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- Appreciative Inquiry (AI) is an organizational development process or philosophy that engages individuals within an organizational system in its renewal, change and focused performance. Appreciative Inquiry was adopted from work done by earlier action research theorists and practitioners and further developed by David Cooperrider of Case Western Reserve University. It is now a commonly accepted practice in the evaluation of organizational development strategy and implementation of organizational effectiveness tactics. Appreciative Inquiry is a particular way of asking questions and envisioning the future that fosters positive relationships and builds on the basic goodness in a person, a situation, or an organization. In so doing, it enhances a system's capacity for collaboration and change. Appreciative Inquiry utilizes a cycle of 4 processes focusing on: DISCOVER: The identification of organizational processes that work well. DREAM: The envisioning of processes that would work well in the future. DESIGN: Planning and prioritizing processes that would work well. DESTINY (or DELIVER): The implementation (execution) of the proposed design. The basic idea is to build organizations around what works, rather than trying to fix what doesn't. It is the opposite of problem solving. Instead of focusing gaps and inadequacies to find blame and remediate skills or practices, AI focuses on how to create more of the occasional exceptional performance that is occurring because a core of strengths is aligned. The approach acknowledges the contribution of individuals, in order to increase trust and organizational alignment. The method aims to create meaning by drawing from stories of concrete successes and lends itself to cross-industrial social activities. It can be enjoyable and natural to many managers, who are often sociable people. There are a variety of approaches to implementing Appreciative Inquiry, including mass-mobilized interviews and a large, diverse gathering called an Appreciative Inquiry Summit (Ludema, Whitney, Mohr and Griffin, 2003). Both approaches involve bringing very large, diverse groups of people together to study and build upon the best in an organization or community. The basic philosophy of AI is also found in other positively oriented approaches to individual change as well as organizational change. As noted above, " AI ... fosters positive relationships and builds on the basic goodness in a person, or a situation .... " The idea of building on strength, rather than just focusing on faults and weakness is a powerful idea in use in mentoring programs, and excellent performance evaluations. It is the basic idea behind teaching "micro-affirmations" as well as teaching about micro-inequities. (See Microinequity Rowe Micro-Affirmations and Micro-inequities in the Journal of the International Ombudsman Association, Volume 1, Number 1, March 2008. ) AI has been used extensively to foster change in businesses (a variety of sectors), health care systems, social profit organizations, educational institutions, communities, local governments, and religious institutions.
- Appreciative Inquiry, kurz AI, ist eine aus den Vereinigten Staaten übernommene Change-Management-Methode in der Unternehmensberatung, in der die wertschätzende Befragung ein zentrales Element bildet. Es wurde in den 80er Jahren des vergangenen Jahrhunderts von David Cooperrider von der Case Western Reserve University in den USA entwickelt. Die Grundidee ist einfach: Menschen und Systeme bewegen sich in die Richtung, in die sie schauen und die Fragen die wir stellen, entscheiden darüber, was wir finden. AI konzentriert sich daher auf die Stärken, das Positive, das Potenzial eines Systems (z. B. Unternehmen, Organisation, Person) und stellt nicht die negativen Punkte in den Vordergrund. Im Gegensatz zu traditionellen Ansätzen werden beim AI Probleme nicht direkt bearbeitet, sondern in Änderungswünsche umformuliert. Der Einsatz von AI ist dort angemessen, wo Fähigkeiten, Verhaltensweisen oder Leistungen eines ganzen Systems weiterentwickelt werden sollen oder wo es darum geht, die Zukunft dieses Systems zu entwerfen und neu zu gestalten. Das Kernelement von AI ist das "Wertschätzende Interview". Innerhalb der Appreciative Inquiry werden vier Phasen durchschritten: Discovery Entdeckungsphase, Verstehen. Durch Interviews das Beste erkennen und verstehen. Dream Visionen werden entworfen; es wird geträumt, was im besten Fall sein könnte, Design Zukunftsentwurf, bearbeiten was sein sollte, Visionen entwickeln. Entscheidungen treffen. Destiny Umsetzungsphase; Festlegung, was geschehen wird. Neue Ideen verwirklichen. AI - Prozesse können in unterschiedlicher Form, auch in Kombination davon, eingesetzt werden: als flächendeckender Prozess als Bestandteil eines Teamentwicklungs-Workshops als Bestandteil eines Veränderungsprojektes bei einem "AI-Summit", einer Großveranstaltung, bei der die 4 Phasen (wie oben) durchschritten werden.
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