Appreciative Coaching [antikvár]

In the early 1980s at Case Western Reserve University, I was part of a small group of scholars, including David Cooperrider, Suresh Srivastva, and Ron Fry, who were experimenting with an appreciative approach to organizational life. Led by David Cooperrider, we were frustrated with the widespread acceptance and use of problem solving in action research and organization development. The beginnings of our work focused on what was good in organizations and on what and who worked well and effectively together. As this philosophy became more widely known, many people were drawn to it because of its positive, even uplifting focus. Other researchers, organization development consultants, government workers, and project managers began to apply Appreciative Inquiry in their work. The three authors of this book came to know Appreciative Inquiry in this way, through their own work in organizations. They found, as we did, that focusing on what is life giving now so that something even greater can be made from it in the future has transformed the way people think about organizational change. What makes this book unique is the innovative way the authors have applied the principles and stages of Appreciative Inquiry to the realm of coaching, transforming the way people think about individual change and the coaching relationships which enable that change. They have built an Appreciative Coaching model based on sound coaching research and have grounded their approach in a solid