ai

toc =Appreciative Inquiry study outline=

1. Introduction
It is an organization development methodology based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is itself transformational (a) The process used to generate the power of Appreciative Inquiry is the 4-D Cycle. Based on the notion that human systems – people, teams, organizations and communities – grow and change in the direction of what they study, Appreciative Inquiry works by focusing the attention of an organization on its most positive potential – its positive core. The positive core is the essential nature of the organization at its best – people’s collective wisdom about the organization’s tangible and intangible strengths, capabilities, resources, potentials and assets. The Appreciative Inquiry 4-D cycle unleashes the energy of the positive core for transformation and sustainable success. (a)
 * uses
 * principles
 * assumptions
 * methodology - 4D cycle

a) @http://www.positivechange.org/about-us/appreciative-inquiry.html e) @http://www.thinbook.com/docs/doc-whatisai.pdf f) @http://www.new-paradigm.co.uk/introduction_to_ai.htm (principles with diagram) k) @http://www.clevelandconsultinggroup.com/articles/appreciative-inquiry.php m) @http://www.gervasebushe.ca/appinq.htm t) //http://www.reframingthefuture.net/docs/2008/Publications/2AI_CoreIdeas_Appreciative_Inquiry_web_feb08.pdf//
 * challenges
 * useful resources
 * readings

2. AI and performance reviews
b) @http://www.ncda.org/pdf/strength_chapter_1.pdf (career dev) p) @http://documents.kenyon.edu/humanresources/AIPerformanceReviewTool.pdf q) @http://personaldevelopmentsupport.blogspot.com/2010/04/get-rid-of-performance-review.html r) http://headrush.typepad.com/creating_passionate_users/2006/02/mediocrity_by_a.html s) http://communitycentral.org.nz/workplace-wellbeing/document/workplace-wellbeing-guide-13-performance-management
 * types
 * principles
 * challenges
 * resources
 * readings

3. AI and teams
The benefits of the appreciative inquiry methodology in VET staff development programs include the following: • It can highlight for participants the positive aspects of their current organisation, including current capabilities, effective practices and successful case studies. • It can highlight examples from a variety of VET contexts and exemplars of innovation and change. • It can provide easy and immediate access to valuable ideas and information. • It can engage participants in envisioning, designing and implementing improved approaches. • It can engender confidence and stimulate inventiveness and lead to improved practice and positive, sustainable change.

i) @http://www.gervasebushe.ca/aimeaning.htm n) @http://www.gervasebushe.ca/aiteams.htm u) @http://www.reframingthefuture.net/docs/2009/Publications/AI_09.pdf v) @http://www.teambuildinginc.com/article_ai.htm

4. AI and organisational change
It”s become fashionable in recent decades for companies to spend countless hours and sums of money drafting elegant vision statements, values statements, purpose statements, aspiration statements, mission statements, purpose statements, objective statements, and so on. Such pronouncements are all fine and good – indeed, they can be quite useful – but they are not the essence of a visionary company Just because a company has a “”vision statement”” (or something like it) in no way guarantees that it will become a visionary company! If you walk away from this book thinking that the most essential step in building a visionary company is to write such a statement, then you will have missed the whole point. A statement might be a good first step, but it is only a first step. Taken from Jerry Porras and James Collins - Built to Last, 1994 - http://appreciativeinquiry.case.edu/uploads/Resources_for_AI.pdf c) @http://www.paintgroup.com.au/downloads/essentials_ai.pdf d) @http://www.innovationpartners.com/Portals/0/AIP_0811_SBO_Intro_ChallengeforAI.pdf g) @http://www.gervasebushe.ca/aiodj.htm h) @http://www.gervasebushe.ca/ai5.pdf
 * teams - rationale, features
 * methodology
 * challenges
 * leadership
 * resources
 * readings

5. AI in learning and teaching
l) @http://www.heywoodconsulting.com.au/index.php/appreciative-inquiry

6. Summing up and Critique - It's not just about the positive
o) @http://www.appreciativeinquiry.net.au/aidev/index.php?option=com_content&view=article&id=88&Itemid=64 j) @http://www.gervasebushe.ca/AI_pos.pdf

ADDITIONAL READINGS
@http://www.nickheap.co.uk/articles_by_cat.asp?ART_CAT_ID=27 @http://managementhelp.org/commskls/appr_inq/appr_inq.htm @http://www.taosinstitute.net/ @http://appreciativeinquiry.case.edu/ http://www.stipes.com/aichap29.htm http://www.appreciativeinquiry.net.au/aidev/index.php?option=com_content&view=article&id=83:explaination-of-appreciative-inquiry&catid=63:explaination-of-appreciative-inquiry-&Itemid=59