000			05070nam a2200229Ia 4500
008			140223b2011 xxu||||| |||| 00| 0 eng d
020			_a9780749463557 _c0.00
082			_a658.406 _bLEW
100			_aLewis, Sarah
245			_aAppreciative Inquiry for Change Management: Using AI to Facilitate Organizational Development
260			_aNew Delhi _bKogan Page India Pvt. Ltd. _c2011
300			_a214p
500			_apt. 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 The organization as living Organizations as human Organizations as systems Contents note continued: 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 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 04.Appreciative Inquiry: how do you do it? Preparing for change Define Discovery Dream Design Destiny Contents note continued: pt. TWO Advanced ideas and practice 05.The power of the question Not locks and keys Looking at questions 06.The power of conversation 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? 07.Extending practice: working with story in organizations The common ground with the conversation-based approach to organizational change Using story Working with story Contents note continued: Sense making: creating temporary moments of clarity in an unclear world 08.Developing your conversational practice 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 09.Becoming an appreciative conversational practitioner Purpose Working spirit-fully Appreciative practice skills pt. THREE Using conversational approaches in the organization 10.How to introduce Appreciative Inquiry and related approaches to your organization Guidance in getting started: commissioning conversations Moving to the 4D cycle: common blocks and how to overcome them 11.Case study: Using Appreciative Inquiry at BP Castrol Marine / Anne Radford The organization The organization challenge Contents note continued: 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 learnt 12.Case study: Revitalizing corporate values in Nokia / Bruno Dalbiez Selecting the approach Description of the project experience Outcomes so far Reflections and learning 13.Case study: World Cafe / Juanita Brown Aims for the change Reflections 14.Case study: Applying Appreciative Inquiry to deliver strategic change: Orbseal Technology Center / Joe R Sprangel Jr Contents note continued: The role of decision making Selecting the approach (why AI and SOAR framework) The outcomes Reflections and learning.
600			_aAppreciative Inquiry
600			_aManagement - Employee Participation
600			_aOrganizational Effectiveness
600			_aOrganizational Change - Management
700			_aPassmore, Jonathan
700			_aCantore, Stefan
890			_aIndia
995			_ALEW _B011610 _CMGT-O/H _D366.30 _E0 _F049 _G51449 _H0 _I0.00 _J495 26% SP - SP _L20140122 _UC _W20140130 _XBooks India _ZGeneral
999			_c56129 _d56129