Appreciative Inquiry Change at the Speed of

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.

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.

Chart of Case Stories
The Case for a New Approach to Change
The Emerging Paradigm
The New Sciences
Thinking About Problems Using the New Paradigm
Appreciative Inquiry: History, Theory, and Research
Defining Appreciative Inquiry
A History of Appreciative Inquiry
AI and the Field of Organization Development
The Relevance of Appreciative Inquiry to Complex, Transformational Change
AI and the Challenge of Organization Transformation
Complex Change and the Two Gifts of Appreciative Inquiry
The Theoretical Basis for Appreciative Inquiry
Social Constructionism
The Power of Image
Social Constructionism + The Power of Image = Appreciative Inquiry in Organization Change
What Good Are Positive Emotions?
Case Story: Living Well with Dementia: Creating a Regional Strategy for the East Midlands (Julie Barnes and Jill Guild)
Appreciative Inquiry as a Perspective for Organization Change
The âÇ£DNAâÇ of Appreciative Inquiry
The Core Principles of AI
Are Principles Important?
The Five Original Principles Plus Wholeness
The Five Generic Core Processes for Guiding AIâÇôBased Change
Multiple Models of the Five Generic Core Processes of AI
The Original Cooperrider/Srivastva Model
The GEM Initiative Four D Model
A Fifth D
The Mohr/Jacobsgaard Four âÇ£IâÇ Model
Skills and Knowledge Needed to Lead AI Processes
Case Story: Using the SOAR Framework at Aerospace Alliant International (AAI)
Case Story: The Results of Appreciative Management by a Corporate Manager
Choose the Positive as the Focus of Inquiry (Define)
Define: Focusing on the Positive
Raising the Choice Point
Explaining and Demonstrating
Identifying the Focus for AI
Case Story: AI Stories from a Training and Technical Assistance Center (T/TAC): New Possibilities for Improving Outcomes for Students with Disabilities (Denyse Doerries, Donni DavisâÇôPerry, and Lori Korinek)
Case Story: From Deficits to Strengths: Six Sigma from the AI Perspective
Inquire into Stories of What Gives Life to the System (Discover)
Rationale for the Use of Stories
A Preparation Workshop to Develop the Customized Interview Protocol and Decide on an Inquiry Process
Step 1: Select a Core Group and Possibly a Steering Team
Step 2: Orient Participants to the Goals of the Workshop and to Their Role in Meeting the Goals
Step 3: Quickly Get Participants into an Experience of AI
Step 4: Debrief the MiniâÇôAI Experience
Step 5: Share Highlights of the Interviews and Select Topics for Further Inquiry
Step 6: Create Questions to Be Added to the Four Generic Questions
Step 7: Develop the Inquiry Process
Interviewer Training
Conclusion
Case Story: Appreciative Living: Using AI in Daily Life
Case Story: Appreciative Life Coaching
Locate Themes that Appear in the Stories (Discover)
Identifying Themes
Example of the Themes
A Process for Selecting Themes
Expanding the Dialogue
Case Story: Appreciative Inquiry at Los Angeles Universal Preschool (LAUP): The LAUP/EDEM Dream Team (Terri Egan, Nancy Westrup Villarreal, and Daphne Deporres)
Create Shared Images for a Preferred Future (Dream)
Articulating the Dream of an organizationâÇ²s Future
Examples of Ways to Facilitate Creation of Shared Images
Provocative Propositions
Case Story: Advancing the Safety and Quality of Care in the Emergency Department Over Time: A Story with Three Acts (Nancy ShendellâÇôFalik, Amy Doran, and Bernard J. Mohr)
Case Story: Appreciative Inquiry with a Search Committee
Innovate Ways to Create that Preferred Future (Deliver)
Organization Design Processes
The Individual Action Approach
The Whole System Design Approach
A Design Framework: The ABC Model
Assumptions of the Inquiry Model
How to Use the Organizational Inquiry Model
Case Story: Building Momentum for Sustainable Changes in Education: Toronto District School Board
Case Story: Introducing Appreciative Inquiry into a Community Network Project in Liverpool, England
Valuation
Classical Evaluation
Evaluation from Appreciative Inquiry Perspective
Learnings, Innovations, and Reaffirmations from This Case
Evaluation as an Integral Part of Any AI Process
Case Story: Valuation of the Effectiveness of AI for the Gambia Police Services Victim Support Unit
References and Bibliography
About the Authors
Index
Table of Contents provided by Publisher. All Rights Reserved.

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Appreciative Inquiry Change at the Speed of Imagination

Summary

Author Biography

Table of Contents

Supplemental Materials