An explorative introductory guide to a new and revolutionary method of change management

books:


	• Appreciative Inquiry: A Positive Revolution in Change David L Cooperrider, Diana Whitney Berrett-Koehler Publishers, 2005 - 86 pages average customer review:based on 5 reviews view larger image
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highly recommended

Appreciating Appreciative Inquiry

There are many excellent books and websites on Appreciative Inquiry (AI). This small book is a needed contribution to the AI field. It is brief, concise, and easy to follow. It will be useful for introducing AI to new folks. Experienced practioners will enjoy the crispness and ease of use. I found Ch 6 "Roles, Responsibilities, and Relationships" very useful. The authors, who have many in-depth contributions to AI, have given us a great tool for sharing AI with many folk. Thanks.

Good Information, Great Concept

Book is well written, to the point. A user's manual for change, but can also be applied on a personal level.

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An explorative introductory guide to a new and revolutionary method of change management

Expertly co-written by David L. Cooperrider (Professor and Chairman of the Department of Organizational Behavior at the Weatherhead School of Management) and Diana Whitney (President of Corporation for Positive Change), Appreciative Inquiry: A Positive Revolution In Change is an explorative introductory guide to a new and revolutionary method of change management. With an easy-to-use system, Appreciative Inquiry will assist its readers to encourage its readers to emphasize strengths to their employees as opposed to focusing solely on fixing weakness. Appreciative Inquiry is a well organized and "user-friendly" guide highly recommended reading, especially for corporate or business executives.

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Almost Great

I have been using Hammond's Little Thin Book of Appreciative Inquiry as a text in my Creativity, Innovation and Change Management. We found out that it is no longer available. Amazon gave me a note on the small Cooperrider book and I found it almost just right as a replacement for my class. It has one deficiency. Hammond's book has a section on the assumptions of AI. I feel that is very important, particulary when introducing the subject to those that haven't seen or used it. I will be able to have them as I have been using the Hammond book and can make the assumptions a handout. JPM

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Focusing on Possibilities

In this short, introductory manual to Appreciative Inquire, AI professionals Cooperrider and Whitney use actual business stories to present the processes that underpin this positive approach for relating to change. As the authors tell us and the name implies, the AI process starts with an appreciation for the positives (strengths and best practices) of what has been and what is within the current situation - the Discovery Phase. Then it moves into the visioning step - Dream Phase, to declare the potential or purpose from the change. The third step in the process calls for the articulation of an organization that can call upon the strengths and realize the dream - Design Phase. This step is followed by the actions to strengthen the capability of the system to sustain ongoing positive change - Destiny Phase.

After reading the book, it seems to me that an unstated purpose of this manual is to demonstrate to business readers, the performance improvement power of a process that is often thought of as being more applicable to spiritual inquiry than as a tool for the secular environment: And why not? The process requires a systemic analysis, the mobilization of all stakeholders and the tapping of their positive energy; rather than playing to their worst fears. It is a relational process, allowing people to be heard, to think big picture (dream), and to choose to contribute toward a positive change - all requirements for a successful performance improvement process. If you are not familiar with AI, or if you think AI is only useful to answer the question, "What is our spirit calling us to be?", give this book a quick read. Dennis DeWilde, Author of "The Performance Connection"

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Written by the originators and leaders of the Appreciative Inquiry (AI) movement itself, this short, practical guide offers an approach to organizational change based on the possibility of a more desirable future, experience with the whole system, and activities that signal "something different is happening this time." That difference systematically taps the potential of human beings to make themselves, their organizations, and their communities more adaptive and more effective. AI, a theory of collaborative change, erases the winner/loser paradigm in favor of coordinated actions and closer relationships that lead to solutions at once simpler and more effective.

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