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999 _c958
_d958
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008 210127b ||||| |||| 00| 0 eng d
020 _a9780749463557
082 _a658.4
_bLEW
100 _aLewis, Sarah
_92285
245 _aAppreciative inquiry for change management: using Al to facilitate organizational development
260 _aLondon
_bKogan Page Limited
_c2011
300 _axii, 214 p.
365 _aINR
_b495.00
520 _aDescription: 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 in order to increase trust and organizational alignment and effectiveness. Appreciative Inquiry for Change Management studies AI in depth, identifying what makes it work and how to implement it in order to improve performance within your business. The book explains the skills, perspectives and approaches needed for successful AI, and demonstrates how AI can be applied in a practical conversational approach to your organizational challenges. Case studies from organizations that have already integrated AI into their change management practice, including Nokia and BP, reveal why the processes are valuable, why they are effective and how to promote, create and generate such conversations yourself. It is an excellent resource for coaches, facilitators, practitioners and students to discover the benefits that conversational techniques can have on an organization and its performance
650 _aManagement--Employee participation
_92363
650 _aOrganizational change--Management
_91448
650 _aOrganizational effectiveness
_91355
650 _aAppreciative inquiry
_92364
650 _aOrganizational behavior
_9298
650 _aOrganizational change
_9302
650 _aCommunication in management
_9715
700 _aCantore, Stefan
_92304
700 _aPassmore, Jonathan
_9626
942 _2ddc
_cBK