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The appreciative inquiry summit: Overview and applications

The appreciative inquiry summit: Overview and applications Diana Whitney, Ph.D., is internationally recognized for her consufting, teaching, and writing on innovative, large-scale processes for positive social and organizational change and has been instrumental in integrating appreciative inquiry in corporate change and leadership practices. She is a partner with David L. Cooperrider in the Corporation for Positive Change. Clients include Hunter Douglas, GTE, SmithKline Beecham, Nutrimental, the United Way, and Price Waterhouse. She is also cofounder of the Taos Institute, where appreciative inquiry is taught to consultants and leaders of change. email: Whitneydi@aol. com. David L. Cooperrider, Ph.D., is associate professor of organizationaI behavior and cochair of the Center for Social Innovation in Global Management (SIGMA) ontinuous and unpredictable change marks the environment in which most organizations operate today. Organizations that have sustained success over long periods of time recognize change as a process, not an event. Sustainable organizations recognize change as the ongoing process of organizational life itself. As leaders, managers, and change agents, we must focus the attention of our organizationsonexpanding their capacity for positive change. Among the factors that enhance organizational capacity for change are: large-group forums with full-voice participation among all stakeholders;attention to the artistic, creative, and spiritual dimensions of work life; http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Employment Relations Today Wiley

The appreciative inquiry summit: Overview and applications

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Publisher
Wiley
Copyright
Copyright © 1998 Wiley Periodicals, Inc., A Wiley Company
ISSN
0745-7790
eISSN
1520-6459
DOI
10.1002/ert.3910250203
Publisher site
See Article on Publisher Site

Abstract

Diana Whitney, Ph.D., is internationally recognized for her consufting, teaching, and writing on innovative, large-scale processes for positive social and organizational change and has been instrumental in integrating appreciative inquiry in corporate change and leadership practices. She is a partner with David L. Cooperrider in the Corporation for Positive Change. Clients include Hunter Douglas, GTE, SmithKline Beecham, Nutrimental, the United Way, and Price Waterhouse. She is also cofounder of the Taos Institute, where appreciative inquiry is taught to consultants and leaders of change. email: Whitneydi@aol. com. David L. Cooperrider, Ph.D., is associate professor of organizationaI behavior and cochair of the Center for Social Innovation in Global Management (SIGMA) ontinuous and unpredictable change marks the environment in which most organizations operate today. Organizations that have sustained success over long periods of time recognize change as a process, not an event. Sustainable organizations recognize change as the ongoing process of organizational life itself. As leaders, managers, and change agents, we must focus the attention of our organizationsonexpanding their capacity for positive change. Among the factors that enhance organizational capacity for change are: large-group forums with full-voice participation among all stakeholders;attention to the artistic, creative, and spiritual dimensions of work life;

Journal

Employment Relations TodayWiley

Published: Jun 1, 1998

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