The Power of Appreciative Inquiry: A Practical Guide to Positive Change (Anglais) Broché – 1 mars 2010
|Neuf à partir de||Occasion à partir de|
Les clients ayant acheté cet article ont également acheté
Descriptions du produit
Présentation de l'éditeur
In updating the second edition, the authors conducted an appreciative inquiry with first edition readers, focusing especially on users in markets and universities. At the urging of these readers, the authors have included a new chapter on “sustaining positive change,” as well as a host of new examples and other enhancements.
Biographie de l'auteur
Amanda Trosten-Bloom is Director of Consulting Services for Corporation for Positive Change. She is a member of the Global Council for Appreciative Inquiry Consulting. Her clients have included Accenture, McDATA Corporation, Providian Financial Services, SmithKline Beecham Clinical Laboratories and the University of California at Berkeley. She lives in Golden, CO.
David Cooperrider is the Fairmount Minerals Professor of Organizational Behavior at the Weatherhead School of Management at Case Western Reserve University. In OD, David Cooperrider developed the methodology for organizational renewal known as Appreciative Inquiry.
Aucun appareil Kindle n'est requis. Téléchargez l'une des applis Kindle gratuites et commencez à lire les livres Kindle sur votre smartphone, tablette ou ordinateur.
Pour obtenir l'appli gratuite, saisissez votre adresse e-mail ou numéro de téléphone mobile.
Détails sur le produit
En savoir plus sur les auteursDécouvrez des livres, informez-vous sur les écrivains, lisez des blogs d'auteurs et bien plus encore.
Dans ce livre(En savoir plus)
Parcourir et rechercher une autre édition de ce livre.
Commentaires en ligne
Commentaires client les plus utiles sur Amazon.com (beta)
The authors have been deeply involved in the development of the technique and have provided a clear and comprehensive guide to its principles, the techniques used and their applications. The book as a whole is somewhat evangelistic, but not outrageously so.
The book is organized around the cycle of development and change and eight principles. The cycle is broadly the same as that used by other techniques in the family, but is here called 'the 4-D cycle', the 4 Ds being; Discovery - appreciate what is; Dream - imagine what might be; Design - determine what should be; Destiny - create what will be.
The 'eight principles', taken as a whole, are more distinctive. They are:
1. The Constructionist Principle. Words create worlds and reality is a socially created construct, created through language and conversations
2. The Simultaneity Principle. Inquiry creates change - the moment we ask a question, we begin to create change
3. The Poetic Principle. What we choose to study makes a difference. It describes and even creates the world as we know it.
4. The Anticipatory Principle. Human systems move in the direction of their images of the future and the more positive the image, the more positive the present-day action.
5. The Positive Principle. Momentum for large-scale change requires large amounts of positive affect and social bonding. This momentum is best generated through positive questions that amplify the positive core.
6. The Wholeness Principle. Bringing all stakeholders together in large group forums stimulates creativity and builds collective capacity.
7. The Enactment Principle. To really make a change, we must 'be the change we wish to see'.
8. The Free Choice Principle. People perform better and are more committed when they have freedom to choose how and what they contribute.
None of these principles are unique to AI, but when taken together as explicit principles they form a powerful guide to development and management of the change process.
Most of the book is taken up with describing the cycle through the 4 Ds, liberally illustrated with examples. These steps will be broadly familiar to anyone who is experienced with future search or other change processes, but some of the details and 'flavour' are interesting. For those who are not familiar with these techniques, AI is growing in popularity as a technique, is well supported through associated web-sites and so on and is therefore a good place to start. This book, in turn, provides excellent step-by-step guidance through the technique.
Whitney is also a co-author of Ludema et al. The Appreciative Inquiry Summit. The two books are both good and are complementary, offering a usefully different emphasis to each other.
There is an associated website, the Appreciative Inquiry Commons, that provides a forum for exchange of ideas and experience with AI.
The model in chapter 2 of "change agenda, form of engagement, and inquiry strategy" is an excellent way of looking at an initiative from the beginning, parallel to Peter Block's "entry and contracting" phase in action research, but in AI language and philosophy. Whitney & Trosten-Bloom add 3 more underlying principles of AI to Cooperrider's original work:wholeness, enactment, and free choice. They are right on in my opinion. What was particularly helpful in this section was the "principle in practice" followed by an example.
The tables of suggested steps/sequences for each section describing the 4D model in practice were particularly helpful guides, though the authors continually remind the reader of the improvisational nature of this philosophy and approach to positive change. The whole book was respectful of different learning styles and made meaning out of so much of the earlier, more academic publications about appreciative inquiry.
Whitney and Trosten-Bloom have created a very "user friendly," accessible handbook, well organized and written in layman's language. I find it helpful for the current practitioner of AI wanting to learn through the lens of case study snippets, for the novice wanting to learn how it works and how to "do it" before investing the time for more rigorous academic readings, for the manager who wants to approach change in a positive framework, and the OD consultant seeking new, innovative ways to co-create effective, energized workplaces with their clients.
Hats off to the authors for this most recent addition to the growing body of knowledge on AI!
The book is organized into three sections: Chapters 1-4 explain what AI is and how it works, Chapters 5-10 explain ways to practice AI and the last Chapter 11 deals with why it works so well. Additionally, each chapter gives specific, practical advice on "how to" with charts and case studies. Perhaps the most valuable chapter is in the third section, which answers the questions "why does AI work so effectively? Perhaps you may do as I did and read this chapter first. This is a very powerful and valuable chapter.
Although based on sound theory and research, the real value of this book comes from the experiences each author shares with us, which highlights ideas and concepts with specific examples from the field. Appreciative Inquiry can seem to be deceptively simple. Simple, it is not. We have only scratched 5% of the learnings from AI's beginnings and there is so much more to learn and experience. The importance of this particular book is that it can be so helpful for both the novice (the one who is trying to understand what AI is all about) and the experienced practioner (the OD professional who uses AI in her practice). It is both a good first book to read to try to understand the underpinnings of Appreciative Inquiry and a tool book for us more experienced folks.
This is a good solid book to have on your shelf that you can refer to often to clarify understandings, theory, and applications of appreciative inquiry. It's a joy to read.
I highly recommend it; the ROI is priceless!
Helene C. Sugarman
Principle, Dynamic Communication
(Organization Development Consulting using AI) and
Chartered Co-owner of AIConsulting, LLP
The authors have woven stories throughout the book that are interesting reads by themselves. I believe most people will follow the continuing saga of growth and organizational change at Hunter Douglas and relate to the issues they face. What is useful about the stories and experiences from Hunter Douglas is not so much an astounding new miracle approach. Rather, Whitney and Trosten-Bloom use this story to provide a practical discussion of how to involve people in the process of group organizational dynamics with AI as the methodology.
The bottom line is that the book is a must read for people who either are or want to be leaders. The value of the book is not necessarily to determine whether you should implement AI directly, but that the message encourages you as a leader to develop a positive attitude and recognize the importance of positives and successes in the work environment. That message alone makes this book a contribution to your business book library.