Appreciative Inquiry
A Positive Revolution in Change
About the book
A way of managing change built on what an organization does well, rather than a narrow focus on repairing weaknesses, is the method David Cooperrider and Diana D. Whitney present as originators and leaders of the Appreciative Inquiry movement. Their practical introduction explains how inquiring systematically into strengths can tap human potential and make organizations, communities and individuals more effective, with stories illustrating its many uses. The method is credited with gains in revenue, profit, employee engagement, customer satisfaction and cost competitiveness. It grew out of the department of organizational behavior at Case Western Reserve University, beginning with a 1987 article by Cooperrider and Suresh Srivastva.
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This book has 1 recommendation
Denise Morris Kipnis (Founder & Principal/ChangeFlow Consulting)
Most recently, I was working in a climate I found personally challenging. There was bad behavior, excessive secrecy and politics, dishonesty…And the impact of all this was that the very loyal corps of employees were increasingly demoralized and fearful, which in turn negatively affected innovation and productivity. As I was interviewing one of the employees, trying to put them at ease but also surface important data, I asked ‘what’s your ideal vision for what happens next? What’s your dream?’ And that triggered me to pull Appreciative Inquiry by from the shelf. Although I’m a natural born problem solver, using positive psychology with this client system gave us all the room to discuss the undiscussable, without devolving into more bad behavior or getting mired in negativity.
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