Thoroughly revised and updated, the second edition of Appreciative Inquiry offers OD and HR professionals a user-friendly resource for discovering how they can tap into the power of the Appreciative Inquiry (AI) process. An innovative process, AI is an effective way to work with a company as an organic system whose success depends on a holistic approach to connect that organization's human, technical, and organizational functions. 
This new edition meets the challenge of making the AI process accessible and updates three key areas of the process: the theoretical basis, fundamental assumptions and beliefs, and the basic processes. It includes step-by-step guidelines on how to apply AI in a variety of organizational situations and shows how it can be used with a wide range of initiatives, such as coaching, leadership development, strategic planning, and teambuilding. "If there's one book to read on AI, this is it. It provides the context and rationale for this paradigm changing approach to change at any level of system. Buy it, read it, use it and enjoy achieving great results and renewed energy and enthusiasm." ―Barbara Sloan, director, Organizational Development and Learning, New York University, Langone Medical Center "Appreciative Inquiry brings the freedom and creativity of AI together with the 'nuts and bolts' of how to actually do it all. It contains everything I would want to have as a fresh practitioner, from potential designs to sample questions and excellent Case Stories." ―David Shaked, founder and CEO, Almond Insight, United Kingdom "This book serves as a complete roadmap for those interested in the philosophy and practice of Appreciative Inquiry. The Case Stories encourage readers to find their own way on the journey by providing examples of successful interventions." ―Terry Egan, professor, Management Studies, Pepperdine University

Appreciative Inquiry: Change at the Speed of Imagination (Second Edition)

Business & Money

Mohr, Bernard J.

Watkins, Jane Magruder

Kelly, Ralph

Management & Leadership

Pfeiffer

For many organizations, doing “business as usual” in a world full of rapidly shifting pressures and opportunities is a limiting strategy. The combined demands on productivity, quality, flexibility, innovation, sustainability and healthy work continue to drive the search for innovation in the workplace. More than just process innovation or better use of technology, the Socio-Technical Systems design approach has a rich history of creating human centered and high performance alternatives to the classical Tayloristic bureaucracy still found in many of our organizations. In the past 70 years STS-D theory and practice have developed in a rainbow of expressions – which can be seen as three waves of evolution. The initial wave was about the re-design of routine/linear work in manufacturing. The second wave embraced non-routine/non-linear work where information processing and service delivery were key - i.e.- the ascendance of the “knowledge worker”. The third wave recognizes the importance of designing networks (both within and across organizations and the need to design/mobilize issue based eco-systems. We have also seen the shift from job and team design to the design at the macro level of “whole systems” – be they organizations, networks or ecosystems – not only in industrial organisations but also service, government and social profit entities. The design of information systems (ICT) and the facilities within which people work is also increasingly a part of STS-D theory and practice. What hasn't changed are the goals of all STS based design processes –i.e.- improving life for people in the organization while focusing on quality (of product or service), adaptability, and productivity – in ways that are good for all stakeholders. In this colorful book 25 academics, union leaders and practitioners describe their new lenses on STS-D. ======= "The idea of building organizations that are great for people and productivity began long before Teal and Holocracy became popular.   Bernard Mohr and Pierre van Amelsvoort have crafted a collection of papers that trace the history of the Socio-technical school of organization design from the 1950s to the present day.  Read book this if you want to know the story behind the story of making organizations that are truly amazing." Bill Pasmore,, Professor of Practice, Columbia University ===== "Finally we have an excellent overview of Socio-technical theory and practice, a historically seminal concept that has not received nearly enough attention among managers and organization development practitioners.”   Edgar H. Schein, Professor Emeritus MIT Sloan School of Management, Author of Humble Consulting (2016) ===== "This book explains much of the roots of today’s focus on human-centered design and user experience. New technology is often designed without an adequate focus on how humans will use it productively, flexibly, and creatively. Every academic, practitioner and consultant interested in organizational design, creating workplaces where people thrive and getting the most out of the organization should read, absorb, and become an implementer of the principles described here." Ann Majchrzak, USC Associates Chaired Professor of Business Administration, University of Southern California  ===== "The need to close the gap between evidence and common practice in workplaces has never been greater. This is a compelling account of how STS-D’s multiple stakeholder approach, its insistence that organisational design is aligned with organisational purpose and strategy, and its emphasis on the organisation as a system of interdependent parts, underpin its enduring relevance. This publication deserves to reach the bookshelves of researchers and practitioners alike." Peter Totterdill Chief Executive, UK Work Organisation Network (UK WON), Visiting Professor, Kingston University London and Mykolas Romeris University Vilnius

Co-Creating Humane and Innovative Organizations: Evolutions in the Practice Of Socio-technical System Design

Politics & Social Sciences

Amelsvoort, Pierre Van

Social Sciences

Global STS-D Network

This volume in Pegasus Communications "Innovations in Management Series" introduces Appreciative Inquiry (AI), a highly adaptable philosophy and process for engaging people in building the organizations and world that they want to work and live in. By encouraging a broad range of stakeholders both within and outside the system to ask positive questions about peak experiences or successes, make shared meaning of the answers, and act on the responses, AI serves as a wellspring for transformational change. Bernard J. Mohr and Jane Magruder Watkins share stories of AI in action and give a detailed explanation of five processes that you can use to guide an appreciative inquiry in your workplace or community.

The Essentials of Appreciative Inquiry: A Roadmap for Creating Positive Futures

Pegasus Communications, Inc.

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