darkmatter
53
edits
WikiCED manual: Difference between revisions
→How to introduce change
Oskenontona (talk | contribs) |
Oskenontona (talk | contribs) |
||
| Line 135: | Line 135: | ||
From a post-modern or participatory democratic perspective, Gervase R. Bushe, observed in his article "[http://www.gervasebushe.ca/aimeta.htm When is Appreciative Inquiry Transformational]" (2005)that there are two key characteristics of AI change interventions that succeed: | From a post-modern or participatory democratic perspective, Gervase R. Bushe, observed in his article "[http://www.gervasebushe.ca/aimeta.htm When is Appreciative Inquiry Transformational]" (2005)that there are two key characteristics of AI change interventions that succeed: | ||
* New knowledge | *New knowledge is created | ||
* A generative metaphor | *A generative metaphor emerges | ||
David Cooperrider and Diane Whitney describe in their article "[http://appreciativeinquiry.case.edu/uploads/whatisai.pdf A Positive Revolution in Change]" that change results from an Appreciative Inquiry focus on five key principles: | |||
*The constructionist principle: Organizations are socially co-constructed realities; therefore, articulate desirable collective futures. | |||
*The principle of simultaneity: The first question is fateful; change begins the second the system begins to engage in inquiry. | |||
*The poetic principle: We create our organization in our daily stories; therefore, use words that energize and inspire people. | |||
*The anticipatory principle: The collective image of the future guides us; therefore, artfully create positive images. | |||
*The positive principle: Craft the unconditional positive question to generate momentum and sustainable change. | |||
==Explaining and developing the project== | ==Explaining and developing the project== | ||