Appreciative inquiry is a model that seeks to engage stakeholders in self-determined change by focusing on the positive aspects of an organization and building upon what works well rather than fixing problems. It was established in 1987 and involves discovering an organization's strengths through positive questioning, envisioning potential, designing plans, and implementing changes. The core principles include a constructionist view that organizations are socially constructed through language, a focus on positive questions and imagery, and an emphasis on strengths and potential.
Appreciative Inquiry for Organizational Change Amy Lewis
Appreciative Inquiry (AI) is a positive approach to change management that focuses on the strengths of the organization rather than the weaknesses. This model is utilized for large scale change management that will ignite engagement and inspiration into a diverse workforce.
Slides from the Peer Academy class on Appreciative Inquiry hosted by Max Hardy. All rights are reserved by Max Hardy as the creator of this presentation.
Appreciative Inquiry & Change ManagementBrent Jones
This talk starts with a general overview of developments in the field of Change Management, and goes on to explore the hot new field of Appreciative Inquiry (AI). AI has received much attention in organizational development (OD) circles, and has been successfully used in a wide range of change management initiatives around the world. However, there are still relatively few published reports related to AI initiatives in Japan. The presenter will argue for an approach to Change Management that focuses on peak experiences, individual and institutional strengths, and increased human potential and empowerment. Participants will be introduced to the 4D cycle (Discovery-Dream-Design-Destiny) developed by David L. Cooperrider and his colleagues at Case Western Reserve University, and shown how professional development activities have been developed for each of these phases. Together with other findings in the field of positive psychology, this 4D AI cycle should be a welcome addition to the manager's toolbox.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
Appreciative Inquiry for Organizational Change Amy Lewis
Appreciative Inquiry (AI) is a positive approach to change management that focuses on the strengths of the organization rather than the weaknesses. This model is utilized for large scale change management that will ignite engagement and inspiration into a diverse workforce.
Slides from the Peer Academy class on Appreciative Inquiry hosted by Max Hardy. All rights are reserved by Max Hardy as the creator of this presentation.
Appreciative Inquiry & Change ManagementBrent Jones
This talk starts with a general overview of developments in the field of Change Management, and goes on to explore the hot new field of Appreciative Inquiry (AI). AI has received much attention in organizational development (OD) circles, and has been successfully used in a wide range of change management initiatives around the world. However, there are still relatively few published reports related to AI initiatives in Japan. The presenter will argue for an approach to Change Management that focuses on peak experiences, individual and institutional strengths, and increased human potential and empowerment. Participants will be introduced to the 4D cycle (Discovery-Dream-Design-Destiny) developed by David L. Cooperrider and his colleagues at Case Western Reserve University, and shown how professional development activities have been developed for each of these phases. Together with other findings in the field of positive psychology, this 4D AI cycle should be a welcome addition to the manager's toolbox.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
Appreciative Inquiry For Strategic Planning Avi Z Liran
Snap Preview of Appreciative Inquiry (AI) for Strategic Planning and the differences between SWOT and SOAR models as well as the benefits of AI Vs. Problem Solving.
The Power of Appreciative Inquiry - a talk delivered at the University of C...John Mauremootoo
Excerpt from the PowerPoint presentation given by John Mauremootoo at a workshop to introduce Appreciative Inquiry to the Centre for Pollination studies for them to assess its value as an organisational development paradigm.
“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms.” Cooperrider, D.L. & Whitney, D
It is a methodology aimed at the development of the organization based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.
The process used to generate the power of Appreciative Inquiry is the 4-D Cycle:
Discovery - Dream - Design - Destiny
Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been."
Dream: The Dream phase is an energizing exploration of "what might be:"
Design: The Design phase involves making choices about "what should be" within an organization or system.
Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be."
School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process.
The Appreciative Inquiry methodology helps to create our identity and to transmit our values and beliefs. Educational institutions need to be knowledge rich, adaptable and permanently changing. We need to be able to design curricula according to our student’s individual needs.
The faculty members need to know the process of planning the participate instruction in engineering courses. this PPT provides a set of guidelines in planning and delivering effective instructions.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
Appreciative Inquiry For Strategic Planning Avi Z Liran
Snap Preview of Appreciative Inquiry (AI) for Strategic Planning and the differences between SWOT and SOAR models as well as the benefits of AI Vs. Problem Solving.
The Power of Appreciative Inquiry - a talk delivered at the University of C...John Mauremootoo
Excerpt from the PowerPoint presentation given by John Mauremootoo at a workshop to introduce Appreciative Inquiry to the Centre for Pollination studies for them to assess its value as an organisational development paradigm.
“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms.” Cooperrider, D.L. & Whitney, D
It is a methodology aimed at the development of the organization based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational.
The process used to generate the power of Appreciative Inquiry is the 4-D Cycle:
Discovery - Dream - Design - Destiny
Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been."
Dream: The Dream phase is an energizing exploration of "what might be:"
Design: The Design phase involves making choices about "what should be" within an organization or system.
Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be."
School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process.
The Appreciative Inquiry methodology helps to create our identity and to transmit our values and beliefs. Educational institutions need to be knowledge rich, adaptable and permanently changing. We need to be able to design curricula according to our student’s individual needs.
The faculty members need to know the process of planning the participate instruction in engineering courses. this PPT provides a set of guidelines in planning and delivering effective instructions.
Ethics of Organizational Development - Organizational Change and Development...manumelwin
RESPONSIBILITY TO OURSELVES
Acting with integrity and Authenticity.
Striving for self-knowledge and personal growth
Asserting individual interests in ways that are fair and equitable.
liux
Sticky Note
W, week 12
Journal of Management Policy and Practice Vol. 18(1) 2017 87
Toward a Grounded Theory: A Qualitative
Study of Vision Statement Development
Shelley A. Kirkpatrick
Visiontelligence, LLC and The MITRE Corporation
Considerable research demonstrates the significant, positive impact of vision statements on
organizational, team, and individual performance. However, little research exists on developing effective
vision statements. Moving toward a grounded theory of vision statement development, 30 interviews were
conducted with organizational leaders to identify and describe the approaches they used to develop their
vision statements. Five categories of approaches were identified as a typology: 1) Uncommunicated, 2)
Unstated yet Implemented, 3) Formally Stated, 4) Refined, and 5) Re-examined. Representative quotes
from the leaders are presented to support and describe each category. Suggestions for future research,
along with study limitations, are discussed.
INTRODUCTION
The concept of an organizational vision statement is pervasive in entrepreneurship and leadership
theories, especially transformational leadership theories. A vision is a leader�s statement of a desired,
long-term future state for an organization (Burns, 1978; House, 1977). Vision is a key component in
transformational and charismatic leadership theory (Bass, 1985; Conger & Kanungo, 1987; House, 1977),
as it provides meaning and context to employees about the purpose of the organization. In the
entrepreneurship and business strategy literatures, the importance of an organization�s vision statement
and its effects on organization-level performance also has been emphasized in theoretical discussions
(e.g.. Bird, 1989; Filion, 1991; Isenberg, 1987; Maccoby, 1981; Mendall & Gerguoy, 1984; Timmons,
Smollen, & Dingee, 1990).
Additionally, a vision statement is a prominent concept in performance improvement, talent
management, and change management models and frameworks. The International Society for
Performance Improvement�s human performance technology model (www.ispi.org) states that the
performance improvement process begins by identifying the vision, mission, values, goals, and strategy
that the organization wants to achieve. Without an awareness and understanding of these contextual
elements that define an organization�s desired future state, it is impossible for an organization to specify
and measure how it wants to improve.
Human capital management expert Josh Bersin emphasizes alignment between the organization�s
strategy and its talent strategy (Bersin, 2010). The Human Capital Institute also specifies alignment
between the business strategy and human capital strategy (www.hci.org). Further, change management
models, such as the Six Box Model and the 7S Model, also recommend ensuring alignment between
various aspects of the organization and its vision, mission, and values.
88 Journa ...
Journal of Management Policy and Practice Vol. 18(1) 2017 87 .docxAASTHA76
Journal of Management Policy and Practice Vol. 18(1) 2017 87
Toward a Grounded Theory: A Qualitative
Study of Vision Statement Development
Shelley A. Kirkpatrick
Visiontelligence, LLC and The MITRE Corporation
Considerable research demonstrates the significant, positive impact of vision statements on
organizational, team, and individual performance. However, little research exists on developing effective
vision statements. Moving toward a grounded theory of vision statement development, 30 interviews were
conducted with organizational leaders to identify and describe the approaches they used to develop their
vision statements. Five categories of approaches were identified as a typology: 1) Uncommunicated, 2)
Unstated yet Implemented, 3) Formally Stated, 4) Refined, and 5) Re-examined. Representative quotes
from the leaders are presented to support and describe each category. Suggestions for future research,
along with study limitations, are discussed.
INTRODUCTION
The concept of an organizational vision statement is pervasive in entrepreneurship and leadership
theories, especially transformational leadership theories. A vision is a leader�s statement of a desired,
long-term future state for an organization (Burns, 1978; House, 1977). Vision is a key component in
transformational and charismatic leadership theory (Bass, 1985; Conger & Kanungo, 1987; House, 1977),
as it provides meaning and context to employees about the purpose of the organization. In the
entrepreneurship and business strategy literatures, the importance of an organization�s vision statement
and its effects on organization-level performance also has been emphasized in theoretical discussions
(e.g.. Bird, 1989; Filion, 1991; Isenberg, 1987; Maccoby, 1981; Mendall & Gerguoy, 1984; Timmons,
Smollen, & Dingee, 1990).
Additionally, a vision statement is a prominent concept in performance improvement, talent
management, and change management models and frameworks. The International Society for
Performance Improvement�s human performance technology model (www.ispi.org) states that the
performance improvement process begins by identifying the vision, mission, values, goals, and strategy
that the organization wants to achieve. Without an awareness and understanding of these contextual
elements that define an organization�s desired future state, it is impossible for an organization to specify
and measure how it wants to improve.
Human capital management expert Josh Bersin emphasizes alignment between the organization�s
strategy and its talent strategy (Bersin, 2010). The Human Capital Institute also specifies alignment
between the business strategy and human capital strategy (www.hci.org). Further, change management
models, such as the Six Box Model and the 7S Model, also recommend ensuring alignment between
various aspects of the organization and its vision, mission, and values.
88 Journal of Management Policy and Practice Vo.
Running head INTERNSHIP AT SICL AMERICA AS A BUSINESS ANALYST1.docxcowinhelen
Running head: INTERNSHIP AT SICL AMERICA AS A BUSINESS ANALYST1
INTERNSHIP AT SICL AMERICA AS A BUSINESS ANALYST4
Internship at SICL America Company as a Business Analyst
Student’s Name: Sai Rohith Cherukumilli
Institution’s Name: Billy Machage
Date: 4/21/2017
Table of Contents
List of Figures4
Internship at SICL America Company as a Business Analyst5
Introduction5
Methodology8
Introduction8
Origin of Action Research8
Use of Action Research9
Appropriateness of this Approach10
Summary10
Literature Review11
The Need for Business Analysis12
Business Analyst Position Description12
Role Played By Business Analysts14
Proposal15
First Iteration: Orientation Process15
Second Iteration: Discuss with Business Analysts16
Third Iteration: Training Opportunities for Career Advancement16
Fourth Iteration: Developing a Career Portfolio16
Iteration 1: Orientation Process17
Planning Phase17
Action Phase18
Observation Phase20
Reflection Phase21
Second Iteration: Discuss with Business Analysts23
Plan23
Action25
Session one: Business Analyst26
Session two: Information Technology support professional27
Session three: Human Resource Manager28
The review and analysis28
Observation29
Reflection34
Third Iteration: Training Opportunities for Career Advancement37
Plan37
Action39
Observation41
Reflection44
Fourth Iteration: Developing a Career Portfolio47
Plan47
Action49
Session one: Senior Business Analyst, Mrs. Samantha Nevaeh50
Session two: Junior Business Analyst, Mr.Andrew Smiths50
Observation51
Reflection53
Reflective statement55
References57
List of Figures
Figure 1.Action research model.9
Figure 2.
Solution
Ownership and Contributor.13
Figure 3. Iterations Flow diagram. Source: Self15
Figure 4. Orientation Process.21
Figure 5: Business analysis process32
Figure 7: Sample of the career portfolio structure.52
Figure 6: Business analysis user guide based on roles43
Internship at SICL America Company as a Business AnalystIntroduction
Due to increased competition in the world today, business must find a way of surviving the competition or else they will become extinct. This businesses need to make sure that they keep on checking their operations and see whether they are moving in the right direction. Also, they need to look for any chance that is there in the market so that they can focus on that and in the process have a competitive edge. It is because of this that most businesses need to do business analysis. Elgendy (2014) define business analysis as a subject that recognizes the requirements of an organization and finding what can be used to eliminate challenges facing a company. Some of the methods that can be used to eliminate the problems are coming up with new policies, working on the current way of doing things and looking at how it can be made better and organizing tactically. Business analysis can also be described as given activities that are performed by different parties in a business so that they can comprehend the way a busine ...
REPLY 1Organization culture is the trademark and the unmi.docxcarlt4
REPLY 1:
Organization culture is the trademark and the unmistakable character began inside each organization. Regardless of whether we are curious about companies like Starbucks, Google or WWF? Their names speak to the flavour of their work environments, the mentality, the unwritten convention of associations and the organization esteems. While some may consider organizational culture as the aftereffect of the organization's kin and procedures, something that can't be controlled or evaluated, in all actuality, organizational culture is suddenly substantial (Treven & Lynn, 2008). It very well may be purposely planned and utilized. It influences confidence and representative commitment. It oversees income rates and impacts organization execution and it influences benefit.
Organizational culture separates the remarkably effective companies from all the rest. It very well may be a ground-breaking, upper hand. The organizations' culture is constantly unmistakable, yet the enormous champs, reliably, the organizations focus on culture. This article will talk about a portion of the general social definitions and will continue following some particular social definitions for organizations. Taking a gander at the inquiry how the organization culture influences the advancement methodology of the organizations (Weiner, 2018). The article will likewise delineate the impact of the patterns and advancements on the organization structure. What's more, the connection between the organizations' structure and culture? The article will likewise give instances of current patterns and improvements and various techniques that are as of now used to assist organizations with making the necessary change in their culture or structure.
Culture definition changed as the years progressed. For instance, over four decades prior imagined a more extensive meaning of culture by proposing that culture was a »human-made piece of the earth. Attempting to decipher his definition, we may discuss »objective culture« (e.g., tables, PCs, trains) and »subjective culture« (e.g., standards, jobs, values). In an ongoing article in Harvard Business Review, the authors said that, Organizational culture is the aggregate impact of the regular convictions, practices, and estimations of the individuals inside an organization (Zak, 2018). Those standards inside any organization control how workers perform and serve clients, how they co-work with one another, regardless of whether they feel spurred to meet objectives, and on the off chance that they are truly into the organization's general strategic. How are representatives completing their work? Autonomously or cooperatively? Do representatives feel enlivened, submitted, and drew in, or irritated, exhausted, and undervalued? At the point when we talk about organizational culture, we are discussing the representative experience, the inward view. What do the representatives think? How is it, to work here? By what method can the initiative keep.
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2005 للبرنامج السوداني لإعداد القيادات الشبابية
answer for 3.png__MACOSX._answer for 3.pnganswer for 4..docxjustine1simpson78276
answer for 3.png
__MACOSX/._answer for 3.png
answer for 4.png
__MACOSX/._answer for 4.png
answer for disccusion 2.png
__MACOSX/._answer for disccusion 2.png
answer for discussion 1.png
__MACOSX/._answer for discussion 1.png
disscusion question1.png
__MACOSX/._disscusion question1.png
disscustion2.png
__MACOSX/._disscustion2.png
disscustion3.png
__MACOSX/._disscustion3.png
disscustion4.png
__MACOSX/._disscustion4.png
3
Saud ALriyami
Dr. Victoria
ELA 350
November 16, 2017
Essay4
Paragon Learning Styles Inventory (PLSI) & Student Leadership Practice Inventory
PLSI gives the most important information in terms of personal quality and character in various people. In my own assessment, I am a sensate, a judger and an extrovert person. Firstly, being a sensate, I am a practical and realistic person, more consistent and patient. Above all I am orderly sensible man who applies common sense and experiences such as daily practices and order in all my activities. On the other hand, I am also a judger due to my decisive nature, I embrace scheduled events, have set opinions, and likes order and organization. Lastly, as an extrovert, I learn things by practically doing them, I readily volunteers, and gives opinion and most importantly acting as a leading example to the rest. This assessment on my personal character is based on my self-evaluation as a soccer captain in the campus (Sloterdijk, 2013).
As team leader of my soccer team, I lead as an example which is very critical to my leadership skills. I usually show up timely to training and many times stayed there until late. I was willing to do everything. I was not that nice person to wipe the floor or very calm to yell inspirations words to a newcomer. I recognized that my actions spoke louder than words, therefore in most instances I showed people what to do by leading as an example rather telling them what to do. It is this practical example that defines my character better as a judger, a sensate, and an extrovert person.
As good leaders I do arise for my beliefs, thus I would better have my beliefs to arise for. As a leaders, I am vivid and concise regarding my guiding principles. I have my personal voice, and as well I vividly and genuinely give voice to my ideals. Nevertheless I cannot basically execute my beliefs on others and expect commitment. I do involve others in common ambitions. Acting as a good example starts with the clarification of my ideals and includes building and asserting common beliefs that all can hold (Sloterdijk, 2013).
According the description of Tieger on temperament results, I can ascertain that I am in a “traditionalist” category. This is reinforced due to my strong connection of being a judger and a senser. Furthermore, I clearly belief that expressive speeches regarding shared ideals are not virtually adequate (Sloterdijk, 2013). As a role model I recognize that it’s my conduct that earns my esteem. The actual test is whether I do what I talk abo.
Organizational Foundations
Please answer these
1.
A description of your selected organization’s mission, vision, and values.
2.
Describe relevant data, or artifacts, words, and actions of leaders and others in the organization that support, or perhaps appear to contradict the organization’s mission, vision, and values statement.
3.
In addition, discuss the organization’s culture and its climate, differentiating between the two.
4.
Explain why examining these matters is significant to your role as a nurse leader.
5.
Summary/Conclusion about Organizational Foundations.
*Kindly follow APA format for the citation and references! References should be between the period of 2011 and 2016.
*Make heading each question, so I need 5 headings that address the 5 questions above.
Organizational Foundations
As you strive to grow in your leadership skills and abilities, you will find that the context in which you work influences your motivation and areas of focus. In a similar vein, your commitment to developing professionally can contribute toward organizational effectiveness.
To that end, it is critical to recognize the importance of organizational culture and climate. In particular, through this week’s Learning Resources, you may consider several questions: How do an organization’s mission, vision, and values relate to its culture? What is the difference between culture and climate? Moreover, how are culture and climate manifested within the organization?
For this Discussion, you explore the culture and climate of your current organization or one with which you are familiar. You also consider decisions and day-to-day practices and the way they relate to the organization’s mission, vision, and values.
To prepare:
·
Review the information related to planning and decision making in health care organizations presented in the textbook,
Leadership Roles and Management Functions in Nursing: Theory and Application.
Consider how planning and decision making relate to an organization’s mission, vision, and values, as well as its culture and its climate.
·
Familiarize yourself with the mission, vision, and values of your organization or one with which you are familiar. Consider how the statements and actions of leaders and others within the organization support or demonstrate the organizational mission, vision, and values. In addition, note any apparent discrepancies between word and deed. Think about how this translates into expectations for direct service providers. Note any data or artifacts that seem to indicate whether behaviors within the organization are congruent with its mission, vision, and values.
·
Begin to examine and reflect on the culture and climate of the organization. How do culture and climate differ?
·
Why is it important for you, as a master’s-prepared nurse leader, to be cognizant of these matters?
Required Resources
Readings
·
Marquis, B. L., & Huston, C. J. (2015).
Leadership roles and management functions in nursing: Theo.
Similar to Appreciative Inquiry: Focusing on the Positive to Build Upon What Works (20)
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
12 Conversion Rate Optimization Strategies for Ecommerce Websites.pdfSOFTTECHHUB
Did you know that the average ecommerce conversion rate is a mere 2.86%? That means for every 100 visitors to an online store, only about 3 make a purchase. With so much competition and an ever-increasing number of online shoppers, optimizing your website for higher conversions is crucial for the success of your ecommerce business.
In this comprehensive guide, we'll dive into 12 powerful conversion rate optimization (CRO) strategies that can help you turn more website visitors into paying customers. From improving website speed and optimizing for mobile devices to leveraging social proof and utilizing analytics, we'll cover actionable tips and best practices to help you maximize your ecommerce website's potential.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Using Generative AI for Content MarketingChuck Aikens
Using Generative AI for Content Marketing starts with developing out your Foundational Docs and then understanding how to properly work through various steps to produce quality branded content that will attract and engage your audience.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Lars Winkelbauer — Sustainable Development in the Era of Air Cargo Technologylarswinkelbauer23
In the contemporary world, the air cargo industry plays a pivotal role in global trade and commerce. With technological advancements shaping the industry, there is a growing emphasis on sustainable development to minimize environmental impact. This article delves into the realm of air cargo technology and sustainable practices, shedding light on the initiatives and innovations driving the industry towards a greener future. Additionally, Lars Winkelbauer — Navigating the Ethical Landscape: AI in Sustainable Development — provides insightful perspectives on ensuring ethical considerations are integrated into the adoption of these technological advancements.
Meaningful Technology for Humans: How Strategy Helps to Deliver Real Value fo...Björn Rohles
Presentation from the Silicon Techie Night #24 (2024) about strategy. It outlines ten impulses how strategy helps to deliver real value for people, by aligning business mission, vision, and strategy.
IPTV Subscription UK: Your Guide to Choosing the Best ServiceDragon Dream Bar
"IPTV Subscription UK" (Internet Protocol Television) has revolutionized the way people watch TV, offering a vast array of channels and on-demand content delivered over the internet. If you’re considering an IPTV subscription in the UK, here’s a comprehensive guide to help you choose the best service for your needs.
Textile Olympiad 𝟯.𝟬 Supported by The Business Standard and Textile Today: 𝗔𝗻 𝗜𝗻𝘁𝗲𝗿 𝗨𝗻𝗶𝘃𝗲𝗿𝘀𝗶𝘁𝘆 Business 𝗖𝗮𝘀𝗲 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝗼𝗻 where university undergraduates get to showcase their brilliance. Dive deep into real-world textile industry challenges, analyze intricate scenarios, and craft innovative solutions.
It is therefore essential to employ other water sources, such as river water, for consumption by humans. Commercial RO Plant purifiers manufactured by Netsol Water are necessary because a different type of water is completely unsuitable for human consumption. Large-scale water filtration is accomplished with the assistance of a Noida-based commercial RO plant manufacturer i.e., Netsol Water. It supports several methods for getting rid of all kinds of contaminants in water.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Affordable Stationery Printing Services in Jaipur | Navpack n Print
Appreciative Inquiry: Focusing on the Positive to Build Upon What Works
1. APPRECIATIVE INQUIRY
FOCUSING ON THE POSITIVE TO BUILD UPON WHAT WORKS
RST
& ASSOCIATES
Organizational Effectiveness Consulting
Robert S. Travis
Founder, President, and Chief Consultant
RST & Associates: Organizational Effectiveness Consulting
301.655.1073
rstravis@rst-and-associates.com
www.rst-and-associates.com
September, 2016
2. WHAT IS APPRECIATIVE INQUIRY?
RST
& ASSOCIATES
Organizational Effectiveness Consulting
A model that seeks to engage stakeholders in self-determined change.
Focuses on the positive.
Seeks to identify and build upon what works well, rather than to fix what doesn’t.
Takes a social constructionist approach, that organizations are created, maintained, and changed by
conversations.
Can bring about transformation through generating new ideas and the will to act on them.
More a set of principles than a specific methodology; there is no one way to conduct Appreciative Inquiry.
Established in 1987 by David Cooperrider and Suresh Srivastva at Case Western Reserve University.
Often abbreviated as “Ai,” to distinguish it from the “AI” abbreviation for Artificial Intelligence.
(Wikipedia, 2016)
3. WHAT IS APPRECIATIVE INQUIRY?
RST
& ASSOCIATES
Organizational Effectiveness Consulting
“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world
around them. It involves systematic discovery of what gives a system ‘life’ when it is most effective and
capable in economic, ecological, and human terms. AI involves the art and practice of asking questions that
strengthen a system’s capacity to heighten positive potential. It mobilizes inquiry through crafting an
‘unconditional positive question’ often involving hundreds or sometimes thousands of people.” – David
Cooperrider and Diana Whitney (2001).
“Appreciative Inquiry focuses us on the positive aspects of our lives and leverages them to correct the
negative. It’s the opposite of ‘problem-solving’.” – T. H. White (1996).
4. PROBLEM SOLVING VS. APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
Problem Solving Appreciative Inquiry
Identification of problems Setting a context of appreciation of what is
Analysis of causes:
“What is going on?”
Inquiry:
Valuing the best of “what is”
Analysis of possible solutions:
“How to fix the problem”
Envisioning:
“What might be?”
Action planning:
“How to get it done”
Dialoguing/Aligning:
“This is what will be”
Action:
“Fix the problem”
Innovating:
“Creating and sustaining it now”
Basic assumption:
The organization is a problem to be fixed
Basic assumption:
The organization is a mystery to be embraced
(Cooperrider & Srivastva,1987; Thatchenkery, 2006)
5. THE FIVE PRINCIPLES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
The Constructionist Principle
The Principle of Simultaneity
The Poetic Principle
The Anticipatory Principle
The Positive Principle
(Busche, 2013)
6. THE FIVE PRINCIPLES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
The Constructionist Principle
The constructionist principle proposes that what we believe to be true
determines what we do, and thought and action emerge from relationships.
Through the language and discourse of day to day interactions, people co-
construct the organizations they inhabit. The purpose of inquiry is to stimulate
new ideas, stories and images that generate new possibilities for action.
(Busche, 2013)
7. THE FIVE PRINCIPLES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
The Principle of Simultaneity
The principle of simultaneity proposes that as we inquire into human systems
we change them and the seeds of change, the things people think and talk
about, what they discover and learn, are implicit in the very first questions asked.
Questions are never neutral, they are fateful, and social systems move in the
direction of the questions they most persistently and passionately discuss.
(Busche, 2013)
8. THE FIVE PRINCIPLES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
The Poetic Principle
The poetic principle proposes that organizational life is expressed in the stories
people tell each other every day, and the story of the organization is constantly
being co-authored. The words and topics chosen for inquiry have an impact far
beyond just the words themselves. They invoke sentiments, understandings, and
worlds of meaning. In all phases of the inquiry effort is put into using words that
point to, enliven and inspire the best in people.
(Busche, 2013)
9. THE FIVE PRINCIPLES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
The Anticipatory Principle
The anticipatory principle posits that what we do today is guided by our image
of the future. Human systems are forever projecting ahead of themselves a
horizon of expectation that brings the future powerfully into the present as a
mobilizing agent. Appreciative inquiry uses artful creation of positive imagery on
a collective basis to refashion anticipatory reality.
(Busche, 2013)
10. THE FIVE PRINCIPLES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
The Positive Principle
The positive principle proposes that momentum and sustainable change
requires positive affect and social bonding. Sentiments like hope, excitement,
inspiration, camaraderie and joy increase creativity, openness to new ideas and
people, and cognitive flexibility. They also promote the strong connections and
relationships between people, particularly between groups in conflict, required
for collective inquiry and change.
(Busche, 2013)
11. CORE PROCESSES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
1. Definition: Choose the positive as
the focus of inquiry.
2. Discovery: Identify organizational
processes that work well.
3. Dream: Envision processes that
would work well in the future.
4. Design: Plan and prioritize
processes that will work well.
5. Destiny/Delivery: Implement the
proposed design.
12. CORE PROCESSES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
Definition
Choose the positive as the focus of inquiry.
The scope of the inquiry is defined by choosing an “Affirmative Topic” (for example, increased customer
satisfaction, improved health and safety, higher levels of employee engagement, more effective operations,
etc.). The topic is phrased in lively, inspiring language (for example, “inspiring fanatically loyal customers”).
NOTE: Many practitioners do not include this process as part of Appreciative Inquiry. For example, the classic “4D” model begins with the
next process.
(Busche, 2013)
13. CORE PROCESSES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
Discovery
Identify organizational processes that work well.
Participants are encouraged to reflect on and discuss the best of what is concerning the topic of inquiry.
Through interviews and/or shared story telling, participants are asked about their own “best of” experiences.
For example: “Tell me about a time when you felt most engaged at this company.” From these interviews
and stories, common themes are identified as “Life-giving Forces” for the organization.
(Busche, 2013, Thatchenkery, 2005)
14. CORE PROCESSES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
Dream
Envision processes that would work well in the future.
Participants are asked to imagine the organization at its best in relation to the Affirmative Topic and the
Life-giving Forces. Common aspirations are identified and symbolized in some way. Rather than a mission
statement, the common aspirations are often symbolized in more symbolic graphical representations.
(Busche, 2013; Thatchenkery, 2005)
15. CORE PROCESSES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
Design
Plan and prioritize processes that will work well.
Participants develop concrete proposals for the new organizational state. Often, small groups are assigned
Life-giving Forces derived in the Discovery phase, around which they develop positive “Possibility
Propositions,” descriptions of the desired future organizational state, written in the present tense. These are
validated by the whole group on such factors as importance, urgency, and presence (i.e. how much of this is
already being done) in order to prioritize them.
(Busche, 2013; Thatchenkery, 2005)
16. CORE PROCESSES OF APPRECIATIVE INQUIRY
RST
& ASSOCIATES
Organizational Effectiveness Consulting
Destiny/Delivery
Implement the proposed design.
Originally referred to as “Delivery,” the preferred term for this process is now “Destiny,” as the word delivery
evokes images of objectives to meet, targets to hit, and gaps to fill. Rather, participants make self-chosen
commitments to take action consistent with bringing about any of the Possibility Propositions developed in
the Design phase. Leadership monitors and supports these innovations and establishes events and
processes to energize and nurture this self-organizing change.
(Busche, 2013)
17. REFERENCES AND RESOURCES
Barrett, F. J. & Fry, R. E. (2005). Appreciative Inquiry: A Positive Approach to Building Cooperative Capacity. Chagrin Falls, OH:
Taos Institute.
Bushe, G. R. (2007). Appreciative Inquiry is Not (Just) About the Positive. OD Practitioner, Vol. 39, No. 4. pp. 30-35.
Bushe, G. R. (2012). Foundations of Appreciative Inquiry: History, Criticism, and Potential. AI Practitioner, Vol. 14, No. 1
Bushe, G. R. (2013). Kessler, E., ed. The Appreciative Inquiry Model (PDF). The Encyclopedia of Management Theory. Thousand
Oaks, CA: Sage Publications.
Case Western Reserve University's Weatherhead School of Management. The Appreciative Inquiry Commons. Retrieved
September 18, 2016 from http://www.appreciativeinquiry.case.edu.
The Center for Appreciative Inquiry. Retrieved September 18, 2016 from http://www.centerforappreciativeinquiry.net.
Cooperrider, D. L. & Srivastva, S. (1987). Appreciative Inquiry in Organizational Life. In Woodman, R. W. & Pasmore, W.A.
Research in Organizational Change And Development. Vol. 1. Stamford, CT: JAI Press. pp. 129–169.
Cooperrider, D. L. & Whitney, D. (2005). Appreciative Inquiry: A Positive Revolution in Change. Oakland, CA: Berrett-Koehler.
Cooperrider, D. L. & Whitney, D. (2001). A Positive Revolution in Change. In Cooperrider, D. L.; Sorenson, P.; Whitney, D. &
Yeager, T. Appreciative Inquiry: An Emerging Direction for Organization Development. Champaign, IL: Stipes. pp. 9–29.
RST
& ASSOCIATES
Organizational Effectiveness Consulting
18. REFERENCES AND RESOURCES
Cooperrider, D. L., Whitney, D. & Stavros, J. M. (2008). Appreciative Inquiry Handbook (2nd ed.). Brunswick, OH: Crown Custom Publishing.
Gibbs, C., Mahé, S. (2004). Birth of a Global Community: Appreciative Inquiry in Action. Bedford Heights, OH: Lakeshore Publishers.
Hammond, S. A. (2013). The Thin Book of Appreciative Inquiry (3rd ed.). Bend, OR: Thin Book Publishing.
Lewis, S., Passmore, J. & Cantore, S. (2008). The Appreciative Inquiry Approach to Change Management. London, UK: Kogan Paul.
Ludema, J. D. Whitney, D., Mohr, B. J. & Griffen, T. J. (2003). The Appreciative Inquiry Summit. Oakland, CA: Berrett-Koehler.
Mohr, B. J. & Magruder Watkins, J. (2002). The Essentials of Appreciative Inquiry: A Roadmap for Creating Positive Futures. Westford, MA: Pegasus
Communications.
Thatchenkery, T. (2005). Appreciative Sharing of Knowledge: Leveraging Knowledge Management for Strategic Change. Chagrin Falls, OH: Taos
Institute.
Thatchenkery, T. & Metzker, C. (2006). Appreciative Intelligence: Seeing the Mighty Oak in the Acorn. Oakland, CA: Berrett-Koehler.
White, T. H. (1996). Working in Interesting Times: Employee Morale and Business Success in the Information Age. Vital Speeches of the Day, Vol XLII,
No. 15.
Whitney, D. & Trosten-Bloom, A. (2010). The Power of Appreciative Inquiry (2nd ed.). Oakland, CA: Berrett-Koehler.
Wikipedia. Appreciative Inquiry. Retrieved September 18, 2016 from http://en.wikipedia.org/wiki/appreciative_inquiry.
RST
& ASSOCIATES
Organizational Effectiveness Consulting