Appreciative Inquiry (AI) was developed as a participative action research approach to organization development and change. It may, however, be argued that even though every Appreciative Inquiry addresses a particular change agenda it may also be regarded as a form of coaching. Those participating in an AI are inevitably coached towards inculcating this transformational process into their lives/work, often in an oblique manner. Nevertheless, because of Appreciative Inquiry’s dialogic nature (as opposed to being diagnostic) embedded in social constructionism coaches, committed to working conversationally, have been able to apply AI with great success. It is, not only because of its emphasis on the relational and conversational, but also because of being unconditionally positive, that Appreciative Inquiry can be constructively applied in a multicultural context. This chapter is presented in the format of a conversation between the two authors. Apart from its origins and underlying principles two compelling case studies are presented.