Appreciative Inquiry, kurz AI, wurde von David Cooperider u.a. Mitte der achtziger Jahre des vorherigen Jahrhunderts an der Case Western Reserve University, USA, entwickelt. Es handelt sich hierbei um eine Methode, die dort angewandt werden kann, wo Fähigkeiten, Ressourcen, Verhaltensweisen eines Teams, einer Organisation bzw. komplexen Systems fortentwickelt, verändert oder neu gestaltet werden soll.
Die Grundidee von AI ist einfach: Menschen und Systeme bewegen sich in die Richtung, in welche die Aufmerksamkeit gerichtet ist. Folglich gibt es nur zwei Möglichkeiten: Entweder die Schwächen betonen oder die Stärken konsequent hervorheben. AI konzentriert sich auf die Stärken, das Positive, das Potenzial eines Unternehmens, eines Systems bzw. eines Teams. Damit steht AI im Gegensatz zu traditionellen Ansätzen der Organisationsberatung: Mittels der konsequenten Konzentration auf vorhandene Stärken sollen Änderungen herbeigeführt und Ziele realisiert werden.
Dieses Buch liefert eine detailierte Einführung in den Ansatz und den Prozess von AI. Besonderes Augenmerk wird hierbei auf die vier Phasen von AI sowie deren Möglichkeiten und Grenzen gelegt. Damit ist dieses Buch für Wissenschaft und dem praktischen Einsatz gleichermaßen relevant.
Um den Ansatz von AI in seiner Originalität und Ganzheitlichkeit darstellen zu können, hat sich der Autor entschieden, diese Arbeit konsequent in englischer Sprache zu verfassen. Schließlich werden hiermit mögliche Fehlinterpretationen und Missdeutungen vorgebeugt, die in der deutschen Sprache entstehen könnten.
Diese Arbeit ist im Zusammenhang mit der Analyse entstanden, wie die Human Resources zu dem wertvollsten einer Unternehmung, eines Team bzw. Organisation entwickelt werden können. Die Antwort auf diese Frage ist nach Auffassung des Verfassers die Basis für Erfolg im Wettbewerb, im Veränderungsprozess sowie in komplexen und schwierigen Situationen. Hier bildet AI eine neue Möglichkeit, Teams und Unternehmen wieder zu Spitzenleistungen zu bringen.
Zum Verfasser:
Jonny Grape studierte Betriebswirtschaftslehre an der ehem. Hamburger Universität für Wirtschaft und Politik und absolvierte zusätzlich einen MBA-Studiengang. Durch seine mehrjährige Erfahrung u.a. als Berater für Change Management sowie als Schnittstelle zwischen Vertrieb und Personal bei einem internationalen Personaldienstleister beschäftigt er sich mit interdisziplinären Fragestellungen des Personalbereiches in Theorie und Praxis.
Table of Contents
Introduction
1. The Appreciative Inquiry Basic Model
1.1. Definition And History Of Appreciative Inquiry
1.2. AI-Assumptions
1.3. AI-Purposes
1.4. The 4-D Process
1.4.1. The Discovery-Step
1.4.2. The Dream-Step
1.4.3. The Design-Step
1.4.4. The Delivery-Step
1.5. Fields Of AI
2. Influencing Factors For AI
2.1. The National/Regional Cultural Context
2.2. The Organizational-Field Context
2.3. The Organizational-Culture
2.3.1. The Values
2.3.2. The Beliefs
2.3.3. The Paradigm
2.4. The Functional-Cultural Context
3. The Use Of AI As An Instrument In The Human Resource Management
3.1. Meaning And Benefits Of Discovery And Dream-Steps
3.1.1. Meaning And Benefits Of Discovery-Step
3.1.2. Meaning And Benefits Of Dream-Step
3.2. Creating The Discovery- And Dream Steps
3.2.1. The Creating Of The Discovery-Step
3.2.2. The Creating Of The Dream-Step
3.3. Boundaries From AI As An Instrument For The HRM
Conclusion
Objectives and Topics
This paper examines "Appreciative Inquiry" (AI) as a strategic instrument for Human Resource Management (HRM). The primary research objective is to analyze how AI, as a strengths-oriented method, can be adapted to organizational frameworks to foster positive change and innovation, rather than focusing on traditional problem-solving through weakness reduction.
- Theoretical foundations and the history of the Appreciative Inquiry 4-D model.
- Analysis of influencing cultural and organizational factors on AI implementation.
- Evaluation of the Discovery and Dream phases as core components for HRM.
- Preparation requirements and moderation techniques for effective AI practice.
- Identification of boundaries and constraints for AI usage within organizations.
Excerpt from the Book
1.1. Definition And History Of Appreciative Inquiry
AI was developed by David L. Cooperider, Diana Withney and Suresh Sirvasta in the late eighties while Cooperider’s writing his doctoral thesis at the Case Western Reserve University. AI is the whole process of analysing of social systems with the purpose to improve the analysed object trough motivation and improving the own strengths. On the other hand AI could be also a common basic from an organizational culture; it is a philosophy and a possibility for improving the cultural-field. The basic for this paper is the original definition from Cooperider:
“AI is the cooperative search for the best in people, their organizations and the world around them. It involves systematic discovery of what gives a system “life” when it is most effective and capable in economic, ecological and human terms. AI involves the art and practice of asking questions that strengthen a system’s capacity to heighten positive potential. In AI, intervention gives way to imagination and innovation; instead of negation, criticism and spiralling diagnosis there is discovery, dream and design.”
AI is based on a positive and strengths-oriented focus. This kind of analysing and thinking is the opposite of the traditional way of viewing and thinking.
Summary of Chapters
Introduction: Outlines the shift from traditional problem-solving to Appreciative Inquiry as a method for identifying strengths and fostering positive development in HRM.
1. The Appreciative Inquiry Basic Model: Defines the core concepts, historical background, and the 4-D process (Discovery, Dream, Design, Delivery) of the Appreciative Inquiry method.
2. Influencing Factors For AI: Explores how regional, organizational, and functional cultural contexts impact the application of AI and the behavior of individuals within an organization.
3. The Use Of AI As An Instrument In The Human Resource Management: Provides an in-depth look at implementing the Discovery and Dream phases, including necessary preparations, moderation, and established boundaries for successful application.
Conclusion: Summarizes the theoretical findings and underscores the necessity of tailoring AI to specific organizational needs to ensure effective results in HRM.
Keywords
Appreciative Inquiry, AI, Human Resource Management, HRM, 4-D Process, Discovery Step, Dream Step, Organizational Culture, Positive Change, Strengths-oriented, Cultural Web, Social Systems, Positive Potential, Change Management, Paradigm
Frequently Asked Questions
What is the core focus of this research?
The research focuses on the "Appreciative Inquiry" (AI) method and its application as a constructive instrument for Human Resource Management, shifting the organizational paradigm from weakness-fixation to strengths-based development.
What are the primary themes discussed in the paper?
The paper covers the theoretical model of AI, the influence of organizational culture (values, beliefs, paradigms), the 4-D process, and the specific implementation challenges within Human Resource Management.
What is the main goal of using AI in an organization?
The primary goal is to foster positive change by identifying and amplifying what already works, thereby increasing motivation, inspiration, and innovation among members of the organization.
Which methodology does the author employ?
The author employs a theoretical approach, reviewing existing AI literature and frameworks to develop a guide for the individual adoption and adjustment of AI in various organizational contexts.
What does the main body of the work cover?
The main body details the historical foundations of AI, analyzes external and internal influencing factors (such as the "cultural web"), and provides a practical breakdown of the Discovery and Dream steps.
Which keywords best describe this study?
Key terms include Appreciative Inquiry, HRM, 4-D process, strengths-oriented focus, social systems, organizational culture, and positive change.
Why is the "Discovery-step" considered the starting point of AI?
It is considered the starting point because it serves as the initial information-gaining phase where positive themes are identified, laying the essential groundwork for all subsequent steps.
What role does the "cultural web" play in implementing AI?
The cultural web, consisting of rituals, symbols, stories, and routines, serves as a representation of an organization's "taken-for-granted" assumptions, which must be researched and acknowledged to prevent resistance against the AI process.
- Quote paper
- Diplom-Betriebswirt, MBA Jonny Grape (Author), 2003, Appreciative Inquiry as an instrument for the Human Resource Management, Munich, GRIN Verlag, https://www.grin.com/document/13223
