Probing Into the Journey of Appreciative Inquiry Towards Organizational Development

2020 ◽  
pp. 194-207
Author(s):  
Gursimranjit Singh ◽  
Sheetal ◽  
Komalpreet Kaur
Keyword(s):  
Knowledge Base ◽  
Organizational Development ◽  
Appreciative Inquiry ◽  
Team Building ◽  
Simple Assumption ◽  
The Past ◽  
Or Organization ◽  
Positive Environment

The simple assumption of appreciate inquiry is that organizations all around the globe have something that works well, which becomes their point of initiation for generating positive vibration. Appreciate inquiry promotes learning, innovation, and understanding in organization arrangement and process. Appreciate inquiry refers to finding a holistic knowledge base, team building actions designed to achieve the vision of the organization and society as a whole, and appreciating is an art of valuing those elements that generates a positive environment in a group or organization. The process involved in AI includes storytelling and interviewing to dig the best of the past and discovering what one wants.

Appreciating Large Classes: Using Appreciative Inquiry to Foster a Hospitable Learning Space for Experiential Learning

2021 ◽  
pp. 105256292098012
Author(s):  
Mai P. Trinh ◽  
Chantal van Esch ◽  
Hector A. Martinez ◽  
Tracey Messer
Keyword(s):  
Experiential Learning ◽  
Organizational Development ◽  
Appreciative Inquiry ◽  
Experiential Learning Theory ◽  
Learning Space ◽  
Large Classes ◽  
Development Methodology ◽  
Large Enrollment ◽  
Large Groups ◽  
Kolb's Experiential Learning Theory

Experiential learning has been documented as an effective method for student learning, yet its use in large-enrollment classes remains limited. Kolb’s experiential learning theory emphasizes that experiential learning requires a hospitable learning space (HLS) that is conducive to learning. In this article, we reframe the challenges to experiential learning in large classes as a failure to create and maintain an HLS, and we propose Appreciative inquiry as one solution to this problem. Appreciative inquiry is an organizational development methodology that practitioners have successfully used to engage large groups to leverage their strengths and resources. First, we describe the HLS as an overarching theoretical framework to address the lack of engagement when conducting experiential learning in large classes. Second, we use the principles of Appreciative inquiry to provide actionable suggestions to instructors facing these challenges. Finally, through the use of appreciative inquiry, we argue that some characteristics of large classes can instead be viewed in an appreciative way as available resources to generate an engaging experiential learning process for students.

scholarly journals Mapping the Landscape and Structure of Research on Education for Sustainable Development: A Bibliometric Review

2020 ◽  
Vol 12 (5) ◽  
pp. 1947 ◽  
Author(s):  
Philip Hallinger ◽  
Vien-Thong Nguyen
Keyword(s):  
Sustainable Development ◽  
Knowledge Base ◽  
English Language ◽  
Current Knowledge ◽  
Empirical Studies ◽  
Education For Sustainable Development ◽  
Intellectual Structure ◽  
Geographic Diversification ◽  
The Past ◽  
K 12

This systematic review of research used science mapping as a means of analyzing the knowledge base on education for sustainable development (ESD) in K-12 schooling. The review documented the size, growth trajectory and geographic distribution of this literature, identified high impact scholars and documents, and visualized the “intellectual structure” of the field. The database examined in this review consisted of 1842 English language, Scopus-indexed documents published between 1990 and 2018. The review found that the knowledge base on ESD has grown dramatically over the past 30 years, with a rapidly accelerating rate of publication in the past decade. Although the field has been dominated by scholarship from Anglo-American_European nations, there is evidence of increasing geographic diversification of the ESD knowledge base over the past 15 years. Citation analyses identified authors who have had a significant influence on the development of this literature. Author co-citation analysis revealed three “schools of thought” that comprise the “intellectual structure” of this knowledge base: Education for Sustainable Development, Developing a Sustainability Mindset, Teaching and Learning for Sustainability. Document content analyses led to the conclusion that the current knowledge base is heavily weighted towards critical, descriptive and prescriptive papers, with an insufficient body of analytical empirical studies. Several recommendations are offered for strengthening this literature.

scholarly journals Teamwork: the art of being a leader and a team player

2013 ◽  
Vol 19 (3) ◽  
pp. 221-228 ◽  
Author(s):  
Josie Jenkinson ◽  
Clare Oakley ◽  
Fiona Mason
Keyword(s):  
Knowledge Base ◽  
Team Effectiveness ◽  
Fundamental Aspect ◽  
Team Dynamics ◽  
Clinical Leadership ◽  
The Past ◽  
Team Player ◽  
Team Setting

SummaryThe development of the concept of clinical leadership over the past 5 years, in conjunction with an ever-increasing emphasis on its importance in the medical world, has led to an explosion of reviews, resources, fellowships and other academic programmes in this area. Arguably, with the focus on clinicians as individual leaders, teamworking is a fundamental aspect of effective clinical leadership that has perhaps received less attention. This article explores aspects of leadership in the team setting and covers theories and concepts relating to team dynamics, team roles and functioning. This is with a view to providing clinicians with a sound knowledge base in this area, increased understanding of issues they may face in their own clinical teams, and ideas and tools to help increase team effectiveness.

scholarly journals STRATEGI DAKWAH SIASYAH PARTAI PERSATUAN PEMBANGUNAN DI JAWABARAT

2019 ◽  
Vol 17 (1) ◽  
pp. 19-36
Author(s):  
Ridwan - Mubarok
Keyword(s):  
World Politics ◽  
Political Life ◽  
The Political ◽  
Political Sphere ◽  
The Past ◽  
The People ◽  
Missionary Movement ◽  
Or Organization

For every Muslim, the role of civilization is identical to authentic mission as a leader as a leader in this earth, whose role is greater than leading a province or country. The participation of ulama, dai or da'wah movements in the political sphere is his right, but the missionary movement or organization must also be aware of and be aware of people or persons who want to manipulate da'wah as a vehicle for world politics. Da'wah movements or dai must be able to use various life instruments that exist today for the sake of da'wah. Ulama and the da'i who join in the organization movement or da'wah movement, must realize that they are part of the chain of struggle of the people. Now is the time for da'i or ulama to proclaim themselves from the past fetters that castrated the political life of the scholars.Bagi setiap muslim, peran peradaban identik dengan misi otentik sebagai pemimpin sebagai pemimpin dimuka bumi ini, yang perannya lebih besar dibandingkan memimpin sebuah provinsi atau negara. Keikutsertaan para ulama, dai atau gerakan dakwah dalam ranah politik merupakan haknya, akan tetapi gerakan atau organisasi dakwah juga harus menyadari serta mewaspadai terhadap orang atau oknum yang hendak memperalat dakwah sebagai kendaraan politik dunia. Gerakan dakwah ataupun para dai harus dapat menggunakan berbagai instrument kehidupan yang ada saat ini untuk kepentingan dakwah. Ulama maupun para da’i yang bergabung dalam gerakan organisasi atau gerakan dakwah, harus menyadari bahwasanya dirinya merupakan bagian dari mata rantai perjuangan umat. Kini sudah saatnya para da’i ataupun ulama dapat memproklamirkan diri dari belenggu masa lalu yang mengebiri kehidupan politik para ulama, PPP menjadi salah satu alternatif.

scholarly journals Establishment and functioning of the Vascular Registry in Hungary

2014 ◽  
Vol 155 (19) ◽  
pp. 755-760 ◽  
Author(s):  
Gábor Menyhei ◽  
Gábor Simó ◽  
Zoltán Szeberin ◽  
Gábor Bíró ◽  
Tamás Kováts
Keyword(s):  
Vascular Surgery ◽  
Organizational Development ◽  
Vascular Diseases ◽  
Artery Aneurysm ◽  
Population Based ◽  
The Past ◽  
Carotid Artery Aneurysm ◽  
Surgical Units ◽  
On Line ◽  
Scientific Results

Randomized controlled trials provide the best evidence in clinical trials; however, they do have limitations. In order to evaluate the effectiveness of treatments, population based registries may also yield useful information about the actual practice and they may enable users to carry out a dynamic follow-up. To evaluate the outcome of vascular procedures, the Vascular Registry in Hungary has been established in 2002. This article presents the establishment and functioning of the Vascular Registry and provides information about scientific results obtained during the past years. The Vascular Registry is an internet based database with on-line input. The backup server is provided by the National Institute for Quality and Organizational Development in Healthcare and Medicines. The database collects data in three different fields: interventions for carotid artery, aneurysm (any type) and lower extremity vascular diseases. Twenty five vascular surgical units record interventions in the registry, which corresponds to two thirds of the whole activity. Since joining the Vascunet Group of the European Society for Vascular Surgery, the registry has contributed to several publications based on evaluation of a large common dataset in different fields of vascular surgery. A validation process has been recently performed which confirmed the internal and external validity of the database. The authors conclude that despite unsolved problems related to financing issues, the Vascular Registry has proved to be a useful tool during the past years. In order to take advantage of the registry to its fullest, measures should be taken to achieve a more complete data recording, increase publication activity on the national dataset, improve the flow of information during operation and develop a system of regular feedback. Orv. Hetil., 2014, 155(19), 755–760.

scholarly journals Facilitating Organizational Unlearning using Appreciative Inquiry as an Intervention

2009 ◽  
Vol 34 (4) ◽  
pp. 67-78 ◽  
Author(s):  
T M Srithika ◽  
Sanghamitra Bhattacharyya
Keyword(s):  
Organizational Learning ◽  
Organizational Development ◽  
Appreciative Inquiry ◽  
Diagnostic Process ◽  
Continuous Change ◽  
Change Initiatives ◽  
Diagnostic Problem Solving ◽  
Cognitive Behavioural ◽  
Strength Based ◽  
The Difference

Drawing upon theoretical bases, this paper attempts to demonstrate a relationship between Appreciative Inquiry (AI), an organizational development (OD) intervention, and organizational unlearning. Present day organizations are characterized by continuous change. It has been accepted that change implies learning along various dimensions: cognitive, behavioural, and normative. Any type of organizational learning would involve: (1) creation of new knowledge and (2) getting rid of obsolete knowledge. The first aspect refers to learning while the second aspect relates to unlearning. While literature abounds in studies pertaining to organizational learning, literature on organizational unlearning is relatively few and far between. While appreciating the fact that both learning and unlearning complement each other and result in change, this paper has attempted to highlight the difference that inherently exists in the process of unlearning, as compared to the process of learning. And it is on account of these differences that the techniques or interventions that facilitate organizational learning may not be appropriate for organizational unlearning. According to Zell (2003), increased resistance to unlearn exists for individuals, groups or organizations due to their fear of loss of time and resources invested earlier in gaining such knowledge. Senge (1990) has described how the diagnostic process of analysing problems and identifying solutions by itself stifles creativity and flexibility and increases resistance. Thus, increased resistance and fear inherent in the unlearning process calls for an affirmative and strength-based approach such as Appreciative Inquiry, vis-a-vis other diagnostic problem-solving interventions. Based on an extensive review of existing literature, this paper attempts to demonstrate how AI can be used as an effective facilitator for unlearning. The complete AI process and principles have been enumerated and mapped to the unlearning process. With an eye to objectivity, the authors have also attempted to identify inhibiting factors that might hinder the process of unlearning while using AI as an intervention. While adding to existing literature, this paper is also expected to contribute meaningfully by sensitizing practising managers about this technique and logically establishing its efficacy, along with awareness creation of possible challenges that might arise during intervention. This in turn can have significant implications for longterm organizational change initiatives and OD practices.

Problem Solving and Risk Management Methodology

2021 ◽  
pp. 378-395
Author(s):  
Esmeralda Andrade Hernández ◽  
Gregorio Fernández-Lambert ◽  
David Lara Alabazares ◽  
Yesica Mayett Moreno ◽  
Laurent Geneste
Keyword(s):  
Risk Management ◽  
Problem Solving ◽  
Knowledge Base ◽  
Continuous Improvement ◽  
Management Problem ◽  
Current Event ◽  
The Past ◽  
Risk Management Methodology ◽  
Past Experiences ◽  
A Current

Intending to lead organizations to continuous improvement, this chapter proposes a methodology that involves three axes: risk management, problem- solving, and feedback experience. This methodology allows organizations to characterize the experiences they have already confronted, as well as new experiences (which can be risks or problems) with the use of taxonomies established by the organization. It also enables them to capitalize and exploit their knowledge base. This work proposes a best-use approach of the past experiences that are similar to a current event and facilitate their treatment and provide solutions. The authors take the feedback as a point of articulation between the two methodologies because it is a mechanism that offers knowledge where it can be found that the organizations must avoid and take advantage of.

Engaging Employees With Positivity

2022 ◽  
pp. 1731-1743
Author(s):  
Shravana Bardhan
Keyword(s):  
Organizational Development ◽  
Employee Engagement ◽  
Appreciative Inquiry ◽  
Organizational Transformation ◽  
Shared Vision ◽  
Main Thrust ◽  
What Works ◽  
Open Dialogue ◽  
The Impact

This chapter attempts to find the role of appreciative inquiry in employee engagement and organizational transformation. An attempt has been made to explain the impact of appreciative inquiry on employee engagement, which eventually helps in organizational transformation with minimal hindrances. Employee engagement has turned into an undeniably conspicuous issue in the region of organizational development (OD) likely because of the developing collection of research encompassing the positive connection between employee engagement and organizational development, which also comprises profit margin. Appreciative inquiry is a vision-based approach of open dialogue that is designed to help organizations and their partners create a shared vision for the future and a mission to operate in the present. The main thrust area of appreciative inquiry is to find out what works best for the organization. Instead of focusing on negativity, appreciative inquiry focuses on the positive aspect of the organization.

Organizational Change and Development

2010 ◽  
pp. 124-142
Author(s):  
Jay C. Thomas
Keyword(s):  
Organizational Change ◽  
Action Research ◽  
Mergers And Acquisitions ◽  
Organizational Development ◽  
Team Building ◽  
Managing Change ◽  
Process Consultation ◽  
Survey Feedback ◽  
Executive Teams ◽  
Change Efforts

Chapter 9 discusses organizational change and development, the procedures and methods intended to change the character of an organization and improve its performance, and how change efforts may be directed at selected groups, such as executive teams, certain units, locations, or the entire organization. It covers Organizational Development (OD), Process Consultation (PC), teams and team building, survey feedback and action research, externally imposed change, mergers and acquisitions, and planning and managing change.

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