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-Titulo Original : Appreciative Inquiry A Positive Revolution In Change
-Fabricante :
Berrett-Koehler Publishers
-Descripcion Original:
Review “Appreciative Inquiry is currently revolutionizing the held of organizational development.” --Robert Quinn, Distinguished Professor of Management, University of Michigan Business School “Appreciative Inquiry is the philosophy that is allowing us to engage the hearts, minds, and souls of our people--all of our people. Only when we do that, will we achieve breakthrough performance.” --Cindy Frick, VP organizational Development and HR Planning Roadway Express “AI is a process that gets you moving the success spiral rather than down up the failure one. It has a motivating effect helping achieve self-fulfillment rather than getting into a doom and gloom syndrome.” --Rob Treeby, Health. Safety, and Environment Manager, BP AMOCO A truly revolutionary method of change management, Appreciative Inquiry (AI) emphasizes inquiry into strengths, rather than focusing exclusively on fixing weaknesses. Written by the originators and leaders of the AI movement, this accessible guide offers a practical introduction to the method, which has been used to significantly enhance customer satisfaction, cost competitiveness, revenues, profits, and employee engagement, as well as organizations abilities to meet the needs of society. Full of exciting stories that illustrate its many applications and benefits, this is the most authoritative guide to Al. By using this change method to systematically tap human potential, organizations, communities, and individuals become more effective. About the Author David L. Cooperrider is Professor and Chairman of the Department of Organizational Behavior at the Weatherhead School of Management, Case Western Reserve University. He is the author or coauthor of nine books. His 1987 article Appreciative Inquiry Into Organizational Life (with Suresh Srivastva) introduced the concept of Appreciative Inquiry. Diana Whitney is President of Corporation for Positive Change, the leading consulting firm practicing Appreciative Inquiry internationally, and a Distinguished Consulting Faculty at Saybrook Graduate School and Research Center. She has authored or edited eleven books. Whitney and Cooperrider are cofounders of the Corporation for Positive Change ( positivechange.org) and The Taos Institute ( taosinstitute ). Excerpt. © Reprinted by permission. All rights reserved. Appreciative Intelligence: The Missing Link A fool sees not the same tree that a wise man sees. -William Blake (1790) When the Hubble Space Telescope was launched in 1990, the general public, as well as scientists in the aerospace field, held high hopes. The world waited expectantly for discoveries and answers to riddles of the universe that would be revealed by the telescope’s views of space. But blurry images caused by a flawed mirror sent those hopes crashing down to earth. Congress demanded an explanation for the failure. The project and its creators became the butt of late-night television jokes. Stress was high among NASA engineers, as were health problems. “It was traumatic,” said Charlie Pellerin, the former director of NASA’s astrophysics division, who oversaw the launch of the Hubble. Nobody could see how to fix the problem, which many seemed afraid even to address. Well, nobody except Pellerin. He not only had the initial insight to solve the problem but also found the funding and the resources to repair the telescope, for which he received NASA’s Outstanding Leadership Medal. The ultimate reward was that over the next decade, the telescope provided spectacular images and important discoveries of stars, galaxies, and other cosmic phenomena. 2 What was behind Pellerin’s success? There were dozens of other people at NASA with high IQ and world-class technical knowledge-they were, after all, rocket scientists. They could perform the same analysis, use the same logic, and wield the same models and mathematical formulas. So what gave Pellerin the insight to help the telescope get a
-Fabricante :
Berrett-Koehler Publishers
-Descripcion Original:
Review “Appreciative Inquiry is currently revolutionizing the held of organizational development.” --Robert Quinn, Distinguished Professor of Management, University of Michigan Business School “Appreciative Inquiry is the philosophy that is allowing us to engage the hearts, minds, and souls of our people--all of our people. Only when we do that, will we achieve breakthrough performance.” --Cindy Frick, VP organizational Development and HR Planning Roadway Express “AI is a process that gets you moving the success spiral rather than down up the failure one. It has a motivating effect helping achieve self-fulfillment rather than getting into a doom and gloom syndrome.” --Rob Treeby, Health. Safety, and Environment Manager, BP AMOCO A truly revolutionary method of change management, Appreciative Inquiry (AI) emphasizes inquiry into strengths, rather than focusing exclusively on fixing weaknesses. Written by the originators and leaders of the AI movement, this accessible guide offers a practical introduction to the method, which has been used to significantly enhance customer satisfaction, cost competitiveness, revenues, profits, and employee engagement, as well as organizations abilities to meet the needs of society. Full of exciting stories that illustrate its many applications and benefits, this is the most authoritative guide to Al. By using this change method to systematically tap human potential, organizations, communities, and individuals become more effective. About the Author David L. Cooperrider is Professor and Chairman of the Department of Organizational Behavior at the Weatherhead School of Management, Case Western Reserve University. He is the author or coauthor of nine books. His 1987 article Appreciative Inquiry Into Organizational Life (with Suresh Srivastva) introduced the concept of Appreciative Inquiry. Diana Whitney is President of Corporation for Positive Change, the leading consulting firm practicing Appreciative Inquiry internationally, and a Distinguished Consulting Faculty at Saybrook Graduate School and Research Center. She has authored or edited eleven books. Whitney and Cooperrider are cofounders of the Corporation for Positive Change ( positivechange.org) and The Taos Institute ( taosinstitute ). Excerpt. © Reprinted by permission. All rights reserved. Appreciative Intelligence: The Missing Link A fool sees not the same tree that a wise man sees. -William Blake (1790) When the Hubble Space Telescope was launched in 1990, the general public, as well as scientists in the aerospace field, held high hopes. The world waited expectantly for discoveries and answers to riddles of the universe that would be revealed by the telescope’s views of space. But blurry images caused by a flawed mirror sent those hopes crashing down to earth. Congress demanded an explanation for the failure. The project and its creators became the butt of late-night television jokes. Stress was high among NASA engineers, as were health problems. “It was traumatic,” said Charlie Pellerin, the former director of NASA’s astrophysics division, who oversaw the launch of the Hubble. Nobody could see how to fix the problem, which many seemed afraid even to address. Well, nobody except Pellerin. He not only had the initial insight to solve the problem but also found the funding and the resources to repair the telescope, for which he received NASA’s Outstanding Leadership Medal. The ultimate reward was that over the next decade, the telescope provided spectacular images and important discoveries of stars, galaxies, and other cosmic phenomena. 2 What was behind Pellerin’s success? There were dozens of other people at NASA with high IQ and world-class technical knowledge-they were, after all, rocket scientists. They could perform the same analysis, use the same logic, and wield the same models and mathematical formulas. So what gave Pellerin the insight to help the telescope get a
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