David L. Cooperrider

Written by the two most recognized Appreciative Inquiry thought leaders
A quick, accessible introduction to one of the most popular change methods today--proven effective in organizations ranging from Roadway Express and British Airways to the United Nations and the United States Navy
Appreciative Inquiry (AI) is a model of change management uniquely suited to the values, beliefs, and challenges of organizations today. AI is a process that emphasizes identifying and building on strengths, show more rather than focusing exclusively on fixing weaknesses as most other change processes do. As the stories in this book illustrate, it results in dramatic improvements in the triple bottom line: people, profits, and planet. AI has been used to significantly enhance customer satisfaction, cost competitiveness, revenues, profits, and employee engagement, retention, and morale, as well as organizations' abilities to meet the needs of society.
This book is a concise introduction to Appreciative Inquiry. It provides a basic overview of the process and principles of AI along with exciting stories illustrating how organizations have applied AI and the benefits they have gained as a result. It has been specifically designed to be accessible to a wide audience so that it can be handed out in organizations where AI is either being contemplated or being implemented.
Written by two of the key figures in the development of Appreciative Inquiry, this is the most authoritative guide available to a change method that systematically taps the potential of human beings to make themselves, their organizations, and their communities more adaptive and more effective. show less

A short booklet on leading change through Appreciative Inquiry. The premise is that rather than looking at change as 'problem solving,' we ought to focus on what is the best of what is in our organization and focus on making it even better. Sort of like Strengthfinders writ large for a corporate context.

Cooperrider and Whitney outline a 4D cycle (or process) of Appreciative Inquiry: (1) Discovering what gives life (the best of what is); (2) Dreaming/Envisioning What Might Be (what is the show more world calling for?); (3) Design or Co-constructing (what should be the ideal?); (4) Destiny (How to empower, learn, adjust, improvise).

When done right, this seems like it would be a powerful tool for developing and strengthening an organization while staying on mission. I doubt this should be used to the exclusion of the 'problem-solving' model but it can helpfully augment it. show less

One of today’s most popular change methods, Appreciative Inquiry (AI) has been used to undertake transformational initiatives in dozens of organizations, ranging from McDonald’s to the U.S. Navy to Save the Children. The assumption of AI is simple: Every organization has something that works right—things that give it life when it is vital, effective, and successful. AI begins by identifying this positive core and connecting organizational visions, plans, and structures to it in ways show more that heighten energy and inspire action for change.

The Appreciative Inquiry Handbook contains everything you need to launch any kind of AI initiative. The authors provide background information on what AI is and how it works, and offer sample project plans, designs, agendas, course outlines, interview guidelines, participant worksheets, a list of resources, and more. From abstract principles underlying AI to actual tools used in different settings, from detailed descriptions of AI interventions to practical tips to classic AI articles, this workbook presents all of the introductory concepts, examples, and aids necessary to engage yourself and others in Appreciative Inquiry. show less

This is a very short introduction to this methodology for organizational change which, at least in my case is quite far from providing a sufficient overview on the methodology. Luckily enough, I'll take a real-life course on this topic.