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Appreciative inquiry

Appreciative inquiry
According to Gervase R. Bushe[1] (2013) "Appreciative Inquiry (AI) is a method for studying and changing social systems (groups, organizations, communities) that advocates collective inquiry into the best of what is in order to imagine what could be, followed by collective design of a desired future state that is compelling and thus, does not require the use of incentives, coercion or persuasion for planned change to occur." Developed and extended since the mid 1980s primarily by students and faculty of the Department of Organizational Behavior at Case Western Reserve University, AI revolutionized the field of organization development and was a precursor to the rise of positive organization studies and the strengths based movement in American management." Basis and Principles[edit] The Appreciative Inquiry model is based on the assumption that the questions we ask will tend to focus our attention in a particular direction. Instead of asking “What’s the problem?” Implementing AI[edit] Related:  Appreciative Inquiry

Appreciative Inquiry and Community Development | IISDnet Learning Organizations (Peter Senge) A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself.[1] Learning organizations develop as a result of the pressures facing modern organizations and enables them to remain competitive in the business environment.[2] A learning organization has five main features; systems thinking, personal mastery, mental models, shared vision and team learning.[3] The Learning organization concept was coined through the work and research of Peter Senge and his colleagues [4] . It encourages organizations to shift to a more interconnected way of thinking. Organizations should become more like communities that employees can feel a commitment to.[5] They will work harder for an organization they are committed to.[citation needed] Development[edit] Organizations do not organically develop into learning organizations; there are factors prompting their change. Characteristics[edit] Systems thinking. Personal mastery.

L’appreciative inquiry une approche structurée et positive pour bâtir sur vos forces, imaginer l'avenir, innover et construire, concrétiser et agir The 4-D Cycle How does the 4-D process work? An Appreciative Inquiry typically goes through the following four stages: Discover - Appreciating and valuing the best of What Is. Information and stories are gathered about what is working well. Dream - Envisioning What Might Be. How do we want things to be for the future? Design - Determining What Should Be. Deliver (or Destiny) - Innovating What Will Be. So what does this look like in practice? Appreciative Inquiry principles and practices are adapted and customized to each individual situation. The full process typically includes: Select a focus area or topic(s) of interest.

International jornal of Appreciative Inquiry Sallie Lee & Shared Sun Studio Home Appreciative Inquiry - Problem Solving from Solving Problems by Looking at What's Going Right © iStockphoto/Yuri_Accurs Imagine that your organization's order book is full, and you're desperate to expand your business – but you just can't find the staff you need. What's worse, cash is tight, your recruitment budget is stretched to breaking point, and you strongly suspect that some of the approaches you're using just aren't working. One approach here is to focus on the things that aren't working, and think about how you can fix them. Another approach is to shift to a positive perspective, look at the things that are working, and build on them. This is the premise behind "Appreciative Inquiry", a method of problem solving that was pioneered by David Cooperrider of Case Western Reserve University in the mid 1980s. To understand the basis of Appreciative Inquiry it is useful to look at the meaning of the two words in context. Appreciation means to recognize and value the contributions or attributes of things and people around us. Tip 1:

Appreciative Inquiry What is Appreciative Inquiry? by Joe Hall and Sue Hammond also offers a reasonably brief and readable introduction to the principles and practice of AI. Richard Seel: "We use AI principles quite a lot in our work – for instance, when a team I was working with suddenly had the plug pulled on their project they were very angry and depressed. I encouraged them to undertake a brief appreciative inquiry into the times when they had worked really well as a team. Although AI is often presented as an organizational intervention it can be very useful for facilitators working with small groups or teams. Appreciative Inquiry Summit When Appreciative Inquiry started it was usual for the four phases to be spread out over a long period of time. Although the cost of the AI Summit can seem high in terms of ‘lost’ work, the value of getting so many people together in an appreciative climate can easily lead to productivity benefits which are significantly greater than the costs. Resources Articles Books Web

Summits Blog Jason Mitchell is the head of the Social Cognitive and Affective Neuroscience Lab at Harvard University. He uses functional neuroimaging (fMRI) and behavioral methods to study how we infer the thoughts, feelings, and opinions of others (i.e., how we mentalize), as well as how we reason about counterfactual experiences. During Jason’s session on Day 1 of the 2010 Summit he explored the subject of “Making Sense of Others”. Psychologists have begun to realize that a large part of what allows us to be such a force on this planet comes not only from our cognitive abilities but also a set of specialized abilities that allow us to harness the energies of other people and hook up to their minds. Humans have the unique ability to cooperate in ways that contribute more effective communities, by plugging into the know-how and information that resides in the head of each individual. We are veracious mind readers and are constantly trying to make sense of others.

Generation Presence | Génération Présence est une association pour la promotion des technologies contemporaines de développement du leadership | Generation Presence Gervase Bushe Gervase Bushe (pronounced Jervis Bush) has 30 years of experience in a wide range of organizational change and development projects. Early in his career he focused on large companies making the transition from command and control bureaucracies to team based organizations. Later he worked primarily with technology-based, high growth companies helping them retain their team cultures while becoming more structured. Most recently he's been working in the most complex and difficult to change organizations of all: healthcare and public education. Gervase has worked with companies to redesign their structures, change their cultures, improve their customer satisfaction and increase their operational effectiveness. Gervase primarily consults to executives and internal change teams in two areas: 1) developing more effective executive teams and 2) designing transformational change processes. Gervase's skills in leadership development are widely sought. Dr.

Qui suis-je ? | Le coaching autrement Après une carrière qui m’a souvent amené à accompagner des gouvernants ou des institutions de gouvernance dans leur positionnement, j’ai décidé de mettre ma capacité à accompagner la gouvernance au service de celles et ceux qui décident, entreprises ou particuliers, de se repositionner pour s’auto-gouverner avec leurs propres valeurs. Cet accompagnement prend deux formes : séances de coaching professionnel et accompagnements à la mise en place des outils de communication permettant de poser son identité professionnelle. J’ai une spécialité d’accompagnant dans le positionnement professionnel et je la concrétise avec des outils de communication numérique. Je porte en moi l’énergie de la remise en question et de l’intégrité qui me rend apte à accompagner les personnes qui veulent se rebâtir en élevant le niveau de leur valeur dans le travail. La relation d’aide comme on l’appelle dans le coaching, est d’abord une relation humaine.

About Jackie Kelm | Appreciative Living You’re listening to Jackie Kelm’s Sirius Satellite XM radio interview on the “Fully Alive” Show with Dr. Greg & Lisa Popcak To contact Jackie for your next event, email her at or call (800) 214-0959 or (704) 799-0975. Education: MBA, Organization Behavior Concentration, Case Western Reserve UniversityBS Mechanical Engineering, Kettering Institute of Technology Related Experience: TRACOM Certified SOCIAL STYLE & Versatility InstructorAssociate Trainer, NTL University, Case-NTL Appreciative Inquiry Certification ProgramFounding Member, Appreciative Inquiry ConsultingCertified Laughter Leader, World Laughter Tour Previous Experience: Manager, Ernst & Young LLP, Leadership & Organization Change GroupOwner, Jacqueline’s Carpet Artistry, Custom Carpet Sculpting BusinessBearing Application Engineer, The Timken CompanyHVAC Development Engineer, General Motors Download bio here: J Kelm Bio (PDF doc) Download detailed resume here: Kelm Detailed Resume 2012 (PDF doc) Kelm, J.