Includes bibliographical references and index.

Machine generated contents note: About the authors -- About the contributors -- Acknowledgements Introduction Part One Understanding conversational approaches to change 01 Organizations as machines, workers as cogs and management as a control process -- Introduction -- Organization as a group social skill -- Taylorism and Scientific Management -- Belief in the power of problem solving to change organizations -- Belief in the power of naming problems to produce change -- Belief in the power of instruction to achieve change -- The belief that emotions are problematic -- Belief in the power of criticism and fear to motivate change -- Belief in the head and body organizational split -- Belief in the power of separating elements to enhance clarity and so the ability to act efficiently -- Belief in a 'right answer' to the problem of design -- Summary -- 02 An alternative approach: organizations as living human systems -- Introduction -- The organization as living -- Organizations as human -- Organizations as systems -- Belief in the power of appreciation to promote growth -- Belief in the power of inquiry -- The power of talk to change things -- The power of imagination to produce change -- The power of positive emotional energy to achieve change -- The belief that language is creative -- Belief in the place and power of stories in organizational life -- Summary -- 03 The development of conversational approaches to organizational change -- Where does the story begin? -- What is the history of Appreciative Inquiry? -- Why is Appreciative Inquiry becoming popular? -- Postmodernism -- Appreciative Inquiry and the information revolution -- Appreciative Inquiry and globalization -- Appreciative Inquiry and the human search for hope -- Appreciative Inquiry meets a need for connection in organizations -- Summary -- 04 Appreciative Inquiry: how do you do it -- Introduction -- Preparing for change -- Define -- Discovery -- Dream -- Design -- Destiny -- Summary -- Part Two Advanced ideas and practice -- 05 The power of the question -- Introduction -- Not locks and keys -- Looking at questions -- Summary -- 06 The power of conversation -- Introduction -- What is conversation? -- The power of conversation to transform -- The fear of conversation -- Understanding the fears and ambivalence towards conversation -- Some issues for the conversational practitioner to consider -- The ambivalence of organizations towards conversation -- How can a conversational practitioner support powerful conversations within organizations? -- The inner life of the conversational practitioner -- What will we as conversational practitioners bring to our work with organizations? -- Summary -- 07 Extending practice: working with story in organizations -- Introduction -- The common ground with the conversation-based approach to organizational change -- Using story -- Working with story -- Sense making: creating temporary moments of clarity in an unclear world -- Summary -- 08 Extending practice: Working with appreciative coaching -- Introduction -- The nature of coaching -- The common ground between conversational change and coaching -- Using appreciative coaching -- Strengths coaching with clients -- The impact of AI approaches -- Summary -- 09 How Positive Psychology Enhances Appreciative Inquiry -- Introduction -- What is Positive Psychology? -- The relationship between Positive Psychology and Appreciative Inquiry -- How Positive Psychology research informs Appreciative Inquiry and change management practice -- Positive emotions -- Elevation -- Character strengths -- Flourishing -- Positive deviance -- Growing tip development -- Transcendental deviance -- Using Positive Psychology to enhance Appreciative Inquiry practice -- Summary -- 10 Developing your conversational practice -- Introduction -- Common themes -- The World Cafe -- Open Space -- Future Search -- The Circle -- A real-life example of using conversational processes to achieve organizational rebirth -- Bringing them all together -- Summary -- 11 Becoming an appreciative conversational practitioner -- Introduction -- Purpose -- Working spirit-fully -- Appreciative practice skills -- Summary -- Part Three Using conversational approaches in the organization -- 12 How to introduce Appreciative Inquiry and related approaches to your organization -- Introduction -- Guidance in getting started: commissioning conversations -- Moving to the 4D cycle: common blocks and how to overcome them -- Summary -- 13 Case study: Using Appreciative Inquiry at BP Castrol Marine -- David Gilmour and Anne Radford -- Introduction -- The organization -- The organization challenge -- Selecting the approach -- Appreciative leadership -- Mix of AI and other methodologies -- Objectives for the change process -- Description -- Introduction of appreciative leadership: managers and regional sales teams -- The Easy Business vision -- Outcomes -- Reflections and lessons learned -- 14 Case study: Revitalizing corporate values in Nokia -- Caryn Vanstone and Bruno Dalbiez -- Introduction -- The organization -- The organization challenge -- Selecting the approach -- Description of the project experience -- Outcomes so far -- Reflections and learning -- Summary -- 15 Case study: World Cafe enabling strategic change at the American Society for Quality -- Arian Ward, Paul E Borawski and Juanita Brown -- Introduction -- The organization -- The organization challenge -- Selecting the approach -- Aims for the change -- Description -- Outcomes -- Reflections -- 16 Case study: Rapidly transforming conflict into co-action at a South African coal mine -- Johann Roux and Elonya Niehaus -- Introduction -- The organization -- The organization challenge -- Selecting the approach -- Aims for the change -- The process -- Me in the relationship: the positive difference I make -- We can make a difference -- Outcomes -- Reflections and learning -- 17 Case study: Applying Appreciative Inquiry to deliver strategic change at Orbseal Technology Center -- Jacqueline M Stavros and Joe R Sprangel Jr -- Introduction -- The organization -- The organization challenge -- The role of decision making -- Selecting the approach (why AI and SOAR framework) -- Description of the project experience -- The outcomes -- Reflections and learning -- Appendix: Resource list -- References and further reading -- Index.

"Appreciative Inquiry (AI) is now a widely recognized process for engaging people in organizational development and change management. Based around conversational practice, it is a particular way of asking questions, fostering relationships, and increasing an organization's capacity for collaboration and change. It focuses on building organizations around what works (rather than trying to fix what doesn't) and acknowledges the contribution of individuals. Appreciative Inquiry for Change Management studies AI in depth, identifying what makes it work and how to implement it in order to improve performance within the business. The book explains the skills, perspectives, and approaches needed for successful AI, and demonstrates how a practical conversational approach can be applied to organizational challenges in times of change. Case studies from organizations that have already integrated AI into their change management practice, including Nokia and BP, reveal why these processes are valuable and demonstrate how to promote, create, and generate such conversations in other organizations. Written in jargon-free language, this updated second edition of Appreciative Inquiry for Change Management now includes chapters on how positive psychology can enhance appreciative practice and appreciative coaching, making it an essential resource for anyone looking to implement AI in their organization"-- Provided by publisher.

"Appreciative Inquiry (AI) is a widely recognised process for engaging people in organizational development and change management. Based on conversational practice, it is a particular way of asking questions, fostering relationships and increasing an organization's capacity for collaboration and change. It focuses on building organizations around what works, rather than trying to fix what doesn't, and acknowledges the contribution of individuals in increasing trust and organizational alignment and effectiveness. Appreciative Inquiry for Change Management studies AI in depth, identifying what makes it work and how to implement it to improve performance within the business. Appreciative Inquiry for Change Management explains the skills, perspectives and approaches needed for successful AI, and demonstrates how a practical conversational approach can be applied to organizational challenges in times of change. Case studies from organizations that have already integrated AI into their change management practice, including Nokia and BP, reveal why the processes are valuable and how to promote, create and generate such conversations in other organizations. Written in jargon-free language, this second edition now includes chapters on how positive psychology can enhance appreciative practice and appreciative coaching, making it an essential resource for anyone looking to implement AI in their organization"-- Provided by publisher.

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