Jane Magruder Watkins, Bernard J Mohr, Ralph Kelly

Appreciative Inquiry

Change at the Speed of Imagination

• Broschiertes Buch

Produktbeschreibung

This book shows how the Appreciative Inquiry process helps OD and HR professionals tap into inspiring "high point" accounts of personal or collective capacity. This new edition puts the focus on how AI really works and adds guidelines on how to apply AI in a variety of organizational situations and for a variety of initiatives such as coaching, leadership development, strategic planning, and teambuilding. It contains tools and other resources to help with immediate use in the workplace and new and updated case studies that show how it really works.

Produktdetails

• Verlag: John Wiley & Sons / Wiley
• 2nd Revised edition
• Seitenzahl: 336
• Erscheinungstermin: 26. April 2011
• Englisch
• Abmessung: 235mm x 191mm x 18mm
• Gewicht: 633g
• ISBN-13: 9780470527979
• ISBN-10: 0470527978
• Artikelnr.: 32301664

Autorenporträt

Jane Magruder Watkins is a past chair of the board of the NTL Institute for Applied Behavioral Science and a founding member of Appreciative Inquiry Consulting. She has more than thirty-five years in the field of organization development and has worked with a wide range of private, public, and government organizations, including Avon, GTE, Detroit Edison, SmithKline Beecham, ScottishPower, and more than 200 international organizations in nearly 50 countries. Bernard J. Mohr is the author of many books and articles on collaborative organization innovation and design. One of the original pioneers in the field of Appreciative Inquiry, Bernard co-founded Innovation Partners International and co-created the NTL Institute Certificate in Appreciative Inquiry. Ralph Kelly is a co-founder of Appreciative Inquiry Unlimited, a founding member of Appreciative Inquiry Consulting, and an Associate in the Taos Institute. He has over 35 years experience in the field of OD, and has worked with a rich variety of non-profit, faith-centered, government, private and academic organizations in over 40 countries.

Inhaltsangabe

Chart of Case Stories xiii CHAPTER 1: The Case for a New Approach to Change
1 The Emerging Paradigm 9 The New Sciences 12 Thinking About Problems Using
the New Paradigm 16 CHAPTER 2: Appreciative Inquiry: History, Theory, and
Practice 21 Defining Appreciative Inquiry 22 A History of Appreciative
Inquiry 23 AI and the Field of Organization Development 31 The Relevance of
AI to Complex, Transformative Change 33 AI and the Challenge of
Organization Transformation 34 Complex Change and the Two Gifts of
Appreciative Inquiry 36 The Theoretical Basis for Appreciative Inquiry 38
Social Constructionism 38 The Power of Image 42 Social Constructionism +
The Power of Image = Appreciative Inquiry in Organization Change 47 What
Good Are Positive Emotions? 48 Case Story: Living Well with Dementia:
Creating a Regional Strategy for the East Midlands, by Julie Barnes and
Jill Guild 50 CHAPTER 3: Appreciative Inquiry as a Perspective for
Organization Change 67 The "DNA" of Appreciative Inquiry 68 The Core
Principles of AI 71 Are Principles Important? 71 The Five Original
Principles Plus Wholeness 72 The Five Generic Core Processes for Guiding
AI-Based Change 82 Multiple Models of the Five Generic Core Processes of AI
83 The Original Cooperrider/Srivastva Model 83 The GEM Initiative Four-D
Model 85 A Fifth D 86 The Mohr/Jacobsgaard Four "I" Model 89 Skills and
Knowledge Needed to Lead AI Processes 92 Case Story: Using the SOAR
Framework at Aerospace Alliant International (AAI), by Jacqueline M.
Stavros 99 Case Story: The Results of Appreciative Management by a
Corporate Manager, by Daniel Saint 108 CHAPTER 4: Choose the Positive as
the Focus of Inquiry (Defi ne) 111 Define: Focusing on the Positive 111
Raising the Choice Point 113 Explaining and Demonstrating 116 Identifying
the Focus for Inquiry 121 Case Story: AI Stories from a Training and
Technical Assistance Center (T/TAC): New Possibilities for Improving
Outcomes for Students with Disabilities, by Denyse Doerries, Donni
Davis-Perry, and Lori Korinek 129 Case Story: From Defi cits to Strengths:
Six Sigma from the AI Perspective, by David Shaked 139 CHAPTER 5: Inquire
into Stories of What Gives Life in the System (Discover) 145 Rationale for
the Use of Stories 146 A Preparation Workshop to Develop the Customized
Interview Protocol and Decide on an Inquiry Process 148 Step 1: Select a
Core Group and Possibly a Steering Team 150 Step 2: Orient Participants to
the Goals of the Workshop and to Their Role in Meeting the Goals 151 Step
3: Quickly Get Participants into an Experience of AI 154 Step 4: Debrief
the Mini-AI Experience 157 Step 5: Share Highlights of the Interviews and
Select Topics for Further Inquiry 157 Step 6: Create Questions to Be Added
to the Four Generic Questions 160 Step 7: Develop the Inquiry Process 166
Interviewer Training 171 Conclusion 173 Case Story: Appreciative Living:
Using AI in Daily Life, by Jacqueline Kelm 175 Case Story: Appreciative
Life Coaching, by Bob Tschannen-Moran 184 CHAPTER 6: Locate Themes That
Appear in the Stories (Discover) 191 Identifying Themes 193 Example of the
Themes 193 A Process for Selecting Themes 198 Expanding the Dialogue 201
Case Story: Appreciative Inquiry at Los Angeles Universal Preschool (LAUP):
The LAUP/UDEM Dream Team, by Terri Egan, Nancy Westrup Villarreal, and
Daphne Deporres 203 CHAPTER 7: Create Shared Images for a Preferred Future
(Dream) 213 Articulating the Dream of an Organization's Future 214 Examples
of Ways to Facilitate Creation of Shared Images 217 Provocative
Propositions 218 Case Story: Advancing the Safety and Quality of Care in
the Emergency Department Over Time: A Story with Three Acts, by Nancy
Shendell-Falik, Amy Doran, and Bernard J. Mohr 223 Case Story: Appreciative
Inquiry with a Search Committee, by Liz Workman 234 CHAPTER 8: Innovate
Ways to Create That Preferred Future (Deliver) 237 Organization Design
Processes 241 The Individual Action Approach 241 The Whole System Design
Approach 242 A Design Framework: The ABC Model 242 Assumptions of the
Organization Inquiry Model 244 How to Use the Organization Inquiry Model
247 Case Story: Building Momentum for Sustainable Changes in Education:
Toronto District School Board, by Sue Derby, Maureen McKenna, Karen Leckie,
and Nancy Nightingale 259 Case Story: Introducing Appreciative Inquiry into
a Community Network Project in Liverpool, England, by Tim Slack and Phil
Taylor 266 CHAPTER 9: Valuation 275 Classical Evaluation 275 Evaluation
from Appreciative Inquiry Perspective 276 Learnings, Innovations, and
Reaffi rmations from This Case 279 Evaluation as an Integral Part of Any AI
Process 281 Case Story: Valuation of the Effectiveness of AI for the Zambia
Police Services Victim Support Unit, by Mette Jacobsgaard 283 References
and Bibliography 295 About the Authors 301 Index 307