Appreciative Inquiry: A Positive Revolution in Change

Front Cover
Berrett-Koehler Publishers, Oct 10, 2005 - Business & Economics - 86 pages
0 Reviews
Written by the two most recognized Appreciative Inquiry thought leaders A quick, accessible introduction to one of the most popular change methods today--proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy Appreciative Inquiry (AI) is a model of change management uniquely suited to the values, beliefs, and challenges of organizations today. AI is a process that emphasizes identifying and building on strengths, rather than focusing exclusively on fixing weaknesses as most other change processes do. As the stories in this book illustrate, it results in dramatic improvements in the triple bottom line: people, profits, and planet. AI has been used to significantly enhance customer satisfaction, cost competitiveness, revenues, profits, and employee engagement, retention, and morale, as well as organizations' abilities to meet the needs of society. This book is a concise introduction to Appreciative Inquiry. It provides a basic overview of the process and principles of AI along with exciting stories illustrating how organizations have applied AI and the benefits they have gained as a result. It has been specifically designed to be accessible to a wide audience so that it can be handed out in organizations where AI is either being contemplated or being implemented. Written by two of the key figures in the development of Appreciative Inquiry, this is the most authoritative guide available to a change method that systematically taps the potential of human beings to make themselves, their organizations, and their communities more adaptive and more effective.
 

What people are saying - Write a review

We haven't found any reviews in the usual places.

Contents

Preface
Chapter OneAn Invitation to the Positive Revolution in Change
Chapter TwoWhat is Appreciative Inquiry?
Chapter ThreeThe Appreciative Inquiry 4D Cycle
Chapter FourThe 4D Cycle in Action
Chapter FiveApplying the 4D Cycle
Chapter SixRoles Responsibilities and Relationships
Chapter SevenPrinciples for a Positive Revolution
Conclusion
Notes
Questions for Applying AI
Where to Go for More Information
Index
The Authors
About BerrettKoehler Publishers
BeConnected

The Liberation of Power

Other editions - View all

Common terms and phrases

About the author (2005)

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).

Bibliographic information