A truly revolutionary method of change management, Appreciative Inquiry (AI) emphasizes inquiry into strengths, rather than focusing exclusively on fixing weaknesses. Written by the originators and leaders of the AI movement, this accessible guide offers a practical introduction to the method, which has been used to significantly enhance customer satisfaction, cost competitiveness, revenues, profits, and employee engagement, as well as organizations' abilities to meet the needs of society. Full of exciting stories that illustrate its many applications and benefits, this is the most authoritative guide to Al. By using this change method to systematically tap human potential, organizations, communities, and individuals become more effective.
Appreciative Inquiry: A Positive Revolution in Change
Description
Table of Contents
Preface
Chapter 1 - An Invitation to the Positive Revolution in Change
AI and the New Model of Change Leadership
Approaching Problems From the Other Side
Chapter 2 - What is Appreciative Inquiry?
The Positive Core
A Working Definition of Positive Change
Chapter 3 - The Appreciative Inquiry 4-D Cycle
Overview of the 4-D Cycle
Passion for Service: Getting Started with AI at British Airways
Chapter 4 - The 4-D Cycle in Action
The First D, Discovery
From Discovery to Dream
Design for Organizing into the Future
The United Religions Initiative: Design of a Global Community
Realizing Destiny
Chapter 5 - Applying the 4-D Cycle
Whole-System Inquiry
The AI Summit
Roadway Express: Moving from Good to Great
Chapter 6 - Roles, Responsibilities, and Relationships
The Role of Leadership
The Role of an AI Consultant
The Role of the Core Team
The Role of the Participants
Chapter 7 - Principles for a Positive Revolution
The Constructionist Principle
The Simultaneity Principle
The Poetic Principle
The Anticipatory Principle
The Positive Principle
Chapter 8 - Conditions for Success: The Liberation of Power
Freedom to Be Known in Relationship
Freedom to be Heard
Freedom to Dream in Community
Freedom to Choose to Contribute
Freedom to Act with Support
Freedom to Be Positive
The Liberation of Power Leads to Positive Change
Conclusion
Notes
Questions for Applying AI
Where to Go for More Information
Index
The Authors
Author Description
David L. Cooperrider is Professor and Chairman of the Department of Organizational Behavior at the Weatherhead School of Management, Case Western Reserve University. He is the author or coauthor of nine books. His 1987 article Appreciative Inquiry Into Organizational Life (with Suresh Srivastva) introduced the concept of Appreciative Inquiry.
Diana Whitney is President of Corporation for Positive Change, the leading consulting firm practicing Appreciative Inquiry internationally, and a Distinguished Consulting Faculty at Saybrook Graduate School and Research Center. She has authored or edited eleven books.
Whitney and Cooperrider are cofounders of the Corporation for Positive Change (www.positivechange.org) and The Taos Institute (www.taosinstitute.net).