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2017 | OriginalPaper | Buchkapitel

6. Appreciative Inquiry: Discovering the Best in People and Organizations

verfasst von : Satinder Dhiman

Erschienen in: Holistic Leadership

Verlag: Palgrave Macmillan US

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Abstract

Traditional approaches to problem-solving basically focus on what is wrong in a given situation and proceed to “fix” it with all the analytical tools available. We have seen that such approaches can never take us beyond the confines of the dark past. For achieving quantum breakthroughs, we need clear, bright images of the future. We need to create a field of infinite possibilities. Appreciative inquiry is about tapping into the river of positive possibilities, a way of harnessing the untapped creative energies of people and organizations.

This chapter explores role of Appreciative Inquiry (AI) in holistic leadership. Appreciative inquiry is about discovering and nurturing the best in people and organizations by focusing on the possibilities and potential. It is based on the premise that ‘human systems grow and change in the direction in which they ask questions’. If an organization inquires into problems, it will keep finding problems; if an organization seeks to appreciate what is best in itself and its people, it will discover more and more that is good. It can then use these discoveries to envision and create a new future where the best naturally becomes the norm.

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Vorheriges Kapitel Emotional & Multiple Intelligences: 10 Different Ways of Being Smart

Nächstes Kapitel Spiritual Leadership: A Superior Way to Be and Serve

F.M. Max Muller, tr. and ed., Wisdom of the Buddha: The Unabridged Dhammapada (New York: Dover Publications, 2000), 1.

Harman, W. W. (1990). Shifting Context for Executive Behavior: Signs of Change and Revaluation. In S. Srivastva, D. L. Cooperrider, & Associates (Eds.), Appreciative Management and Leadership: The Power of Positive Thought and Action in Organizations (San Francisco, CA: Jossey-Bass Inc., 1990), 37–54.

Robert Quinn, Change the World: How Ordinary People Can Achieve Extraordinary Results (San Francisco, CA: Jossey-Bass, 2000), 220.

David Cooperrider, Elevating and Extending Our Capacity to Appreciate the Appreciable World. In a Foreword to Tojo Thatchenkery and Carol Metzker, Appreciative Intelligence: Seeing the Mighty Oak in the Acorn (San Francisco: Berrett-Koehler Publishers, 2006), ix.

Gervase Bushe , Appreciative inquiry: Theory and critique. In Boje, D., Burnes, B. and Hassard, J. (eds.) The Routledge Companion To Organizational Change (Oxford, UK: Routledge, 2011), 87.

Gervase Bushe, Foundations of Appreciative Inquiry: History, Criticism and Potential. AI Practitioner. February 2012, 14 (1), 9.

Cited in Gervase Bushe, Foundations of Appreciative Inquiry: History, Criticism and Potential. AI Practitioner. February 2012, 14 (1), 16.

David L. Cooperrider, Diana Kaplin Whitney, and Jacqueline M. Stavros, (eds.), Appreciative Inquiry Handbook: The First in a Series of AI Workbooks for Leaders of Change (Bedford Heights, OH: Lakeshore Communications and San Francisco, CA: Berrett-Koehler Publishers, Inc., 2003), 319.

David L. Cooperrider & Diana Whitney, “Appreciative Inquiry: A positive revolution in change”. In P. Holman & T. Devane (eds.), The Change Handbook (San Francisco, CA: Berrett-Koehler Publishers, Inc., 2007), 73–88.

David Cooperrider et al. (Eds.), Lessons from the Field: Applying Appreciative Inquiry (Plano, TX: Thin Book Publishing, 2001), 12.

Jane Magruder Watkins, Bernard J. Mohr, & Ralph Kelly, Appreciative Inquiry: Change at the Speed of Imagination (San Francisco, CA: Jossey-Bass, 2001), xxxi.

John Steinbach, Contribution to the AI Listserve, July 2005. Retrieved March 7, 2016: https://appreciativeinquiry.case.edu/intro/definition.cfm.

David L. Cooperrider and Diana Whitney, “A Positive Revolution in Change: Appreciative Inquiry.” In David Cooperrider, Peter Sorensen, Diana Whitney, & Teherese F. Yaeger, (Eds.), Appreciative Inquiry: Rethinking Human Organization Toward a Positive Theory of Change (Champaign, Illinois: Stipes Publishing, 2000), 5.

As quoted in Richard Seel, Introduction to Appreciative Inquiry, Retrieved March 12, 2016: http://www.new-paradigm.co.uk/introduction_to_ai.htm.

Tojo Thatchenkery and Carol Metzker, Appreciative Intelligence: Seeing the Mighty Oak in the Acorn (San Francisco: Berrett-Koehler Publishers, 2006), xvi.

See Tojo Thatchenkery and Carol Metzker, Appreciative Intelligence: Seeing the Mighty Oak in the Acorn (San Francisco: Berrett-Koehler Publishers, 2006).

Robert Rosenthal & Lenore Jacobson, Teachers’ expectancies: Determinates of pupils’ IQ gains. Psychological Reports, 1966, 19, 115–118.

See Robert Rosenthal & Lenore Jacobson, Pygmalion in the Classroom: Teacher Expectation and Pupils’ Intellectual Development (New York: Crown House Publishing, 2003), vii–viii.

Robert Rosenthal & Lenore Jacobson, Pygmalion in the Classroom: Teacher Expectation and Pupils’ Intellectual Development (New York: Crown House Publishing, 2003), 68.

Robert Rosenthal, Covert communication in classrooms, clinics, courtrooms, and cubicles. American Psychologist, 2002, 57, 839.

Lee Jussim & Kent D. Harber, “Teacher Expectations and Self-Fulfilling Prophecies: Knowns and Unknowns, Resolved and Unresolved Controversies,” Personality and Social Psychology Review, 2005, 9 (2): 131; 153. PDF retrieved March 9, 2016: http://www.rci.rutgers.edu/~jussim/Teacher%20Expectations%20PSPR%202005.pdf.

Eric E. Vogt, E., Juanita Brown, J., and David Issacs, The Art of Powerful Questions: Catalyzing Insight, Innovation, and Action (Mill Valley, CA: Whole Systems Associates, 2003), 2–12.

See Anne Frank, Anne Frank’s Tales from the Annex.

Cited in Larry Ferlazzo, Self-Driven Learning: Teaching Strategies for Student Motivation (New York: Routledge, 2013), 115.

Gervase R. Bushe, The Appreciative Inquiry Model. In Eric H. Kessler, (ed.), Encyclopedia of Management Theory (Thousand Oaks, CA: Sage Publications, 2013), 41–44.

Eric E. Vogt, E., Juanita Brown, J., and David Issacs, The Art of Powerful Questions: Catalyzing Insight, Innovation, and Action (Mill Valley, CA: Whole Systems Associates, 2003), 2–12.

Ibid., 1.

Ibid., 4.

Ibid., 2.

Diana Whitney, David Cooperrider, Amanda Trostein-Boom, & Brian S. Kaplin, Encyclopedia of Positive Questions: Using Appreciative Inquiry to Bring out the Best in Your Organization, Volume One (Euclid, OH: Lakeshore Publishers, 2002), x.

Frank J. Barrett, F. & Ronald E. Fry, Appreciative Inquiry: A Positive Approach to Cooperative Capacity Building (Chagrin Falls, OH: Taos Institute Publishing, 2005), 58.

David L. Cooperrider and Diana Whitney, “A Positive Revolution in Change: Appreciative Inquiry,” n.d. A draft article retrieved March 10, 2016: https://appreciativeinquiry.case.edu/uploads/whatisai.pdf.

Stephen Mitchell (tr.), Letters to a Young Poet by Rainer Maria Rilke (Malden, MA: Scriptor Press, 2001), 13–14.

Adapted from Eric E. Vogt et al., The Art of Powerful Questions, 12.

See David L. Cooperrider, Peter F. Sorensen, Jr., Diana Whitney, & Therese F. Yaeger (eds.), Appreciative Inquiry: Rethinking Human Organization Toward A Positive Theory of Change (Champaign, Illinois: Stipes Publishers, 2000), 17–20. Also see Diana Whitney & Amanda Trosten-Bloom, The Power of Appreciative Inquiry: A Practical Guide to Positive Change (San Francisco, CA: Berrett-Koehler, 2003), 52–65.

One of the key proponents of social constructionism is Ken Gergen who was this author’s dissertation chair at Taos Institute-Tilburg University, the Netherlands.

Diana Whitney & Amanda Trosten-Bloom, The Power of Appreciative Inquiry, 66–74.

American psychologist, William James, had a theory about emotion and behavior: It is not that our emotions guide our actions; rather, it is our actions that guide our emotions. This led him to a remarkable discovery: “If you want a quality, act as if you already have it”. William James considered it to be the greatest discovery that man can change his life simply by changing his attitude of mind. Likewise, Aristotle proposed learning by doing and considered virtues as lived values.

Diana Whitney & Amanda Trosten-Bloom, The Power of Appreciative Inquiry, 71–72.

Frank J. Barrett, F. & Ronald E. Fry, Appreciative Inquiry: A Positive Approach to Cooperative Capacity Building (Chagrin Falls, OH: Taos Institute Publishing, 2005), 49–51.

David L. Cooperrider, Peter F. Sorensen, Jr., Diana Whitney, & Therese F. Yaeger (Eds.), Appreciative Inquiry, 23.

Adapted from Richard Seel, Introduction to Appreciative Inquiry, Retrieved March 12, 2016: http://www.new-paradigm.co.uk/introduction_to_ai.htm.

David L. Cooperrider et al., Appreciative Inquiry, 46–52.

David Cooperrider Appreciative Inquiry Course 2007 (submitted by aicommons@case.edu). Retrieved March 10, 2016: https://appreciativeinquiry.case.edu/practice/quotesDetail.cfm?coid=12447.

Stephen Hawking, A Brief History of Time, 10th Anniversary edition (New York: Bantam Books, 1998), 200.

Original author unknown.

Vaçlav Havel, taken from his open letter on ‘The Power of the Powerless.’ Václav Havel, Power of the Powerless—samizdat essay, October 1978. Retrieved March 10, 2016: http://vaclavhavel.cz/showtrans.php?cat=eseje&val=2_aj_eseje.html&typ=HTML.

Titel: Appreciative Inquiry: Discovering the Best in People and Organizations
verfasst von: Satinder Dhiman
Verlag: Palgrave Macmillan US
Buch: Holistic Leadership
Print ISBN: 978-1-137-55570-0

Electronic ISBN: 978-1-137-55571-7

Copyright-Jahr: 2017
DOI: https://doi.org/10.1057/978-1-137-55571-7_6