Appreciative Inquiry Handbook: The First in a Series of AI Workbooks for Leaders of Change
Berrett-Koehler Publishers, 2003 - Business & Economics - 430 pages
One of today's most popular change methods, Appreciative Inquiry (AI) has been used to undertake transformational initiatives in dozens of organizations, ranging from McDonald's to the U.S. Navy to Save the Children. The assumption of AI is simple: Every organization has something that works right--things that give it life when it is vital, effective, and successful. AI begins by identifying this positive core and connecting organizational visions, plans, and structures to it in ways that heighten energy and inspire action for change.
The Appreciative Inquiry Handbook contains everything you need to launch any kind of AI initiative. The authors provide background information on what AI is and how it works, and offer sample project plans, designs, agendas, course outlines, interview guidelines, participant worksheets, a list of resources, and more. From abstract principles underlying AI to actual tools used in different settings, from detailed descriptions of AI interventions to practical tips to classic AI articles, this workbook presents all of the introductory concepts, examples, and aids necessary to engage yourself and others in Appreciative Inquiry.
What people are saying - Write a review
We haven't found any reviews in the usual places.
How to Do It
The Destiny Phase
Introducing Defining and Planning an
Dream What Might
Design How Can It
Other editions - View all
action action-research activities affirmative Application Appreciative Inquiry approach become begin better build called capacity choice collective complete construction continuous Cooperrider core create culture customers Describe Design Destiny dialogue discover Discovery discuss Dream effective employees example experience focus future give Guide human ideal ideas identify images imagination important initiative innovation interview Introduction involved knowledge leadership learning levels living look means meeting minutes move negative opportunities organization organization's organizational participants peak experience person phase planning positive positive core possible potential practices present Principle problem questions relationships residents selected sense share Slide social statement step stories success Table theory things thought tion topic transformation understanding vision whole