Appreciative inquiry (AI) theorists claim AI is a more generative form of inquiry than problem solving; this study uses a classical field experiment to test that claim. We test three different processes for producing generative ideas defined as new ideas that motivate new actions. Why AI may be better at producing such ideas is explored and a method for amplifying those qualities (synergenesis) is described. Hypotheses are tested by assessing ideas produced from groups of employees at an urban transit organization. Synergenesis-based groups scored significantly higher than either of the other groups on ratings of generative ideas. Examination of participant’s pre- and post semantic maps show predictable differences in the effects of problem solving and appreciative approaches on engagement of employees in the ideation phase of a change process, consistent with AI claims. Implications for practitioners and suggestions for future research are discussed.
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