Customer Reviews

The Thin Book of Appreciative Inquiry (2nd edition) (Thin Book Series)

5 star:		(10)
4 star:		(9)
3 star:		(2)
2 star:		(1)
1 star:		(1)

 

 

Since Aristotle, Descartes, Newton, and Freud, we have analyzed and reduced everything to the micro level so that we can repair, replace it, or control it. This is not that kind of book. It is a new way to get perspective on issues by redirecting attention to consider the good things that are going on around us. The sheer mention of the question: What is working well around here changed my tone for the whole day. I began to listen and look for the positive and beauty and affirm it when I saw it. This is not just a positive thinking Peale book, or positive mental tape book The Thin Book of Appreciative Inquiry is an introduction to the idea that change can be managed by focusing on what works. This little book is worth it the price as it gives you a good definition of AI and is like an appetizer for the meal. Hammond has done a nice of capturing the essence of this transforming approach and provides many sample questions that let's you intuitively grasp this is good soup for the soul. I wish they would have added more to the book but that is why the called it thin- it does create a desire to know more about AI.

Too often, analysts try to find problems with organizations so they have something to solve. It's what they live for! Customers come to analysts when they feel there is a problem, so the two seem like a match -- the customer thinks there is a problem, the analyst proves there is. However, usually a customer's business isn't in complete shambles; they usually do something right. Sue's book provides analysts an alternative to always finding problems. Analysts can use appreciateve inquiry to first discover what the customer is doing right. Often applying the same principles, processes, procedures, to what they are doing correctly can solve what the customer perceives as a current problem. This is still a match between the customer and the analyst with one added advantage: it leaves the customer feeling better about him/herself. In 60 pages Sue gives analysts a completely new skill for in their toolkit.

This small book gives one a very good idea of the fundamentals of appreciative inquiry. It is a great stimulus for those looking to approach change from a positive, and often times, very unique perspective. It has a straight forward "how to" process included as well as a nice reference and resource section.

I bought this book on a recommendation of a lecturer at a recent conference. He said that this was the first book to buy if one wants to learn about AI. He was right. The author is straight to the point. The material is easy to digest. The examples are applicable. Because of this book, I can immediately put AI to use in developing better teams and groups.

Recently, I attended a monthly meeting for professional coaches where the speaker made a presentation on Appreciative Inquiry. He passed around many books on the subject as he continued his talk. I was impressed enough with Sue Hammond's Thin Book of Appreciative Inquiry to go right home and order it. I am not usually one who cares for national bestsellers, but in this case... I can see why. It is a valuable tool for any coach, mentor or anyone in life who seeks a better, clearer understanding of how to appreciate life, work, people, everything really. Learning to appreciate makes a quantifiable difference in your life and times.
Hammond writes with an easy style, touching on most aspects of positive thinking and behaviors that can and will make a difference immediately in whatever you do and how you work with family, friends, co-workers.
The focus is on "what is working?" not what is the problem. To me, it's a much better place to start, automatically gives us a leg-up to feel good about something that is already positive.
Highly recommended!
Thank you Sue Hammond.
Pie Dumas - Author & Life Coach

I use this book in my coaching business. The book is a great source of usable information that can be easily understood. Hammond includes tips that can help shift one's thinking in a positive way. If we could all operate in the manner she describes we would be better leaders (at any level).

Appreciative inquiry is an after action review process that examines the factors that contributed to the success of an undertaking. While most analytical techniques critique and assess what could have done better, AI emphasizes the positive/best practices that emerged from the event. This book, one of the Thin Book series, provides the reader with a straightforward, step by step approach to implementing AI, at given the nominal cost, this book serves as an excellent primer.

"Wonderful, thick, rich writing on Appreciative Inquiry is currently available..." says Sue Hammond in her introduction to this nifty little book. It certainly is, but the Thin Book of AI is just enough to whet your appetite for the main course. If you've never heard of Appreciative Inquiry (or as I call it 'Looking for the Good Stuff') this is the place to start.

Sue takes the essence of the Appreciative Inquiry process and makes it easy to digest. Her purpose was to create a book to help others find out enough to decide if they want to take on more about this facinating process for change. She has done it well.

If you have heard of AI and are using it in your business or consulting practice, you probably already know about this book. I find it an excellent inclusion in a proposal or a follow-up gift to a prospective client. It is straight forward and succinct, yet has enough flavor to make you want more. A perfect appetizer.

Buy several, as you will want to keep one in your briefcase, but you will inevitably give it away.

This book is a quick read (just 60 pages with wide margin space, takes about an hour to get through it), but the idea is not to be an engaging book that you learn everything about the subject. Rather, it is just a description of what it is, a sample of how it works, and then some encouragement to go out and read more about the subject for yourself.

The idea is that instead of saying "What is wrong with the way we are doing things?" and fixing it, you ask "What is right with the way we are doing things?" and go on to exploit your strength. A very interesting concept. And this book is great to either let you know whether you are interested in it or not.

This book was a required text for one of my graduate school classes. The refreshing thing about it is that it's a quick read and very easy to understand. Hammond raises the very interesting idea that instead of looking at problems from a "how do we remedy our weaknesses" standpoint, she offers that we should capitalize on our strengths. We should figure out what we do well, and then work through our strengths to improve our performance and organizational environment. That's really as far as you need to go with this book. Hammond's explanation of her theory is extremely common sense. If you're still unsure how her theory could be applied in or impact the workplace, perhaps you should read this book. Otherwise, you could probably just use your imagination.