Positive organizational change does not have to be planned or
managed top down in a linear, urgent manner. Rather, it can be
"unleashed" or discovered by helping people within organizations to
identify their own best experiences in the past, and then use them
to imagine, design, and bring into being the organization they most
want and which works best. The method is called "Appreciative
Inquiry." The volume editors and their panel of experts examine how
AI works in practice, and how its many (and often surprising)
benefits can be realized in just about any organization. The result
is a major explication and source book for HR and organizational
development specialists and upper level management trying to lead
effective change. Detailed case reports from the field show how
this unique approach is actually applied and what its consequences
are. Readers will learn to identify the "positive core" of any
system--the practices and principles that encourage the best in
organizational capacity and performance. They will find not only
specific outcomes but also some detailed reflections by
practitioners on the use of Appreciative Inquiry. A volume summary
lays out the themes and lesson that span the cases. Also presented
are powerful and novel propositions on how to approach the crucial
issues in organizational change. The result is a major explication
and source book for HR and organizational development specialists.
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