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AbstractThis chapter argues that Appreciative Inquiry has potential in some circumstances if evaluators can successfully implement the difficult group processes and sustained engagement that it requires.

Appreciative Inquiry: Research for Change is the first book to explore in depth the issues that arise when appreciative inquiry is used as a research framework, rather than an organizational development tool. Author Jan Reed draws upon her own experience of using Appreciative Inquiry (AI) as a research approach--shaping the asking of questions, the gathering of information, and the communication of ideas.

Staff-prisoner relationships are at the heart of the prison system and a stable prison life depends to a large extent on getting these relationships right, particularly in long-term maximum security establishments in the UK. Despite their significance, few studies have explored empirically how these relationships develop and operate. Understanding staff-prisoner interactions requires a detailed and firmly grounded appreciation of the broader tasks prison officers carry out and the nature of prison officer work. Staff-prisoner relationships are invested with an unusual amount of power. This power is, however, `held in reserve' most of the time, as Sykes argued in 1958. Previous studies have generally regarded prison staff superficially and critically. The study reported in this article employs an innovative `appreciative' methodology, seeking to allow staff to focus on the best aspects of their work and role, and the conditions in which they function especially well. Two important features of their work - the peacekeeping aspects and the use of discretion - must be considered in any attempt to describe how staff-prisoner relationships are accomplished.

AbstractAppreciative inquiry is an approach to seeking what is right in an organization in order to create a better future for it. How and when it might be used in evaluation practice is explored in this chapter.

AbstractThis chapter discusses strategies that administrators, particularly student affairs educators, can use to support and honor the labor of student activists, using the authors' experiences navigating their responsibilities to campuses and students.

Appreciative inquiry : unleashing a positive revolution of organizational change and development / Tanusree Chakraborty, Rajalakshmi School of Business, India, Nandita Mishra, Chetana's Institute of Management & Research, India -- Internal marketing and psychological ownership / Jyoti Kukreja, Jagannath International Management School, India -- Tapping the positive organizational potential through appreciative leadership / Tanusree Chakraborty, Rajalakshmi School of Business, India, Malavika Desai, King's College, Nepal, Madhurima Ganguly, Heritage Business School, India -- Appreciative inquiry and graduate students' professional development / Audrey Falk, Merrimack College, United States, Christina Berthelsen, Merrimack College, United States, LINDA MECCOURI, Massachusetts Community Colleges, Positive Strategy, United States -- Developing peacebuilding skills among civil society organisations in Zimbabwe : an action research project / DAVID MAKWERERE, Bindura University of Science Education, Zimbabwe -- Application of appreciative inquired to transform and meet the challenges of performance evaluations in modern organizations / Bob Barrett, American Public University -- Appreciative inquiry : a tool for organizational self development / Aliya Sultana, RGM College of Engineering & Technology, L.N. Narasimhan, RGM College of Engineering & Technology -- Examining scientific collaboration practices using appreciative inquiry : the case of a scientific research program / Anne Namatsi Lutomia, University of Illinois Urbana Champaign, Julia Bello-Bravo, Michigan State University, United States of America, Barry Pittendrigh, Michigan State University, United States of America -- Health and wellbeing as appreciative inquiry in a private university in Mexico / Ingrid N. Pinto-López, UPAEP, Marisol Mu±oz-Ortiz, UPAEP, Cynthia M. Montaudon-Tomas, UPAEP, Ivonne M. Montaudon-Tomas, UPAEP.

The introduction of organisational change presents a number of challenges for managers. These can include staff perception of the power of managers, the need to achieve measurable outcomes from the change process, and the tension between using outside experts and internal knowledge. Participatory evaluation methods are suitable for organisational change as they can be used at various stages of program development (Owen 2006, p. 234). They focus on questions such as: 'What is this program trying to achieve? How could delivery be changed to make it more effective? How could this organisation be changed to make it more effective?' (Owen 2006, p. 218). This article presents the key features of one participatory method, the Appreciative Inquiry (AI) approach, with particular emphasis on its positive approach to organisational change.

This article reviews Appreciative Inquiry (AI) as a process used in organizational creation and change and then outlines steps for an in-class exercise titled "The Preferred Classroom," to be used to design and organize a college classroom for the term. The exercise also prepares business students for future exposure to AI. A brief literature review is followed by a detailed step-by-step approach of how the exercise has been conducted in Organizational Behavior, Management, and Leadership Development courses at the graduate and undergraduate levels. Strategies for success, the value of the exercise in students' lives, and implications are also discussed. Results of the exercise show increased awareness and optimism in students about their lives as well as relationship development with others in the class through shared experiences. In addition, increased freedom occurs with the opportunity to contribute to the design of the course and course values.

Appreciative inquiry (AI) has become increasingly popular as a social constructionist approach to organizational change and development. Many claims are made about its status and value but there are few published evaluation studies. Furthermore, some interesting and important issues arise as to how AI can be evaluated appropriately – given its social constructionist context. The heart of our argument is that AI could appropriately and usefully be evaluated using the approach of 'responsive evaluation'. We lay out our views by putting forward a particular, relational, narrative of social construction processes. We then draw upon this relational narrative to develop three themes. One theme is that both AI and social constructionism should be viewed as variable social constructions and not fixed 'things'. This means that AI manifests in many different ways in different local-cultural and local-historical contexts. 1 A related theme is that, if theory and method co-define one another, then AI is much more than just a method. Finally, viewing evaluation as a variable social construction suggests that some evaluation practices will be more consistent with the premises of relational constructionism and AI than others. These themes are developed in several parts. In the first, we briefly introduce AI, the links that have been made between it and social constructionism, and potential implications of these links for evaluation. In the second, we outline the defining premises of relational constructionism. In the third, we examine AI, its multiple meanings, and its central premises. We then explore links between relational constructionism and AI. This brings us to the fifth part in which we introduce evaluation and its potential relations with AI. Finally, we write of how AI and evaluation could be performed in ways that reflect relational constructionist premises.

"This book shows how the Appreciative Inquiry process helps OD and HR professionals tap into inspiring "high point" accounts of personal or collective capacity. This new edition puts the focus on how AI really works and adds guidelines on how to apply AI in a variety of organizational situations and for a variety of initiatives such as coaching, leadership development, strategic planning, and teambuilding. It contains tools and other resources to help with immediate use in the workplace and new and updated case studies that show how it really works."--Provided by publisher