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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]

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 Appreciative Inquiry - Problem Solving from MindTools 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:

Sallie Lee & Shared Sun Studio Home Change Management Blog: Change Model 1: The 4D Model (Appreciative Inquiry) Background: The 4-D Model is based on Appreciative Inquiry (AI) which is a larger framework for human or organizational change. Like AI itself, it is based on a shift in paradigms on human interaction. Alana Karran writes about the difference between problem and outcome orientation approaches:The other primary orientation is the Outcome Orientation, also known as the Collaborative-Creating Orientation. Creators of the Model:Suresh Srivastva, Ron Fry, and David Cooperrider, 1990 Phases of the Change Process: (taken from new-paradigm.co.uk)Discover—people talk to one another, often via structured interviews, to discover the times when the organisation is at its best. Dream—the dream phase is often run as a large group conference where people are encouraged to envision the organisation as if the peak moments discovered in the ‘discover’ phase were the norm rather than exceptional. Destiny—the final phase is to implement the changes. Does the Model Relate to Complexity Theory? Applicability:

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 admin@AppreciativeLiving.com 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.

Strength based organizations La puissance des organisations qui se basent sur leurs forces

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