Pemateri Training : Kanaidi, SE., M.Si., cSAP HP. 08122353284 – WA Kanaidi : 0877 5871 1905 email : kanaidi63@gmail.com

1. Appreciative Leadership as
a New Approaches to Leadership

2. Advance Praise for
Appreciative Leadership
“Appreciative Leadership makes clear connections between
interpersonal style, organizational results, and the public good.
It shows how to exercise principled leadership from any role in
any organization.”
—Barton Alexander
Vice President, Molson Coors Brewing Company
“Appreciative Leadership is both a philosophy and a
methodology for positive engagement and change. It introduces
us to the power within ourselves and others to see and do the
right thing by our families, our communities, and the world.”
—Gary M. Nelson, Ph.D.
Founding Member, Institute for Sustainable Development

3. “Appreciative Leadership is wholly consistent with the new
science of positive emotions. Learning to cultivate positivity in
ourselves and others unlocks a powerful new approach to
leadership that will transform lives and organizations from the
inside out.”
—Barbara L. Fredrickson, Ph.D.
Author, Positivity; Professor, University of North Carolina
“If ever human communities needed Appreciative Leadership,
now is the time. Th is book vividly illustrates how the world
we want begins with our own commitment to get the best out
of ourselves and others.”
—Peter F. Norlin, Ph.D.
Executive Director, Organization Development Network

4. “This book is a must-read for leaders and aspiring leaders who
want to transform their organizations by investing in what
works. Its Five Core Strategies and user-friendly tips bring
Appreciative Inquiry to life in a new and vital context.”
—Dorrie K. Fontaine, Ph.D., RN, FAAN
Dean and Professor, School of Nursing, University of Virginia
“Appreciative Leadership is a must-read for leaders at all
stages of their careers. Full of sound principles and skill-
building practices, it prepares budding new leaders for the
challenges of the modern world.”
—William J. Hybl
Chairman and CEO, El Pomar Foundation

5. “EVERY GENERATION NEEDS
A NEW REVOLUTION.”
Thomas Jefferson
“Every organization needs a positive revolution.”

6. Dream Catcher
You must learn to
live and work in
the Energetically
Positive.
Understand and do
what gives life to
the people.

7. Appreciative Leadership:
The Nexus of Three Revolutionary Fields
Diana Whitney, Ph.D.
www.positivechange.org
Appreciative
Inquiry
Strengths
Movement
Positive
Psychology
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

8. • Appreciative Leadership adalah
Kepemimpinan Apresiatif yang merupakan
kapasitas relasional untuk memobilisasi
potensi kreatif dan mengubahnya menjadi
kekuatan positif-untuk menggerakkan riak
positif dari rasa percaya diri, energi,
antusiasme, dan kinerja – sehingga
menghasilkan perbedaan positif di dunia.
What is APPRECIATIVE LEADERSHIP?

9. Each of the Five Strategies meets a different need
that people have for high performance:
1. to know they belong;
2. to feel valued for what they have to contribute;
3. to know where the organization or community is
headed;
4. to know that excellence is expected and can be
depended on; and
5. to know that they are contributing to the
greater good.
Five Strategies of
Appreciative Leadership

10. Five Strategies of
Appreciative Leadership
Inquiry
Illumination
Inclusion
Inspiration
Integrity
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

11. Inquiry
• Inquiry ; menjadikan/membuat orang tahu
bahwa Anda menghargai mereka dan juga
kontribusinya.
• Ketika Anda meminta orang untuk berbagi
pemikiran dan perasaan mereka tentang
kisah keberhasilan atau ide-ide untuk masa
depan, dan Anda sungguh-sungguh
mendengarkan apa yang mereka katakan,
• Anda mengatakan kepada mereka, "Saya
menghargai Anda dan pemikiran Anda."
1
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

12. Illumination
• Illumination; membantu orang memahami
bagaimana mereka utk dapat berkontribusi
terbaik.
• Melalui praktek ini, dapat membantu orang
belajar tentang kekuatan mereka dan kekuatan
dari orang lain.
• Anda dapat menumbuhkan rasa percayaan diri
mereka dan dorongan untuk mengekspresikan
diri, mengambil risiko, dan mendukung orang lain
dalam bekerja dengan kekuatan mereka.
2
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

13. Inclusion
• Inclusion; membuat orang merasa memiliki.
Ketika ini dipraktekkan, Anda membuka pintu
untuk kerjasama dan co-creation.
• Hal ini, pada gilirannya, menciptakan suatu
lingkungan di mana orang-orang merasa
mereka adalah bagian dari sesuatu. Ketika
mereka merasa menjadi bagian dari sesuatu,
mereka peduli untuk itu.
3
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

14. Inspiration
• Inspiration; menyediakan arah (a sense of
direction) bagi orang-orang. Dengan
menempa visi dan jalan ke masa depan, Anda
memberi harapan bagi mereka dan mereka
rela untuk menyumbangkan energi/
kekuatannya.
• Ini adalah dasar untuk transformasi, inovasi
dan kinerja yang tinggi & berkelanjutan.
4
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

15. Integrity
• Integrity; membuat orang tahu bahwa
mereka diharapkan untuk memberikan yang
terbaik untuk kebaikan yang lebih besar.
Mereka dapat saling percaya pada orang lain
untuk melakukan hal yang sama.
• Ketika Anda memimpin dengan integritas,
orang tahu bahwa mereka dapat bergantung
pada Anda untuk menghubungkan mereka
dengan yg lain secara keseluruhan.
5
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

16. The Appreciative Inquiry
Change Process (“4-D” Cycle)

17. What is Appreciative Inquiry?
• Appreciative Inquiry (AI) is a way of looking at
organisational change which focuses on doing
more of what is already working, rather than
focusing on fixing problems. It mobilises
strategic change by focusing on the core
strengths of an organisation, then using those
strengths to reshape the future.
• AI is both a high-participation learning process
to identify and disseminate best practices, and
a way of managing and working that fosters
positive communication and can result in the
formation of deep and meaningful
relationships
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity
►►► Integrity

18. Chapter 2, “From Potential to
Positive Power: The Five Core
Strategies,”
• briefly presents the findings of our research into
Appreciative Leadership and positive power.
• We make the case, through stories and quotes, that
people want leadership that is positively powerful.
• We draw distinctions between potential and power,
and we offer a variety of ways through which human,
organization, and community potential is relationally
liberated and turned into positive power.
• Finally, we introduce the Five Core Strategies of
Appreciative Leadership: inquiry, illumination,
inclusion, inspiration, and integrity.
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

19. Chapter 3, “The Wisdom of Inquiry:
Leading with Positively Powerful
Questions,”
• A chapter is dedicated to each, complete with
definitions, exemplary case examples, and
specific Appreciative Leadership practices.
• Each of these five chapters ends with a summary
of practices and a list of books and Web sites for
further consideration.
• We make it clear that the questions leaders ask
are very influential—for better or for worse. And
we offer specific Appreciative Leadership
practices for crafting and asking positively
powerful questions.
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

20. Chapter 4, “The Art of Illumination:
Bringing out the Best of
People and Situations,”
• Etablishes the strengths-based orientation of
Appreciative Leadership.
• We ground it in the concept of Appreciative
Intelligence—the capacity to see inherent
positive potential—and
• We offer a wide range of practices for
discovering strengths, identifying the root
causes of success, and elevating performance.
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

21. Chapter 5, “The Genius of Inclusion:
Engaging with People to Cocreate the
Future,”
• We make the case for including all the people
whose future it is in dialogue and decisions
about the future.
• We take a stand that says Appreciative
Leadership is about including people whose
voices have not previously been in the
conversation.
• We offer up practices to engage others—
ranging from one other person to thousands.
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

22. Chapter 6, “The Courage of
Inspiration: Awakening the Creative
Spirit,”
• Shows you that creativity, inspiration, and
hope are essential for high performance and
positive change.
• We describe the elements of hope—vision, a
path forward, and the confidence that
resources are accessible—and we offer
specific practices for each.
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

23. Chapter 7,
“The Path of Integrity: Making
Choices for the Good of the Whole.”
• In it we liken integrity to wholeness. On a
personal level, this means being true to
yourself.
• On an organizational level, it means working in
service to the whole.
• On a global level, it is a call for leaders to
balance the triple bottom line—people, profit,
and planet.
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrit

24. Chapter 8, “Making a Positive
Difference with Appreciative
Leadership,”
• We reinforce our belief that each individual
has a unique “domain of positive power.”
• We continue by describing five specific ways
readers will make a positive difference in the
world as they move more deeply into the
practice of Appreciative Leadership to “be the
change they wish to see in the world.”
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

25. Ω Illumination
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26. Kekuatan sebuah bahasa bukan sebagai alat
individu, akan tetapi lebih sebagai kendaraan bagi
sebuah masyarakat untuk menciptakan
pengetahunannya dan membuat pemaknaan atau
nilai.
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

27. • bahwa kehidupan organisasi adalah gambaran tentang
panduan masa depan, yang mungkin bisa disebut dengan
perilaku tertentu dari organisme ataupun organisasi
• bahwa gambaran tentang masa depan akan memandu dan
menginspirasi tindakan kita hari ini dan penghargaan.
• bahwa gambaran tentang masa depan akan dapat
mempengaruhi tindakan dari berbagai level dalam kehidupan
sosial.
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

28. • bahwa organisasi manusia adalah sebuah buku
yang terbuka, cerita tentang sebuah organisasi
secara terus menerus akan dituliskan.
• bahwa masa lalu, sekarang dan yang akan datang
adalah sumber yang tak akan pernah habis untuk
belajar, insprasi ataupun intepretasi
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

29. • Pengetahuan baru, teori dan penciptaan seringkali
berasal dari pertanyaan-pertanyaan yang tidak
biasa.
• Bahwa sistem manusia –organisasi dan masyarakat-
bergerak menuju pada apa yang mereka pelajari,
bertanya tentang, menggali pada, dan
mengeksplorasi dengan ketertarikan.
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

31. • Organisasi, sebagai kontruksi manusia, adalah sistem afirmatif
yang besar dan kemudian akan merespon kepada pikiran yang
positif dan pengetahuan yang positif
• bahwa pertanyaan positih akan mengarahkan ke arah
perubahan yang positif. Pernyataan yang positif
mengeluarkan apa yang terbaik dalam masyarakat,
menginspirasikan tindakan positif, dan menciptakan
kemungkinan akan masa depan yang positif.
Ω Illumination
Ω Inquiry Ω Inclusion ►►► Integrity

32. `
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