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Appreciative Inquiry: A Positive Revolution in Change Paperback – October 10, 2005
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Appreciative Inquiry gets everyone to focus on whats possible through interactive discovery and design sessions. The output has been amazing. -- Jim Staley, President, Roadway Express
I would like to commend [the authors] for Appreciative Inquiry, and for introducing it to the United Nations. -- Kofi Annan, Secretary General, United Nations
About the Author
Diana Whitney is President of Corporation for Positive Change, the leading consulting firm practicing Appreciative Inquiry internationally.
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Appreciative Inquiry (AI) founder David Cooperrider and long-time AI consultant Diana Whitney answer this question with engaging stories about AI change initiatives in many types of organizations, including British Airways Customer Service, Roadway Express, the City of Denver, Colorado, Office of Finance, and Hunter Douglas Window Fashions Division.
In their sixty-eight page book they contrast a problem-solving approach to change with AI and describe how an affirmative topic guides the change process.
The affirmative topic comes from transforming awareness of a problem - something you want less of - into an affirmative topic which you want more of. They present the logic of AI: people and organizations grow toward and become more of what we inquire and talk about. AI operates on the assumption that all organizations have strengths that provide a foundation for addressing their problems. The AI methodology is to transform problems by linking them to an organization's positive core, its strengths that define it when it is at its best.
AI's 4-D model of change (Discover, Dream, Design, Destiny) comes alive with their stories of change. One-on-one interviews enable organizational members to Discover the organization's positive core and their own contributions to the organization at its best.
From Discovery interviews and reports workshop participants move to the Dream phase. In it they imagine how their best past and present strengths can help them shape a new organizational future. Dream turns into Design as stakeholders draft their image of the ideal organization that will make their dreams come to life. The Destiny phase offers organizational space and time to begin to build long-term supports to sustain work to make their dreams a reality.
Cooperrider and Whitney conclude with key AI principles and the freedoms and power that energize people and organizations who use AI. They highlight accomplishments of AI's first 20 years (1985 to 2005), create an excellent introduction for people new to AI and a great summary of the heart of AI for people who already know AI.