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Appreciative Inquiry for Change Management : = Using AI to Facilitate Organizational Development.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	Appreciative Inquiry for Change Management :/
Reminder of title:	Using AI to Facilitate Organizational Development.
Author:	Lewis, Sarah.
other author:	Passmore, J.
Description:	1 online resource (272 pages)
Subject:	Organizational change. -
Online resource:	Click to View
ISBN:	9780749452940

Appreciative Inquiry for Change Management : = Using AI to Facilitate Organizational Development.
Lewis, Sarah.

Appreciative Inquiry for Change Management :Using AI to Facilitate Organizational Development. - 1st ed. - 1 online resource (272 pages)

Half title page -- Title page -- Imprint -- Contents -- About the authors -- About the contributors -- Acknowledgements -- Introduction -- Part 1 Understanding conversational approaches to change -- Chapter 1 Organizations as machines, workers as cogs and management as a control process -- INTRODUCTION -- ORGANIZATION AS A GROUP SOCIAL SKILL -- TAYLORISM AND SCIENTIFIC MANAGEMENT -- BELIEF IN THE POWER OF PROBLEM SOLVING TO CHANGE ORGANIZATIONS -- BELIEF IN THE POWER OF NAMING PROBLEMS TO PRODUCE CHANGE -- BELIEF IN THE POWER OF INSTRUCTION TO ACHIEVE CHANGE -- THE BELIEF THAT EMOTIONS ARE PROBLEMATIC -- BELIEF IN THE POWER OF CRITICISM AND FEAR TO MOTIVATE CHANGE -- BELIEF IN THE HEAD AND BODY ORGANIZATIONAL SPLIT -- BELIEF IN THE POWER OF SEPARATING ELEMENTS TO ENHANCE CLARITY AND SO THE ABILITY TO ACT EFFICIENTLY -- BELIEF IN A 'RIGHT ANSWER' TO THE PROBLEM OF DESIGN -- SUMMARY -- Chapter 2 An alternative approach: organizations as living human systems -- INTRODUCTION -- THE ORGANIZATION AS LIVING -- ORGANIZATIONS AS HUMAN -- ORGANIZATIONS AS SYSTEMS -- BELIEF IN THE POWER OF APPRECIATION TO PROMOTE GROWTH -- BELIEF IN THE POWER OF INQUIRY -- THE POWER OF TALK TO CHANGE THINGS -- THE POWER OF IMAGINATION TO PRODUCE CHANGE -- THE POWER OF POSITIVE EMOTIONAL ENERGY TO ACHIEVE CHANGE -- THE BELIEF THAT LANGUAGE IS CREATIVE -- BELIEF IN THE PLACE AND POWER OF STORIES IN ORGANIZATIONAL LIFE -- SUMMARY -- Chapter 3 The development of conversational approaches to organizational change -- WHERE DOES THE STORY BEGIN? -- WHAT IS THE HISTORY OF APPRECIATIVE INQUIRY? -- WHY IS APPRECIATIVE INQUIRY BECOMING POPULAR? -- POSTMODERNISM -- APPRECIATIVE INQUIRY AND THE INFORMATION REVOLUTION -- APPRECIATIVE INQUIRY AND GLOBALIZATION -- APPRECIATIVE INQUIRY AND THE HUMAN SEARCH FOR HOPE -- APPRECIATIVE INQUIRY MEETS A NEED FOR CONNECTION IN ORGANIZATIONS.

Appreciative Inquiry (AI) is one of the most exciting and increasingly recognized concepts in facilitating organizational change This book studies AI in depth, illustrating the method of asking particular questions and envisioning the future Written in jargon-free language, this is an excellent resource for you to discover the benefits that conversational techniques can have on your organization and its performance.

ISBN: 9780749452940Subjects--Topical Terms:

559246
Organizational change.
Index Terms--Genre/Form:

554714
Electronic books.

LC Class. No.: HD58.8

Dewey Class. No.: 658.406

Appreciative Inquiry for Change Management : = Using AI to Facilitate Organizational Development.
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505 0 $a Half title page -- Title page -- Imprint -- Contents -- About the authors -- About the contributors -- Acknowledgements -- Introduction -- Part 1 Understanding conversational approaches to change -- Chapter 1 Organizations as machines, workers as cogs and management as a control process -- INTRODUCTION -- ORGANIZATION AS A GROUP SOCIAL SKILL -- TAYLORISM AND SCIENTIFIC MANAGEMENT -- BELIEF IN THE POWER OF PROBLEM SOLVING TO CHANGE ORGANIZATIONS -- BELIEF IN THE POWER OF NAMING PROBLEMS TO PRODUCE CHANGE -- BELIEF IN THE POWER OF INSTRUCTION TO ACHIEVE CHANGE -- THE BELIEF THAT EMOTIONS ARE PROBLEMATIC -- BELIEF IN THE POWER OF CRITICISM AND FEAR TO MOTIVATE CHANGE -- BELIEF IN THE HEAD AND BODY ORGANIZATIONAL SPLIT -- BELIEF IN THE POWER OF SEPARATING ELEMENTS TO ENHANCE CLARITY AND SO THE ABILITY TO ACT EFFICIENTLY -- BELIEF IN A 'RIGHT ANSWER' TO THE PROBLEM OF DESIGN -- SUMMARY -- Chapter 2 An alternative approach: organizations as living human systems -- INTRODUCTION -- THE ORGANIZATION AS LIVING -- ORGANIZATIONS AS HUMAN -- ORGANIZATIONS AS SYSTEMS -- BELIEF IN THE POWER OF APPRECIATION TO PROMOTE GROWTH -- BELIEF IN THE POWER OF INQUIRY -- THE POWER OF TALK TO CHANGE THINGS -- THE POWER OF IMAGINATION TO PRODUCE CHANGE -- THE POWER OF POSITIVE EMOTIONAL ENERGY TO ACHIEVE CHANGE -- THE BELIEF THAT LANGUAGE IS CREATIVE -- BELIEF IN THE PLACE AND POWER OF STORIES IN ORGANIZATIONAL LIFE -- SUMMARY -- Chapter 3 The development of conversational approaches to organizational change -- WHERE DOES THE STORY BEGIN? -- WHAT IS THE HISTORY OF APPRECIATIVE INQUIRY? -- WHY IS APPRECIATIVE INQUIRY BECOMING POPULAR? -- POSTMODERNISM -- APPRECIATIVE INQUIRY AND THE INFORMATION REVOLUTION -- APPRECIATIVE INQUIRY AND GLOBALIZATION -- APPRECIATIVE INQUIRY AND THE HUMAN SEARCH FOR HOPE -- APPRECIATIVE INQUIRY MEETS A NEED FOR CONNECTION IN ORGANIZATIONS.
505 8 $a SUMMARY -- Chapter 4 Appreciative Inquiry: how do you do it? -- INTRODUCTION -- PREPARING FOR CHANGE -- DEFINE -- DISCOVERY -- DREAM -- DESIGN -- DESTINY -- SUMMARY -- Part 2 Advanced ideas and practice -- Chapter 5 The power of the question -- INTRODUCTION -- NOT LOCKS AND KEYS -- LOOKING AT QUESTIONS -- SUMMARY -- Chapter 6 The power of conversation -- INTRODUCTION -- WHAT IS CONVERSATION? -- THE POWER OF CONVERSATION TO TRANSFORM -- THE FEAR OF CONVERSATION -- UNDERSTANDING THE FEARS AND AMBIVALENCE TOWARDS CONVERSATION -- SOME ISSUES FOR THE CONVERSATIONAL PRACTITIONER TO CONSIDER -- THE AMBIVALENCE OF ORGANIZATIONS TOWARDS CONVERSATION -- HOW CAN A CONVERSATIONAL PRACTITIONER SUPPORT POWERFUL CONVERSATIONS WITHIN ORGANIZATIONS? -- THE INNER LIFE OF THE CONVERSATIONAL PRACTITIONER -- WHAT WILL WE AS CONVERSATIONAL PRACTITIONERS BRING TO OUR WORK WITH ORGANIZATIONS? -- SUMMARY -- Chapter 7 Extending practice: working with story in organizations -- INTRODUCTION -- THE COMMON GROUND WITH THE CONVERSATION-BASED APPROACH TO ORGANIZATIONAL CHANGE -- USING STORY -- WORKING WITH STORY -- SENSE MAKING: CREATING TEMPORARY MOMENTS OF CLARITY IN AN UNCLEAR WORLD -- SUMMARY -- Chapter 8 Developing your conversational practice -- INTRODUCTION -- COMMON THEMES -- THE WORLD CAF�E -- OPEN SPACE -- FUTURE SEARCH -- THE CIRCLE -- A REAL-LIFE EXAMPLE OF USING CONVERSATIONAL PROCESSES TO ACHIEVE ORGANIZATIONAL REBIRTH -- BRINGING THEM ALL TOGETHER -- SUMMARY -- Chapter 9 Becoming an appreciative conversational practitioner -- INTRODUCTION -- PURPOSE -- WORKING SPIRIT-FULLY -- APPRECIATIVE PRACTICE SKILLS -- SUMMARY -- Part 3 Using conversational approaches in the organization -- Chapter 10 How to introduce Appreciative Inquiry and related approaches to your organization -- INTRODUCTION -- GUIDANCE IN GETTING STARTED: COMMISSIONING CONVERSATIONS.
505 8 $a MOVING TO THE 4D CYCLE: COMMON BLOCKS AND HOW TO OVERCOME THEM -- SUMMARY -- Chapter 11 Case study: Using Appreciative Inquiry at BP Castrol Marine -- INTRODUCTION -- THE ORGANIZATION -- THE ORGANIZATION CHALLENGE -- SELECTING THE APPROACH -- APPRECIATIVE LEADERSHIP -- MIX OF AI AND OTHER METHODOLOGIES -- OBJECTIVES FOR THE CHANGE PROCESS -- DESCRIPTION -- INTRODUCTION OF APPRECIATIVE LEADERSHIP: MANAGERS AND REGIONAL SALES TEAMS -- THE EASY BUSINESS VISION -- OUTCOMES -- REFLECTIONS AND LESSONS LEARNT -- Chapter 12 Case study: Revitalizing corporate values in Nokia -- INTRODUCTION -- THE ORGANIZATION -- THE ORGANIZATION CHALLENGE -- SELECTING THE APPROACH -- DESCRIPTION OF THE PROJECT EXPERIENCE -- OUTCOMES SO FAR -- REFLECTIONS AND LEARNING -- SUMMARY -- Chapter 13 Case study: World Caf�e -- INTRODUCTION -- THE ORGANIZATION -- THE ORGANIZATION CHALLENGE -- SELECTING THE APPROACH -- AIMS FOR THE CHANGE -- DESCRIPTION -- OUTCOMES -- REFLECTIONS -- Chapter 14 Case study: Applying Appreciative Inquiry to deliver strategic change: Orbseal Technology Center -- INTRODUCTION -- THE ORGANIZATION -- THE ORGANIZATION CHALLENGE -- THE ROLE OF DECISION MAKING -- SELECTING THE APPROACH (WHY AI AND SOAR FRAMEWORK) -- DESCRIPTION OF THE PROJECT EXPERIENCE -- THE OUTCOMES -- REFLECTIONS AND LEARNING -- Appendix: Resource list -- References -- Index.
520 $a Appreciative Inquiry (AI) is one of the most exciting and increasingly recognized concepts in facilitating organizational change This book studies AI in depth, illustrating the method of asking particular questions and envisioning the future Written in jargon-free language, this is an excellent resource for you to discover the benefits that conversational techniques can have on your organization and its performance.
588 $a Description based on publisher supplied metadata and other sources.
590 $a Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2022. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
650 0 $a Organizational change. $3 559246
655 4 $a Electronic books. $2 local $3 554714
700 1 $a Passmore, J. $3 1373940
700 1 $a Cantore, Stefan. $3 568111
776 0 8 $i Print version: $a Lewis, Sarah $t Appreciative Inquiry for Change Management $d London : Kogan Page,c2006 $z 9780749450717
797 2 $a ProQuest (Firm)
856 4 0 $u https://ebookcentral.proquest.com/lib/nfu/detail.action?docID=319686 $z Click to View