Appreciative inquiry as a shadow process in communicating change

Organisational change programs have had a consistently high failure rate for more than twenty years. Communication and culture are often cited among the key reasons for their success or failure, yet there is little research on the role of communication in organisational change. Most of the change management and communication approaches are functionalist, rational and driven from the top. Appreciative Inquiry, based in social constructionism, is explored as a framework for scholars and practitioners to consider in communicating change. While its focus is on positivity, radical thinking is emerging to appreciate the Shadow, including the negative emotions and discourse that erupt during organisational change. Communicating change is reflected through key Jungian concepts to add depth and richness in understanding the communication dynamics during change. With this understanding, Appreciative Inquiry is proposed as a process for scholars and practitioners to consider in creating conversations of meaning, working with the Shadow to improve employees' sense of feeling valued during change. Knowing how to integrate the Shadow, both positive and negative aspects, and develop connections with the past is a constructive role for communication to perform.