This study examines Appreciative Inquiry, a relatively new approach to organizational change and growth, as a method for institutionalizing retention activity. Appreciative Inquiry looks for what works best in an organization in order to determine what might be possible. Its strength lies in the consensus building embedded in the process. The results of a case study in a college of arts and sciences suggest the method to be effective in creating a shared vision for the organization, energized participants, improved morale, and increased general awareness of retention issues.
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