Appreciative Inquiry (AI) is a cooperative search for the best in people and organizations. It involves systematically discovering what gives life when a system is most effective and capable. The core of AI is to focus on an organization's positive potential rather than problems. It uses a 4-D cycle of Discover, Dream, Design, and Destiny to unleash the positive core and drive transformation by studying what works well. In the Discover phase, interviews identify exceptional accomplishments. The Dream phase envisions a preferred future. Design creates plans for the future state, and Destiny implements innovations to realize the vision.
Imagination and Innovation: Using Appreciative Inquiry to Facilitate Positive...Daniel Byerley
As contemporary organizations face challenges in the implementation of change efforts, new methods in evaluation and training and development help aid the process. Appreciative Inquiry is an affirmative research approach that focuses on the positive aspects of an organization and what makes it work rather than what problems it may have. Consortium X is composed of four individual organizations working collectively to facilitate positive organizational change. An Appreciative Inquiry evaluation was conducted with the organizations of Consortium X. The responses from the participants who completed the Appreciative Inquiry survey were analyzed and seven themes emerged: (1) interpersonal conflict; (2) managing change; (3) teamwork; (4) listening skills; (5) guest service; (6) leadership; and (7) feedback. A manual was designed to develop upon these seven themes with seven individual lesson units. These lesson units contain lessons, activities, worksheets, and evaluations pertinent to the theme. The manual was reviewed by three professionals, the Dean of Instruction from a California college, the CEO of a television production company in Los Angeles, and the CEO and Principal Consultant at a Los Angeles consulting firm. The evaluations supported the use of the manual as the product of the Appreciative Inquiry evaluation and as a tool to aid in facilitating positive organization change at Consortium X.
Imagination and Innovation: Using Appreciative Inquiry to Facilitate Positive...Daniel Byerley
As contemporary organizations face challenges in the implementation of change efforts, new methods in evaluation and training and development help aid the process. Appreciative Inquiry is an affirmative research approach that focuses on the positive aspects of an organization and what makes it work rather than what problems it may have. Consortium X is composed of four individual organizations working collectively to facilitate positive organizational change. An Appreciative Inquiry evaluation was conducted with the organizations of Consortium X. The responses from the participants who completed the Appreciative Inquiry survey were analyzed and seven themes emerged: (1) interpersonal conflict; (2) managing change; (3) teamwork; (4) listening skills; (5) guest service; (6) leadership; and (7) feedback. A manual was designed to develop upon these seven themes with seven individual lesson units. These lesson units contain lessons, activities, worksheets, and evaluations pertinent to the theme. The manual was reviewed by three professionals, the Dean of Instruction from a California college, the CEO of a television production company in Los Angeles, and the CEO and Principal Consultant at a Los Angeles consulting firm. The evaluations supported the use of the manual as the product of the Appreciative Inquiry evaluation and as a tool to aid in facilitating positive organization change at Consortium X.
Cluster Lab @ TCI Conference in Monterey | Mexico
10 November 2014
management 3.0 for cluster management –
how to be a creative networker under uncertainty.
new approaches for cluster management
from effectuation, scrum, lean startup and more
Klaus Haasis,
Systemic Coach DBVC, Personcentered Counsellor GWG,
ask klaus! coaching - creativity - innovation
Cluster management is an art which is based on facts and figures, statistics, research, financial calculations, expert knowledge etc. Klaus Haasis invites to have a broader perspective on how to develop a human framework for creativity, innovation and collaboration - based on his long experience in cluster management. He presents some now findings from neurobiology and new methods for collaboration coming from entrepreneurship research (effectuation) and software development (scrum) bundled in the agile management 3.0 concept for cluster managers.
Management 3.0 for cluster management will cover the topics
+ the turkey illusion - can I rely on the experiences of the past?
+ uncertainty profiling - how to become risk savvy?
+ commitments - an underestimated factor in cluster management
+ Kudo Box and Kudo Cards - the personcentered approach
+ organisational dilemmas and double binds - how to stay happy and productive
+ the effectuation grid - a systemic tool box for dealing with uncertainty.
DevOpsGuys at Future Decoded - Why Culture Eats Devops for BreakfastClara Edwards
Based on customer engagements over the last 3 years this presentation explains the 6 stages most organisations work through as they attempt to move towards Continuous Development or Continuous Deployment. In this session we will explain the challenges and give you solutions that can help build your DevOps practice. Join the discussion to learn about common mistakes and how to avoid them.
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
A class presentation for ADV 6383 - Creativity as Problem Solving by graduate students Cesar Ortega and Matt Villanueva at SMU's Temerlin Advertising Institute.
How entrepreneurial ecosystems and entrepreneur mindsets co-evolveNorris Krueger
Great case of how Aalto University's killer entrepreneurship programs were designed, developed and delivered by students (the Aalto Entrepreneur Society or AaltoES) in partnership with the entrep community. Fun to see how the entrepreneurial mindset grew and co-evolved as the entrepreneurial ecosystem grew. The REAL work was done by Tua Bjorklund, scholar in residence at the Aalto Design Factory. The final version of this draft is forthcoming in the Journal of Enterprising Communities!
Agile enterprises, creating a growth culture, and changing behaviorsPaul Gibbons
Is change agility the most important capability for 21st century businesses? What is it, and how can it be developed? How can leaders create agile cultures?
Cluster Lab @ TCI Conference in Monterey | Mexico
10 November 2014
management 3.0 for cluster management –
how to be a creative networker under uncertainty.
new approaches for cluster management
from effectuation, scrum, lean startup and more
Klaus Haasis,
Systemic Coach DBVC, Personcentered Counsellor GWG,
ask klaus! coaching - creativity - innovation
Cluster management is an art which is based on facts and figures, statistics, research, financial calculations, expert knowledge etc. Klaus Haasis invites to have a broader perspective on how to develop a human framework for creativity, innovation and collaboration - based on his long experience in cluster management. He presents some now findings from neurobiology and new methods for collaboration coming from entrepreneurship research (effectuation) and software development (scrum) bundled in the agile management 3.0 concept for cluster managers.
Management 3.0 for cluster management will cover the topics
+ the turkey illusion - can I rely on the experiences of the past?
+ uncertainty profiling - how to become risk savvy?
+ commitments - an underestimated factor in cluster management
+ Kudo Box and Kudo Cards - the personcentered approach
+ organisational dilemmas and double binds - how to stay happy and productive
+ the effectuation grid - a systemic tool box for dealing with uncertainty.
DevOpsGuys at Future Decoded - Why Culture Eats Devops for BreakfastClara Edwards
Based on customer engagements over the last 3 years this presentation explains the 6 stages most organisations work through as they attempt to move towards Continuous Development or Continuous Deployment. In this session we will explain the challenges and give you solutions that can help build your DevOps practice. Join the discussion to learn about common mistakes and how to avoid them.
2013 EARCOS #3 Shifting toxic culture to ownership cultureChris Jansen
Workshop #3 of 4 at the East Asian Regional Council of Overseas Schools Leadership Conference in Bangkok in November 2013 – over 1000 principals and leaders of international schools from throughout Asia.
A class presentation for ADV 6383 - Creativity as Problem Solving by graduate students Cesar Ortega and Matt Villanueva at SMU's Temerlin Advertising Institute.
How entrepreneurial ecosystems and entrepreneur mindsets co-evolveNorris Krueger
Great case of how Aalto University's killer entrepreneurship programs were designed, developed and delivered by students (the Aalto Entrepreneur Society or AaltoES) in partnership with the entrep community. Fun to see how the entrepreneurial mindset grew and co-evolved as the entrepreneurial ecosystem grew. The REAL work was done by Tua Bjorklund, scholar in residence at the Aalto Design Factory. The final version of this draft is forthcoming in the Journal of Enterprising Communities!
Agile enterprises, creating a growth culture, and changing behaviorsPaul Gibbons
Is change agility the most important capability for 21st century businesses? What is it, and how can it be developed? How can leaders create agile cultures?
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
Workshop introducing appreciative inquiry using Positive Matrix, a collaborative software tool that energizes people and their enterprise to bring about positive change.
Appreciative Inquiry, an organizational development method, is the study and exploration of what gives life to human systems when they function at their best.
Organizations are complex systems and as such they are not easy to change. When the old strategy is becoming non effective it is time to make a shift. A great tool for shifting entire organizations that responds to issues connected with complexity is Appreciative Inquiry. A brief introduction of the concept and principles initially developed by David Coperrider is presented. The method is contrasted with the traditional approach to organizational change - problem solving. The presentation is completed with a practitioner description of a typical Appreciative Inquiry project.
Research Title:
The influence of personality on leadership, communication and cooperative behavior of students of Bachelor of Science Computer Studies at Capitol University.
Design for Social Innovation: Redesigning at the Intersection of Business, Co...Sustainable Brands
A new field of practice is emerging at the intersection of design, management, complex systems theory, facilitation, and social change. This practice, sometimes called Design for Social Innovation, is giving birth to approaches for creating with social complexity from the inside. It offers "managing emergence" as a complement to traditional management. And it treats culture as a working material rather than a mysterious and difficult barrier to change. This workshop will provide a survey of Design for Social Innovation: key approaches and practices, case studies, and opportunities they present to the Sustainable Brands community.
its causes, types ,symptoms ,treatment and prevention.
important for nurses for making presentation...i hope it will help you to treat ur self ...stay safe stay healthy
3. Definition:
The term AI can be looked at as two separate words,
each with its own meaning:
Appreciate:
Valuing; recognizing the best in people and
organizations
Inquiry:
The act of discovery, exploration, examination,
looking at, investigation, and study.
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4. Contd…
It is the cooperative search for the best in people,
their organizations, which involves systematic
discover of what gives a system ‘life’ when it is most
effective and capable in economic, ecological, and
human terms. it involves the art and practice of
asking questions that strengthen a system’s capacity
to heighten positive potential & mobilizes inquiry
through crafting an “unconditional positive question
often involving hundreds or sometimes thousands of
people.”
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5. 8 Assumptions of AI
In every human situation something works
What we focus on becomes our reality
Reality is created in the moment and there are multiple
realities
The language we use shapes our reality
The act of asking questions influences the outcome in
some way
People have more confidence going into the future
(unknown) when they carry forward parts of the present
(known)
If we carry parts of the past into the future, they should
be what are best about the past
It is important to value differences
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6. Uses:
It is used as a tool in an attempt to bring about
strategic change.
It helps to gather information from stakeholders.
It focuses on doing more of what is already
working, rather than focusing on fixing problems.
Increased curiosity and sense of vitality
It elicit information about an organization's
present state and desired future state in business
process modeling.
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7. How it works:
Organizations move in the direction of what they
study.
It focuses the attention on an organizations most
positive potential - its positive core.
The positive core is the essential nature of the
organization at its best – peoples collective
wisdom about the organizations tangible and
intangible strengths, capabilities, resources,
potentials and assets.
The Appreciative Inquiry 4-D cycle unleashes the
energy of the positive core for transformation and7 Ekata karki
8. Positive core
Discover:
Interviews are conduct to discover what gives life to an
organization—that is, what is happening when the
organization is performing at its best. In this we
inquire into stories that give the organization its life
force which are about exceptional accomplishments,
for example, inspired leadership, technologies that
make work go more smoothly, structures that support
innovation and creativity, planning that brings new
ideas and diverse people, and opportunities to learn.
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9. Dream:
In this phase, we dream about what might be. We look
for themes that appear in the stories. For example, if
we are talking about outstanding educational service
stories, we may find themes such as: took
responsibility, had the authority, had the expertise,
and so on. Participants are asked to challenge the
status quo by envisioning a preferred future for the
organization. People are asked to think great thoughts
and to create great possibilities for their organizations.
it creates a clear statements that define the shared
visions for the organization’s future.
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10. Design:
In this phase, we create shared images of a preferred
future. the previous statement are examined and then
written at a micro level, that is, very detailed. Both the
socio system components ( set of roles, jobs,
relationships, the organizational structure,
management systems & policies) and the technical
system components (business processes that
transform inputs into outputs and the technology
used) of organization are examined. The kinds of
questions asked during this phase include: What kind
of leadership structure is needed ? what is the
preferred behavior of the Leaders as they do their
work? What is the organization’s strategy and how
does it get formulated and carried out?10 Ekata karki
11. Destiny:
Also known as Deliver phase. In this
phase we look at innovative ways to create the
future . It is ongoing phase . Both the overall
visions of the Dream phase and the Design
phase are put into action. The key here is to build
an appreciative eye into the organizations’
systems, procedures, and ways of working. An
example would be to drop the “e” from the word
“evaluation” and its negative connection to
“valuation.”
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