One by Michele McQuaid of the Change Lab was the largest survey of the American workplace of its kind. It explored how and why today’s relentless change was related to stress and burnout. But what the Change Lab found was that this is largely a myth. Relentless change was related to stress- but only of the time. What the surveys showed was that it was not the amount of change that causes stress and burnout. Instead, it was the WAY that the change management happened. …

David Cooperrider

David Copperrider is the co-creator and creative thought leader of Appreciative Inquiry (AI). For more, be sure to visit DavidCooperrider.net.

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