By Sarah Lewis

Appreciative inquiry (AI) is likely one of the most fun and more and more famous techniques getting used to facilitate organizational switch. This ebook stories AI intensive, illustrating the strategy of asking specific questions and envisioning the longer term, encouraging employees to contemplate either the optimistic and adverse structures in position and to acknowledge the necessity to enforce switch. It demonstrates how AI will be essentially utilized via combining the talents, views and ways offered the following right into a sensible conversational method of organizational demanding situations. It additionally takes a glance at different strategies used to create switch via dialog. Case reviews from corporations that experience already built-in conversational equipment into their switch administration perform express why the strategies are precious, why they're potent, and the way to generate such conversations your self.

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Additional resources for Appreciative Inquiry for Change Management: Using AI to Facilitate Organizational Development

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BELIEF IN THE POWER OF APPRECIATION TO PROMOTE GROWTH A belief in the power of appreciation to achieve change is particularly highlighted within Appreciative Inquiry. The more we’ve worked with Appreciative Inquiry and similar approaches the more fascinating the idea of appreciation, and the power of appreciation to achieve change, has become. When someone is appreciated, when what they do is appreciated, they grow towards that appreciation. One of us recently experienced the power of appreciation.

Experiences of positive emotion, on the other hand, don’t have the same effect of narrowly focusing our attention. Rather they encourage us to look and think broadly, to interact with others, to try new things, to be creative. Many organizations consider the production of negative emotions to be the appropriate driver for change. They want their people to feel anxious or fearful or insecure, in the belief that this will focus their attention on the threat (correct) and motivate them to change their behaviour (also correct).

We can see this reflected in the way meetings are frequently seen as ‘talking shops’ (not a commendation), ‘wasting time (when we could be getting on with doing something)’ and ‘pointless’. From a conversation-based perspective, how we talk about the world affects how we see, experience, make sense of and understand the world, and hence the way we act in the world. From this perspective both continuity and change are inherently contained and expressed in patterns of conversation. It’s not so much that we talk about the world as we see it, it’s more that we see the world as we talk about it.

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