By Dr David L Cooperrider, Diana Whitney

Written through the originators and leaders of the Appreciative Inquiry (AI) move itself, this brief, functional consultant bargains an method of organizational swap according to the potential for a superior destiny, adventure with the entire approach, and actions that sign "something diversified is going on this time." That distinction systematically faucets the potential for people to make themselves, their agencies, and their groups extra adaptive and more suitable. AI, a concept of collaborative switch, erases the winner/loser paradigm in desire of coordinated activities and nearer relationships that bring about strategies instantly easier and more beneficial.

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Extra info for Appreciative Inquiry: A Positive Revolution in Change

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Applying the 4-D Cycle 39 Day 4-D Cycle Focus Participants Day 1: Discovery Mobilize a systemic or systemwide inquiry into the positive core • Engage in appreciative interviews • Reflect on interview highlights Day 2: Dream Envision the organization’s • Share dreams collected greatest potential for positive during the interviews influence and effect in • Create and present the world. dramatic enactments Day 3: Design Craft a set of propositions in which the positive core is boldly alive in all strategies, processes, systems, decisions, and collaborations.

22 The AI Summit is a large-scale meeting process that focuses on discovering and developing an organization’s positive core and designing it into strategic business processes, such as marketing; customer service; leadership and human resource development; and new product development. Participation is diverse and includes all the organization’s stakeholders. A AI Summit is generally four days long and involves fifty to two thousand people or more. The AI Summit is a modality that often results in home runs and strong relational ties that enable ongoing and sustainable innovation, as the following story of Roadway Express illustrates.

Ten percent of the workforce at each of twenty-two locations were trained as interviewers. They conducted interviews over a six-month time frame, summarized their findings, and held meetings to share stories, innovations, and best practices in their local stations. Three months later, one hundred fifty people, representatives from each station, gathered to share across units and to dream and design. At that time, volunteer innovation teams were formed to spread throughout the entire organization the best practices related to each of the four affirmative topics.

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Appreciative Inquiry: A Positive Revolution in Change by Dr David L Cooperrider, Diana Whitney
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