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Informationen zum Autor Sarah Lewis is a chartered occupational psychologist, an Associate Fellow of the British Psychological Society, and a founder member of the Association of Business Psychologists. Professor Jonathan Passmore is a business psychologist with five degrees and has an international reputation for his work in coaching, change and leadership. He has published over twenty books on the themes of leadership, personal development and change, including editing the Association for Coaching series of coaching titles. He consults and speaks at conferences across the world from the US to Europe and Asia. Jonathan Passmore has written more than 100 peer review research papers and book chapters and has won several awards including the 2010 AC Global Coaching Award for his contribution to practice and research and the Association for Business Psychologists Chairmans Award in 2015. You can find out more about his writing, speaking and research at www.jonathanpassmore.com Stefan Cantore is a consultant in the areas of leadership and organization development. He is a Senior Teaching Fellow in Organisational Behaviour and Human Resource Management at the University of Southampton Management School, UK. Stefan Cantore is an experienced leadership and organisational development consultant with a practice focussed on helping leaders and organisations use conversation as a process for change. He has used appreciative inquiry across a wide range of organizations and is an experienced conversational practitioner. Stefan is a qualified coach and has Masters Degrees in both People and Organisational Development and Business Administration. Klappentext Appreciative Inquiry (AI) is now a widely recognized process for engaging people in organizational development and change management. Based around conversational practice! it is a particular way of asking questions! fostering relationships! and increasing an organization's capacity for collaboration and change. It focuses on building organizations around what works (rather than trying to fix what doesn't) and acknowledges the contribution of individuals. Teaches new ways of authentically engaging with others in business to facilitate positive change Zusammenfassung Understand the theory and practice of AI, World Cafe, Open Space and other conversational approaches for facilitating organizational development. Inhaltsverzeichnis About the authorsAbout the contributorsAcknowledgementsIntroductionPart One Understanding conversational approaches to change01 Organizations as machines, workers as cogs and management as a control processIntroductionOrganization as a group social skillTaylorism and Scientific ManagementBelief in the power of problem solving to change organizationsBelief in the power of naming problems to produce changeBelief in the power of instruction to achieve changeThe belief that emotions are problematicBelief in the power of criticism and fear to motivate changeBelief in the head and body organizational splitBelief in the power of separating elements to enhance clarity and so the ability to act efficientlyBelief in a 'right answer' to the problem of designSummary02 An alternative approach: organizations as living human systemsIntroductionThe organization as livingOrganizations as humanOrganizations as systemsBelief in the power of appreciation to promote growthBelief in the power of inquiryThe power of talk to change thingsThe power of imagination to produce changeThe power of positive emotional energy to achieve changeThe belief that language is creativeBelief in the place and power of stories in organizational lifeSummary03 The development of conversational approaches to organizational changeWhere does the story begin?What is the history of Appreciative Inquiry?Why is Appreciative Inquiry becoming popular?PostmodernismAppreciative Inquiry and the information revolutionAppr...
