Appreciative inquiry for change management : using AI to facilitate organizational development

著者

    • Lewis, Sarah
    • Passmore, Jonathan
    • Cantore, Stefan

書誌事項

Appreciative inquiry for change management : using AI to facilitate organizational development

Sarah Lewis, Jonathan Passmore, Stefan Cantore

Kogan Page, 2011

  • : pbk

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注記

Includes bibliographical references (p. [204]-209) and index

"First published in Great Britain and the United States in 2008 by Kogan Page Limited"--T.p. verso

内容説明・目次

内容説明

Appreciative Inquiry (AI) is one of the most exciting and increasingly recognized concepts in facilitating organizational change. This book studies AI in depth, illustrating the method of asking particular questions and envisioning the future, encouraging staff to consider both the positive and negative systems in place and to recognize the need to implement change. It demonstrates how AI can be practically applied through positive psychology, understanding various perspectives and trialling tested approaches to create change through conversation. Case studies from organizations that have already integrated conversational methods into their change management practice show the value and effectiveness of the processes and how to promote, create and generate such conversations yourself. Written in jargon-free language, this is an excellent resource for you to discover the benefits that conversational techniques can bring to your organization and its performance. Appreciative Inquiry for Change Management explains the theory and practice of AI, World Cafe, Open Space and other conversational approaches for facilitating organizational development (OD).

目次

  • Chapter - 00: Introduction
  • Section - ONE: Understanding conversational approaches to change
  • Chapter - 01: Organizations as machines, workers as cogs and management as a control process
  • Chapter - 02: An alternative approach: organizations as living human systems
  • Chapter - 03: The development of conversational approaches to organizational change
  • Chapter - 04: Appreciative Inquiry: how do you do it?
  • Section - TWO: Advanced ideas and practice
  • Chapter - 05: The power of the question
  • Chapter - 06: The power of conversation
  • Chapter - 07: Extending practice: working with story in organizations
  • Chapter - 08: Developing your conversational practice
  • Chapter - 09: Becoming an appreciative conversational practitioner
  • Section - THREE: Using conversational approaches in the organization
  • Chapter - 10: How to introduce Appreciative Inquiry and related approaches to your organization
  • Chapter - 11: Case study: Using Appreciative Inquiry at BP Castrol Marine - David Gilmour and Anne Radford
  • Chapter - 12: Case study: Revitalizing corporate values in Nokia - Caryn Vanstone and Bruno Dalbiez
  • Chapter - 13: Case study: World Cafe - Arian Ward, Paul E Borawski and Juanita Brown
  • Chapter - 14: Case study: Applying Appreciative Inquiry to deliver strategic change: Orbseal Technology Center - Jacqueline M Stavros and Joe R Sprangel Jr

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