In clear and direct language, the volume treats the challenges of decision making, leadership, group functioning, personnel evaluation, and the relationship of the organization to its context.

A positive revolution in change: appreciative inquiry / David L. Cooperrider and Diana Whitney -- Positive image, positive action: the affirmative basis of organizing / David Cooperrider -- Appreciative inquiry in organizational life / David Cooperrider and Suresh Srivastva -- Five theories of change embedded in appreciative inquiry / Gervase Bushe -- Advances in appreciative inquiry as an organization development intervention / Gervase Bushe -- The "child" as agent of inquiry / David L. Cooperrider -- Resources for getting appreciative inquiry started: an example OD proposal / David L. Cooperrider -- An appreciative inquiry into the factors of culture continuity during leadership transactions: a case study of LeadShare, Canada / Mary Ann Rainey -- Survey guided appreciative inquiry: a case study / Rita F. Williams -- Initiating culture change in higher education through appreciative inquiry / Robert L. Head and Michele M. Young -- Saving tomorrow's workforce / Chrisopher Anne Easley, Therese Yaeger, and Peter Sorensen -- Appreciative inquiry with teams / Gervase R. Bushe -- A field experiment in appreciative inquiry / David A. Jones -- Appreciative inquiry meets the logical positivist / Peter F. Sorensen [and others] -- Is appreciative inquiry OD's philosopher's stone / Thomas C. Head [and others] -- Postmodern principles and practices for large scale organization change and global cooperation / Diana Whitney -- Organizational inquiry model for global social change organizations / Jane Magruder Watkins and David Cooperrider -- From deficit discourse to vocabularies of hope; the power of appreciation / James D. Ludema

ASKing (Appreciative Sharing of Knowledge) is at the heart of this comprehensive, compelling, and cutting edge guide to appreciative knowing and innovation. The authors have really managed to push the appreciative envelope here. They ve taken well-known appreciative inquiry frameworks and methods, effectively improved on them, and extended them into the all important area of knowledge development and knowledge sharing. I expect that readers in all kinds of organizations and at many levels will find the ASK system readily usable and effective. The in-depth case studies across a wide variety of industries (including government) turn the book into a fine guide for knowledge sharing, making it particularly easy to Learn how to ASK . At the same time, academics, teachers, and students will find this book does a terrific job of summarizing and enlivening the existing appreciative inquiry/intelligence literature. If you've only got time and money for one book on appreciative organizational approaches, this is the one to get. David Barry, Nova University, Lisbon, Portugal Thatchenkery and Chowdhry have given those of us challenged with global knowledge sharing a way through the muddle of the traditional knowledge management paradigm. Fusing Knowledge Sharing and Appreciative Sharing concepts leads to a true appreciation of the value of knowledge dissemination and away from knowledge hoarding. With new technology migration occurring at warp speed and globalization of product sourcing markets requiring co-location of manufacturing facilities close to the customer, our company relies on state of the art knowledge sharing capabilities to shorten conventional and expensive training methodologies. Positive team collaboration with representation from all international sites and across functional areas in effect, simultaneously managing time, distance, and culture barriers is substantially facilitated by thinking of knowledge sharing in new and appreciative ways. This book helps chart the new path. Hank Jonas, Organization Effectiveness Corning Incorporated The authors of this book advance the Appreciative Sharing of Knowledge (ASK), a unique approach by which organizations create a culture that facilitates the sharing of information. Using social constructionist approaches, historical data, and case studies, the authors demonstrate that appreciation or affirmation is the key ingredient for people to trust each other and overcome their inhibitions and concerns about sharing what they know. The hyper-competitive culture of many organizations has created a knowledge-hoarding climate that many firms struggle to change. The ASK process can reinvent, in a sustainable manner, how we think about organizing knowledge. By linking practices, artifacts, technologies and managerial skills, the ASK model offers a management framework for a wide range of enterprises. One of the basic tenets put forth is that if knowledge is shared appreciatively, managing knowledge will no longer be an issue. The authors expand on the concept of appreciation and illustrate how systems can be created to institutionalize knowledge sharing. In addition, they give examples of organizations that have planted the seeds for the exchange to happen. Academics and practitioners in the fields of knowledge management and organizational behavior and development will find this innovative study of great value. The findings will also be of great practical use for managers and executives in a variety of firms.

Written by the two most recognized Appreciative Inquiry thought leaders A quick, accessible introduction to one of the most popular change methods today--proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy Appreciative Inquiry (AI) is a model of change management uniquely suited to the values, beliefs, and challenges of organizations today. AI is a process that emphasizes identifying and building on strengths, rather than focusing exclusively on fixing weaknesses as most other change processes do. As the stories in this book illustrate, it results in dramatic improvements in the triple bottom line: people, profits, and planet. AI has been used to significantly enhance customer satisfaction, cost competitiveness, revenues, profits, and employee engagement, retention, and morale, as well as organizations' abilities to meet the needs of society. This book is a concise introduction to Appreciative Inquiry. It provides a basic overview of the process and principles of AI along with exciting stories illustrating how organizations have applied AI and the benefits they have gained as a result. It has been specifically designed to be accessible to a wide audience so that it can be handed out in organizations where AI is either being contemplated or being implemented. Written by two of the key figures in the development of Appreciative Inquiry, this is the most authoritative guide available to a change method that systematically taps the potential of human beings to make themselves, their organizations, and their communities more adaptive and more effective.

Appreciative Inquiry (AI) is a widely recognised process for engaging people in organizational development and change management. Based on conversational practice, it is a particular way of asking questions, fostering relationships and increasing an organization's capacity for collaboration and change. It focuses on building organizations around what works, rather than trying to fix what doesn't, and acknowledges the contribution of individuals in increasing trust and organizational alignment and effectiveness. Appreciative Inquiry for Change Management studies AI in depth, identifying what makes it work and how to implement it to improve performance within the business. Appreciative Inquiry for Change Management explains the skills, perspectives and approaches needed for successful AI, and demonstrates how a practical conversational approach can be applied to organizational challenges in times of change. Case studies from organizations that have already integrated AI into their change management practice, including Nokia and BP, reveal why the processes are valuable and how to promote, create and generate such conversations in other organizations. Written in jargon-free language, this second edition now includes chapters on how positive psychology can enhance appreciative practice and appreciative coaching, making it an essential resource for anyone looking to implement AI in their organization.

This best-selling classic provides a great introduction on what appreciative inquiry is and how to apply it. Sue has updated the 3rd edition with the latest research and many new examples. The Thin Thin Book of® Appreciative Inquiry is the introduction to the exciting organizational change philosophy called Appreciative Inquiry. Appreciative Inquiry is a way of thinking, seeing and acting for powerful, purposeful change in organizations. It is particularly useful in systems being overwhelmed by a constant demand for change. Appreciative Inquiry approaches change by assuming that whatever you want more of already exists in all organizations.