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Appreciative seminars. Appreciative teaching of Appreciative Inquiry  [PDF]
Simona PONEA,Bianca VLASA
Revista Romaneasca pentru Educatie Multidimensionala , 2010,
Abstract: The introduction of appreciative intervention methods at the organizational level as a discipline in the academic curriculum of the masters program “Supervision and Social Planning” is a starting point for the development of this methodology in various areas of social practice (Sandu, 2010). The experimental educational program “Appreciative Seminars” was implemented within the discipline Appreciative intervention methods at the organizational level in the program noted above. The initiative came from Mr. Dr. Antonio Sandu, of the Faculty of Philosophy and Social and Political Sciences, “Al. I. Cuza” University in Iasi, who has supported in the academic year 2008-2009 and 2009-2010 the mentioned discipline in close collaboration with Mr. Assoc. Professor Ph. D. Stefan Cojocaru, head masters program and at the same time the one who introduced the appreciative methods in the academic curriculum from Romania.
Report and policy brief: 2nd Annual Conference on Social Aspects of HIV/AIDS Research, Cape Town, 9 - 12 May 2004
S R Kleintjes, K F Peltzer, O Shisana, C I Niang, J R Seager, L C Simbayi, D C Kaseje
SAHARA J (Journal of Social Aspects of HIV/AIDS Research Alliance) , 2004,
Abstract: This report and policy brief summarises the overarching principles, key findings and suggested policy options that emerged from rapporteur reports of conference proceedings of the 2nd Annual Conference on Social Aspects of HIV/AIDS Research, Cape Town, 9 - 12 May 2004. SAHARA-J (2004) 1(2): 62-77
Applying Appreciative Inquiry Principles in the Restorative Justice Field  [PDF]
Antonio SANDU,Simona DAMIAN
Postmodern Openings , 2012,
Abstract: Although the convergence between appreciative ideology and the ideologies derived from the need of preserving human dignity is not complete, they can be seen in a single paradigm of affirmative action. Although restorative justice principles are not inspired by appreciative inquiry methodology, are at least converging with it, both of them focusing on human potential positivity. Moving the accent from the offense and its due retribution, on the recovery of prior state offense, both for the victim and the offender, this can be interpreted as waiving the deficiency paradigm, and integrating positive experiences resulting from mediation offender-victim relationship in an appreciative paradigm. Application of appreciative inquiry in restorative justice and in probation systems is a unique area in the world, it being applied only on an experimental level in some restorative justice programs.
Appreciative Inquiry and Organisational Change. Applications in Medical Services  [PDF]
Revista de Cercetare ?i Interven?ie Social? , 2012,
Abstract: This paper starts with K. Gergen's ideas on the nature of theoretical knowledge and its role in social transformation and presents a methodology for generating knowledge and change in organizations, called appreciative inquiry developed by Cooperrider and Srivatsva. This methodology assumes the hypothesis that any organization is an arbitrary social construction, whose boundaries are drawn only by human imagination and collective will. There are presented the principles by which the appreciative inquiry is conducted in organisations and the discussions about the specific of knowledge produced in the context of organizational transformation. Gervase Bushe, one of the theorists of appreciative inquiry, considers it an organizational theory and a tool of social change, one of the most significant innovations in action research. At the end, the article explores applications of AI in the specific context of medical organisations and services.
Appreciative inquiry approach to evaluation practices in South Asia
Gana Pati OJHA
Revista de Cercetare ?i Interven?ie Social? , 2010,
Abstract: Appreciative inquiry approach to evaluation is a recent development in the evaluation realm. Though some evaluators have used this approach independently, it has been used partially to complement other evaluation approaches in many cases. Similar to other evaluation it measures the changes, develops programme logic model, clarifies the evaluation purpose, identifies the stakeholders, determines the evaluation key questions, develops indicators and develops evaluation plan. Dissimilar to other evaluation approaches that lay emphasis on finding out the root causes of programme not meeting the set results, the appreciative approach focuses on what worked in the organisation, why it worked and how it worked. Unlike other evaluation where the evaluator plays major role in designing, conducting, and interpreting evaluation results, this approach involves all stakeholders into the evaluation cycle. The evaluation is complete only when the evaluation results are used for refining vision/goal/objective, redefining strategy and refining plan of work of programme being evaluated. Since evaluation results are used right way to improve the programme, this evaluation is considered as user-focused evaluation. These are the findings of the review of the literature and the author’s own experience regarding appreciative inquiry approach to evaluation.
The role of appreciative inquiry in meeting the challenges of the next decade  [PDF]
Revista de Cercetare ?i Interven?ie Social? , 2010,
Abstract: The next decade will present many uncertainties and organisational challenges on an unprecedented scale. As the financial crisis winds its way through the system, a new world order is being revealed. There will be no return to “Business As Usual”. This article explores the changes in the external world, outlines how organisations can cope with the uncertainty these changes bring, and in particular the role that Appreciative Inquiry (Ai) can play. It is based on the renewal frameworks discussed in more detail in “Beyond Crisis” (Ringland, Sparrow, Lustig, 2010) and shows how Ai can be used, through case studies and examples.
Appreciative Inquiry: A Transformative Approach for Initiating Shared Leadership and Organizational Learning  [PDF]
Revista de Cercetare ?i Interven?ie Social? , 2012,
Abstract: Auraria Library leaders at the University of Colorado Denver, USA employed Appreciative Inquiry (AI) principles, processes, and practices to inclusively redesign organizational structure, social relationships, knowledge systems, and workplace aspirations. Throughout the four year period, from 2008 through 2012, intervention activities employed life generating properties which were appreciative, applicable, provocative, and collaborative. Iterative application of the 4-Cycle intervention model (discovery, dream, design, and destiny) and associated AI principles advanced shared leadership and organizational learning capacities within a revitalized workplace culture. Iterative processes of reflection, reframing, and reinterpretation now sustain ongoing and inclusive inquiry that is appreciative, applicable, provocative, and collaborative.
Appreciative inquiry as a foundation for quality development  [PDF]
Revista de Cercetare ?i Interven?ie Social? , 2010,
Abstract: The traditional concept of quality management has the odor of control. Therefore people experience quality management project as threatening and as least as an extra burden. It is often hard to motivate employees in an organization to participate voluntary in quality management projects. A paradigm shift in quality management is necessary. When we focus on the process dimension and continuous development of the organization, it is more appropriate to speak in terms of quality development. The appreciative inquiry approach can be the basis to foster that developmental dimension. The basic principles of AI can reorient as well the meaning of quality as the practices in a way that is motivating all employees in the organization. The real generative principle of AI is the development of relational practices. What really does matter is the way person, from different angles, work together to realize the soma goal: the continuous improvement of the quality of organizational processes and of the personal performance.
Using appreciative inquiry to build organizational capacity to learn, risk and grow  [PDF]
Christie ANDRUS
Revista de Cercetare ?i Interven?ie Social? , 2010,
Abstract: Appreciative Inquiry is a vehicle for achieving lasting positive social change within an organization. By tracking the progress of a single organization over a four-year period, this research demonstrates that Appreciative Inquiry can be used to build a strengths-based culture that encourages and fosters learning, risktaking and growth at the individual, team and organizational levels. During the observation period, the four-phase Appreciative Cycle was repeatedly applied, reinforcing positive emotional associations and forming the basis for a common language which became a tool for enhancing communication, increasing buy-in, improving relationships, and cultivating greater accountability, collaboration and shared leadership, all of which have led to overall enhanced productivity and a willingness to take on deeper and broader levels of change.
?tefan COJOCARU,Constantin BR?GARU
Transylvanian Review of Administrative Sciences , 2012,
Abstract: This study explored the innovative use of appreciative inquiry (AI) in the organizational environment for changing the perception concerning the satisfaction of its members’ needs. The experiment started from the assumption that organizations are social constructions generated by the interpretations social actors have about this entity and about themselves, being the result of human interactions. The experiment used the appreciative inquiry as form of intervention, run in the four stages of the 4-D cycle. The results of the intervention show that, although appreciative inquiry was directed chie y towards changing the perceptions concerning the satisfaction of the need for security, the interpretations given by organization members changed with regard to the satisfaction of all needs (security, basic needs, belonging, esteem and self-actualization). The study shows that motivation can be changed through an appreciative approach of events, through their reinterpretation within a process of dialogue and consensus; the reinterpretation of the organization as a text and the application of appreciative inquiry principles results in an organizational reconstruction as a process that can be run in a relatively short period of time. The positive changes of the organizational environment were also a result of the way the organization was researched. The appreciative interviews resulted in individual reinterpretations of organizational contexts, which were negotiated and assumed in the environment of the collectivity. The changes were supported by the organization members’ involvement in building a shared vision, in making a plan in which every person is a voice in the organization, and in developing attachment and ownership in relation to the developed plans.
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