Table 6: Appreciative Inquiry and Narrative Deconstruction Approaches
People are joining together -- across borders, races and other sources of division to produce appreciative change.


While Appreciative Inquiry and other approaches do TD2 processes, they do not invoke the resistance tactics of Saul Alinsky, Illich, or Emerys. 

My own preference is to go grassroots organizing that identifies points of domination and resistance. I assume that people organize in fields and frameworks of power that need deconstructing. 
Appreciative Inquiry views deconstruction of the dominant narratives (some are grand, other not) as an exercise in negative thinking and the negative sciences of criticism. 


Cooperrider and Srivastva says deconstruction consulting "... has failed to become catalysts for positive organizational transformation because [these] methodologies that by design are meant to de-legitimate existing organizational theories rather than create new constructs that hold positive possibilities for the future (as cited in Ludema et. Al, 1996: 6).


In Appreciative Inquiry the person or field of organization writes a new and positive story. 

Narrative Therapy views deconstruction of the dominant problem-saturated stories as a necessary step to liberation. The point of deconstruction is to resituate the dominant narratives, so that a new liberating story can be authored. 


Michael White & David Epston (1990), founders of the restorying approach have spent two decades developing narrative, restorying approaches to family consultation. They rely heavily upon deconstruction approaches.


In Narrative Therapy the positive story is written after the deconstruction of the iron cage of the dominant story.

In 1997 I organized a panel debate between AI and deconstruction proponents. "Pollyanna Meets Professor Nietzsche" was the title of one of Joanne Martin slides, but her discussion also challenged us to stop dualizing: 

"Why accept the dichotomies?"

  • Use both, sequentially 
  • First build, then justify by critique 
  • First critique, then build 
  • Revolutionary leaders offer detailed critiques of status quo, but are vague, but inspirational . about future plans (Martin, Meyerson and Scully) 
  • Break the four cell "mirror" and combine both 
  • Example: Restory the problem from multiple perspectives to see, and overcome, conflicting views.
 Press to return to TD tables or to TD Game Board or  dfor a TD narrative.