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What is Appreciative Inquiry? |
| Appreciative Inquiry (AI) is the name given to a different methodology or approach to change and improvement. The approach is consciously a positive search for what is working well, the successes and high points of experience and service together with an analysis of or understanding of the "root causes of success". Literally, it is asking questions about what we value or appreciate in order to "improve" and to build on what we have discovered | | |
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Welcome to the Appreciative Inquiry Network |
Welcome to the Appreciative Inquiry Network - an Australian portal devoted to all matters relating to this growing methodology. Appreciative Inquiry (AI) has been used in many contexts including the revitalising of organisations (Organisational Development) and facilitating generative responses to change (Change Management). |
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Strategic Planning and Sustainability |
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Socially Constructing a New Corporate Purpose Imagine a sustainable world where humanity meets the needs of the present without compromising the ability of future generations to meet their own needs. Business provides the goods and services needed by consumers in a way beneficial to all stakeholders. The world’s vast wealth is equitably distributed to all people. We on Earth are working toward that future today. |
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An Event Not to be missed |
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2009 Workshop with David Cooperrider THE STRENGTHS REVOLUTION IN LEADERSHIP From Peter Drucker to Advances in Appreciative Inquiry’s Positive Change |
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Vision for the AI Network |
The call for positive, life-centered approaches to organisation, group, and global change has been sounded by many, and it will take many more to fully explore the vast potential just starting to appear on the horizon. But even now, in the first steps, what is being sensed is an exciting direction in our language and theories of change - an invitation, as some have declared, to “a positive revolution in change.”
In the years since “Appreciative Inquiry into Organisational Life” was first published by David Cooperrider and Suresh Srivastva at Case Western Reserve University in 1987, thousands of people have been engaged in co-creating new practices for doing AI and for bringing the spirit and methodology of AI into organisations all over the world. The velocity of the largely informal spread of the ideas associated with Appreciative Inquiry suggests a growing disenchantment with exhausted theories of change, especially those wedded to vocabularies of human deficit, and a corresponding urge to work with people, groups, and organisations in a more constructive, life affirming, strength-based and spirited way.
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