Appreciative Inquiry (AI) is a widely recognised process for engaging people in organizational development and change management. Based on conversational practice, it is a particular way of asking questions, fostering relationships and increasing an organization's capacity for collaboration and change. It focuses on building organizations around what works, rather than trying to fix what doesn't, and acknowledges the contribution of individuals in increasing trust and organizational alignment and effectiveness. Appreciative Inquiry for Change Management studies AI in depth, identifying what makes it work and how to implement it to improve performance within the business.
Appreciative Inquiry for Change Management explains the skills, perspectives and approaches needed for successful AI, and demonstrates how a practical conversational approach can be applied to organizational challenges in times of change. Case studies from organizations that have already integrated AI into their change management practice, including Nokia and BP, reveal why the processes are valuable and how to promote, create and generate such conversations in other organizations. Written in jargon-free language, this second edition now includes chapters on how positive psychology can enhance appreciative practice and appreciative coaching, making it an essential resource for anyone looking to implement AI in their organization.
Appreciative Inquiry for Change Management : Using AI to Facilitate Organizational Development
Description
Table of Contents
Section - 01: Organizations as machines, workers as cogs and management as a control process;
Section - 02: An alternative approach: organizations as living human systems;
Section - 03: The development of conversational approaches to organizational change;
Section - 04: Appreciative Inquiry: how do you do it?;
Section - 05: The power of the question;
Section - 06: The power of conversation;
Section - 07: Extending practice: working with story in organizations;
Section - 08: Extending practice: working with appreciative coaching;
Section - 09: How Positive Psychology enhances Appreciative Inquiry;
Section - 10: Developing your conversational practice;
Section - 11: Becoming an appreciative conversational practitioner;
Section - 12: How to introduce Appreciative Inquiry and related approaches to your organization;
Section - 13: Case study: using Appreciative Inquiry at BP Castrol Marine;
Section - 14: Case study: revitalizing corporate values in Nokia;
Section - 15: Case study: World Cafe enabling strategic change at the American Society for Quality;
Section - 16: Case study: rapidly transforming conflict into co-action at a South African coal mine;
Section - 17: Case study: applying Appreciative Inquiry to deliver strategic change at Orbseal Technology Center;
Author Description
Sarah Lewis is an Associated Fellow of the British Psychological Society, a Principal member of the Association of Business Psychologists, and the owner of Appreciating Change, where she works as a facilitator and consultant.
Jonathan Passmore is an award-winning professor of psychology with an international reputation for his work in coaching, change and leadership. He is managing director of Embrion and consults and speaks at conferences across the world.
Stefan Cantore is the Principal Teaching Fellow in Organizational Behaviour and HRM and the Director for the MSc in Organizational Change Management at the University of Southampton. He is an experienced leadership and organizational development consultant.