Introduction
Articles
Books
Internet Sites
Journals
Professional Contacts
INTRODUCTION
Appreciative Inquiry is an approach to the areas of organizational
performance and learning that was developed as an alternative
to the ground-up restructuring used for organizational change.
Appreciative Inquiry is built on two fundamental principles:
- Appreciation of people and the
organizational system.
- Articulation of organizational best practices as a means
of creating a better vision for the future.
Its aim is to generate new knowledge and to assist members of
an organization to collectively envision a desired future. Using
the Appreciative Inquiry process, organizations examine and identify
areas in which their current systems are successful and then
determine ways to make those successes constant. The process
involves storytelling and interviewing to draw out the best of
the past in order to effectively visualize a successful future.
The purpose of this resource guide is to acquaint the user with
Appreciative Inquiry as it relates to organizational development,
organizational culture, and its effects on productivity and morale.
The resource guide includes selected journal articles; books
and journal titles; organizations and associations related to
organizational development that may include resources on Appreciative
Inquiry; and a listing of professional contacts who have published
materials on Appreciative Inquiry and continue to research this
topic.
This guide is not intended to be comprehensive. Sources
used in compiling the information were gathered from business,
psychology, and social science databases, and from the Internet.
ARTICLES
Barge, J. Kevin and Christine Oliver. “Working with Appreciation
in Managerial Practice.” Academy of
Management Review vol.
28 (January 2003): 124-142.
Emphasizes the importance of what is termed “appreciative
spirit” in the workplace and presents potential obstacles to
incorporating appreciative spirit. The authors suggest that
managers develop sensitivity for several phenomena, including
an appreciation for that which is life enhancing.
Barrett, Frank and Ronald Fry. “Appreciative Inquiry in Action:
The Unfolding of a Provocative Invitation.” Appreciative
Inquiry and Organizational Transformation: Reports from the Field.; Ronald
Fry, Frank Barrett, Jane Seiling, Diana Whitney, eds.
(2002): 1-23.
Reviews the current status of the Appreciative Inquiry field
and provides numerous case studies. The case studies are organized
into five topic areas, including building community and renewing
organizational vitality. Each case study is preceded by a brief
statement of its relevance to Appreciative Inquiry.
Barrett, Frank J. and David L. Cooperrider. "Generative
Metaphor Intervention: A New Approach for Working with Systems
Divided by Conflict and Caught in Defensive Perception Comment." Journal
of Applied Behavioral Science vol. 26 (1990): 219.
Introduces generative metaphor, which
enables group members to generate fresh perceptions of one another and allows
for the revitalization of a social bond and a heightened collective will
to act. Appreciative Inquiry is used as an intervention in one of the case
studies examined in the article.
Bushe, Gervase R. and Aniq F. Kassam. “When Is Appreciative
Inquiry Transformational? A Meta-Case Analysis.” Journal
of Applied Behavioral Science vol. 41 (June 2005):
161-181.
Examines 22 cases for evidence of transformational change
and the use of practices associated with Appreciative Inquiry
and reports on the number of cases that resulted in transformational
outcomes. The authors conclude that certain aspects of Appreciative
Inquiry hold greater potential for effecting change than traditional
organizational development approaches.
Cady, Steven H. and Matthew A. “A Diet for Action Research:
An Integrated Problem and Appreciative Focuses Approach to Organization.” Organizational
Development Journal vol. 18 (Winter 2000): 79-93.
Provides an historical overview of action research and discusses
how Appreciative Inquiry and other organizational development
strategies can be integrated into the DIET organizational development
model.
Dotlich, David and Peter C. Cairo. “Behavior Modification.” CIO vol.
13 (15 March 2000): 151-152.
Discusses how to incorporate Appreciative Inquiry into
the elements of action coaching. The authors suggest that Appreciative
Inquiry, together with other techniques, may be used to lessen
the level of resistance to a proposed change, while highlighting
the potential for positive results from the proposed course
of action.
Fry, Ronald. “Unlimited Cooperation.” New Zealand Management vol.
47 (February 2000): 46-47.
Describes how organizations can use the elements of Appreciative
Inquiry to examine organizational successes as a way to instill
a positive organizational self-image. By focusing on past successes,
organizations can chart a course that takes into account possible
scenarios and redirects the organization’s energies to create
a positive future.
Johnson, Gail and William Leavitt. “Building on Success: Transforming
Organizations Through an Appreciative Inquiry.” Public
Personnel Management vol. 30 (Spring 2001): 129-136.
Discusses how Appreciative Inquiry can serve as a tool
to improve organizational performance by focusing on organizational
successes. Describes how organizations can analyze their activities
to determine which activities are successful, why they are
successful, and whether those successes are transferable to
other areas of the organization.
Jones, David A. “Appreciative Inquiry: A Field Experiment Focusing
on Turnover in the Fast Food Industry.” Dissertation
Abstracts International Section A: Humanities & Social Sciences vol.
60, no. 7-A (February 2000): 2574.
Describes a field experiment designed to determine if Appreciative
Inquiry could be used to track quantifiable business results.
The study examines whether the introduction of Appreciative
Inquiry can lead to improved retention among management personnel.
Ludema, James D. “Appreciative Storytelling: A Narrative Approach
to Organization Development and Change,” in Appreciative
Inquiry and Organizational Transformation: Reports from the Field. Ronald
Fry, Frank Barrett, Jane Seiling, Diana Whitney, eds. (2002):
239-261.
Focuses on the importance of using internal storytelling
to affect behavioral norms within organizations and views appreciative
storytelling as a means of reexamining an organization’s perception
of itself. The article includes a case study that illustrates
how appreciative storytelling can lead to positive developments
within organizations.
Markova, Dawna and Bea Mah Holland. “Appreciative Inquiry.” School
Administrator vol. 62 (February 2005): 30-35.
Describes an approach to organizational change that emphasizes
Appreciative Inquiry principles and their application to educational
leadership.
Meda, Anne Kohnke. “Tendercare, Inc.: A Case Study Using Appreciative
Inquiry.” Organization Development Journal vol.
21 (Winter 2003): 81-86.
Provides a case study of an Appreciative Inquiry project
that highlights the positive internal attributes of the organization.
Peelle, Henry E. “Appreciative Inquiry and Creative Problem
Solving in Cross-functional Teams.” Dissertation
Abstracts International Section A:
Humanities and Social Sciences Vol.
66, no. 2-A (2005): 676.
Presents a study that compares the effects of an Appreciative
Inquiry 4-D intervention with the effects of a Creative Problem
Solving intervention on newly formed staff teams. The study
analyzes the impact of both interventions on the level of divisiveness
and conflict within six teams of six individuals. Based on
the results of this experiment, the author draws conclusions
about the value of Appreciative Inquiry 4-D versus Creative
Problem Solving.
Piderit, Sandy Kristin. “Rethinking Resistance and Recognizing
Ambivalence: A Multimensional View of Attitudes Toward an Organizational
Change.” The Academy of Management Review vol.
25 (October 2000): 783-794.
Examines research on the ways people respond to change and
how their responses to change evolve over time, paying special
attention to the effects of ambivalence. Focuses on the responses
of people in organizations in which the prevailing climate
encourages input from the lower levels of the organization’s
structure.
Sekerka, Leslie Elizabeth. “Exploring Appreciative Inquiry:
A Comparison of Positive and Problem Based Organizational Change
and Development Approaches in the Workplace.” Dissertation
Abstracts International: Section B: The Sciences and Engineering vol.
63 (Feb. 2003): 3504.
Describes a research experiment that analyzes the physiological
and cognitive effects of Appreciative Inquiry on low- and mid-level
medical center staff. The research compares the impact on the
heart rate and view of self of those staff who experienced
Appreciative Inquiry with those who experienced the traditional,
problem-based approach. The experiment found that Appreciative
Inquiry resulted in greater benefits than a problem-based approach.
Yaeger, Therese F., Peter F. Sorensen and Ulf Bengtsson. “Assessment
of the State of Appreciative Inquiry: Past, Present, and Future,”
in Research in Organizational Change and Development. Richard
W. Woodman, Pismire, William A., eds. USElsevier Science/JAI
Press (2005): 297-319.
Examines the evolution of Appreciative Inquiry, describes
Appreciative Inquiry data, and discusses Appreciative Inquiry
developments in the field, based on a review of 50 studies.
Assesses the impact of Appreciative Inquiry on the field of
organization development and change.
BOOKS
Anderson, Harlene and David Cooperrider, The Appreciative
Organization. Taos Institute, 2001.
Creates a vision of a powerful and humanly nourishing form
of organization and shares practices for bringing such an organization
into being. Although the authors have had diverse experiences
in organizational life, they share the view that the appreciative
construction of meaning is essential to the efficacy of an
organization and the fulfillment of its participants. The book
looks at the challenges of decision-making, leadership, group
functioning, personnel evaluation, and the relationship of
the organization, and develops ideas, describes examples, and
offers multiple suggestions for creating the appreciative organization.
Block, Peter. Empowered Manager: Positive Political
Skill at Work. Jossey-Bass Inc., 1991.
Provides ways for managers to instill a sense of empowerment
throughout an organization, giving employees a sense of ownership
and responsibility within their individual areas.
Bunker, Barbara Benedict and Billie T. Alban. Large
Group Interventions: Engaging the Whole System for Rapid
Change. Jossey-Bass, Inc., 1996.
Presents 11 different detailed models
of large group interventions to support the notion that today’s organizations
must be prepared to change rapidly to accommodate a turbulent environment
and be able to survive.
Cooperrider, David L. and Peter F. Sorensen. Appreciative
Inquiry: An Emerging Direction for Organization Development. Stipes,
2001.
Introduces students to Appreciative Inquiry and assists
them in carrying out their shared mission of creating better,
more fulfilling, and more productive workplaces, where the
potential for organization development and its related values
are fully realized. This update of the best-selling Appreciative
Theory: Rethinking Human Organization Toward a Positive Theory
of Change includes 12 new articles.
Cooperrider, David L. and Diana Whitney. Appreciative
Inquiry Handbook: The First in a Series of AI Workbooks for
Leaders of Change. Berrett-Kohler,
2004.
Presents background, reviews the process, and provides a
step-by-step description of Appreciative Inquiry. Designed
for organizational development practitioners and facilitators,
the resource section provides templates for course outlines,
handouts, overheads, and exercises.
Cummings, Thomas G. and Christopher G. Worley. Organization
Development and Change. South-Western College
Publishing, 2004.
Discusses different aspects of organization development,
offers approaches to gathering and analyzing information, and
provides techniques to manage change. The authors look at ways
to gauge performance and aid an organization’s members in the
change process. They also take a broad-ranging look at organization
development and how organization development applies to different
types of organizations on the international level.
Elliott, Charles. Locating the Energy for Change:
An Introduction to Appreciative Inquiry. International
Institute for Sustainable Development, 1999.
Offers an overview of the theoretical principles that form
the basis of Appreciative Inquiry. Describes the various elements
of Appreciative Inquiry and provides several cases studies.
French, Wendell L., Robert A Zawacki and Cecil H. Bell. Organization
Development and Transformation: Managing Effective Change.
6th edition. McGraw-Hill Higher Education, 2005.
Offers a broad examination of organization development
and transformation and presents a collection of 46 essays on
emerging issues such as self-directed teams, centers of excellence,
and learning organizations.
Fry, Ronald, Frank Barrett, Jane Seiling and Diane Whitney. Appreciative
Inquiry and Organizational Transformation: Reports From the
Field. Quorum Books, 2001.
Uses detailed case reports to illustrate how Appreciative
Inquiry can be used to initiate change within an organization
by showing people how to identify positive past experiences
that can form the basis for reshaping the organization. Includes
the observations of individuals who have used Appreciative
Inquiry within their organizations.
Fry, Ronald E., Suresh Srivastva Associates Staff. Executive
and Organizational Continuity: Managing the Paradoxes of
Stability and Change. Jossey-Bass, Inc., 1992.
Describes how change can be introduced into an organization
while also maintaining a sense of continuity and stability.
Suggests that organizations can preserve their traditions and
core identities as they introduce change.
Hammond, Sue Annis. Thin Book of Appreciative Inquiry.
Thin Book Publishing Co., 1999.
Provides a user-friendly
introduction to the theory of Appreciative Inquiry and sets
forth the assumption that change can be managed through the
identification of what works in an organization and the determination
of how to do more of what works. Written for both the practitioner
and the professional, this book uses concepts, images, and
language that is easy to read and discuss.
Hammond, Sue Annis and Cathy Royal. Lessons from
the Field: Applying Appreciative Inquiry. Thin
Book Publishing Co., 2001.
Uses case studies to demonstrate the
authors' experiences with applying Appreciative Inquiry to clients' specific
situations. Written in simple language by practitioners for practitioners,
the book is divided into five main sections: Case Studies, Community
Application, Application of Theory, Theory, and Resources.
Harvey, Donald F. and Donald R. Brown. An Experiential
Approach to Organization Development. 7th
edition. Prentice Hall, 2005.
Focuses on ways to use an organization’s human resources
to manage change, with a particular emphasis on experiential
learning. Each chapter concludes with individual and group
exercises that apply chapter content to various scenarios and
emphasize the interpersonal skills needed to manage in today’s
environment.
Holland, Gail Bernice. A Call for Connection: Solutions
for Creating a Whole New Culture. New World
Library, 1998.
Reports on a worldwide movement dedicated
to spiritual growth and holistic concern for all life. The book includes
interviews with prominent leaders such as Jane Goodall and Bishop Desmond
Tutu, and with leaders of institutes, schools, and environmental groups.
The author proves the existence of a global initiative connected by the
same principles: bridging spirituality and science, saving the earth
through an awareness of the interconnectedness of all life, and building
a work life that honors the home life.
Hosking, Diane-Marie, ed. Management and Organization:
Rational Alternatives to Individualism. Avebury/Ashgate
Publishing Co., 1995.
Provides an explanatory approach to
behavior within organizations and a program for organizational reconstruction
and development.
Ludema, James D. and Diana Whitney. The Appreciative
Inquiry Summit: A Practitioner’s Guide for Leading Large-Group
Change. Berrett-Koehler, 2003.
Documents the tremendous successes of Appreciative Inquiry
as a proven program for organizational change, illustrated
with real-life examples from companies and community groups.
Written by pioneers in the field, the book addresses fundamental
questions such as : How can a powerful dream of what
could be inform our organizational arrangements (e.g., work
roles and processes, measurement systems, management practices)?
How do we sustain the energy and focus of discovery and dream
in companies and community groups?
Miller, Carolyn J. and Christina R Aguilar. Nonprofits’
Guide to the Power of Appreciative Inquiry. Community
Development Institute, 2004.
Illustrates Appreciative Inquiry success stories that address
more than 80 relevant topics—including vision, mission, values
and outcomes, governance, planning and sustainability, and
leadership—selected to provide guidance to nonprofit organizations.
Mohr, Bernard J. and Jane Magruder Watkins. The
Essentials of Appreciative Inquiry: A Roadmap for Creating
Positive Futures. Pegasus Communications, 2002.
Introduces the reader to Appreciative Inquiry
as a highly adaptable philosophy and process for engaging people
in building the organizations and world in which they want
to work and live. Encourages a broad range of stakeholders
both within and outside the system to ask positive questions
about peak experiences or successes, make shared meaning of
the answers, and act on the responses. The authors share stories
of Appreciative Inquiry in action and give a detailed explanation
of five processes that can be used to guide an appreciative
theory in the workplace or the community, concluding that Appreciative
Inquiry serves as a wellspring for transformational change.
Preskill, Hallie and Anne T. Coghlan. Using Appreciative
Inquiry in Evaluation. Jossey-Bass,
1994.
Examines the Appreciative Inquiry approach and its impact
on the use of evaluation processes and findings, the factors
or conditions that make its use in evaluation practice appropriate,
and the challenges of the Appreciative Inquiry approach. The
book also provides four case studies and commentary and critique
of specific points related to using Appreciative Inquiry within
the landscape of evaluation practice.
Senge, Peter M. The Fifth Discipline: The Art & Practice
of The Learning Organization. Doubleday & Co.,
Inc., 1994.
Describes ways for organizations to overcome obstacles to
learning, making them better equipped to identify challenges
and opportunities for growth and advancement.
Srivastva, Suresh and David Cooperrider. Appreciative
Management Leadership: The Power of Positive Thought & Action
in Organization. 2nd edition. Lakeshore Communications,
1999.
Illustrates how the recognition of contributions from diverse
members of an organization can help to instill a common sense
of purpose within an organization. Through a collection of
essays, the authors suggest communicative techniques to mold
diverse perspectives into a common vision and highlight personal
and leadership skills that encourage the expression of diverse
views.
Watkins, Jane MacGruder and Bernard J. Mohr. Appreciative
Inquiry: Change at the Speed of Imagination.
Jossey-Bass, 2001.
Examines the history and underlying theory of Appreciative
Inquiry and discusses how the fundamental themes that emerge
from the sharing of an organization’s positive experiences
can serve as the basis for creating a positive vision of an
organization’s future.
Whitney, Diana, David L. Cooperrider, Peter F. Sorenson, Jr.
and Therese F. Yeager, eds. Appreciative Inquiry:
Rethinking Human Organization Toward a Positive Theory of Change.
Stipes Publishing, L.L.C., 1999.
Introduces students to the concept of Appreciative Inquiry.
Whyte, David. The Heart Aroused: Poetry and the
Preservation of the Soul in Corporate America.
Doubleday & Co., Inc., 1996.
Illustrates how the use of literary language can unlock
creativity within an organization and how passion and creativity
can be harnessed to overcome reluctance to change.
INTERNET SITES
Appreciative Inquiry and the Quest
http://www.appreciative-inquiry.org
Access to an overview of Appreciative Inquiry and a discussion
of how it can be applied to individuals and organizations.
Appreciative Inquiry Commons
http://appreciativeinquiry.cwru.edu
A worldwide portal devoted to sharing academic resources
and practical tools for Appreciative Inquiry. The site contains
an introduction to Appreciative Inquiry, related research,
and Appreciative Inquiry case studies and PowerPoint presentations.
Ailist-Appreciative Inquiry Discussion List
http://mailman.business.utah.edu:8080/mailman/listinfo/ailist
A listserv for individuals worldwide interested in learning
more about the practice of Appreciative Inquiry.
AI Resources
http://www.aradford.co.uk
Links to a variety of on-line Appreciative Inquiry resources,
including an electronic newsletter and an international calendar
of Appreciative Inquiry activities.
Global Excellence in Management (GEM) Initiative
http://gemi.org/
A six-part university-based program of learning and education
that works in partnership with U. S. Private and Voluntary Organizations
(PVOs) and international Non-Governmental Organizations (NGOs)
to conduct capacity-building programs that generate new models
of institutional excellence. Programs include Appreciative Inquiry,
global change partnership, and knowledge generation, and are
based at the Weatherhead School of Management, Case Western Reserve
University.
Leadership That Works
http://www.leadershipthatworks.com/Consulting/Appreciative%20Inquiry.htm
Leadership resources in the areas of coaching, training,
consulting, and facilitating. Appreciative Inquiry items illustrate
how Appreciative Inquiry differs from a problem-solving approach
to management and identify environments in which Appreciative
Inquiry may be successfully applied.
Mellish Associates
http://www.mellish.com.au/
Access to an outline for conducting an Appreciative Inquiry
workshop and a paper on Appreciative Inquiry.
Gervase Busche, Simon Fraser University/School of Business Administration
http://www.gervasebushe.ca/appinq.htm
Resources from a leading scholar in the field of organizational
development who has written extensively on the topic of Appreciative
Inquiry. The Web site includes a list of his published works
and the full text of "Appreciative Inquiry with Teams," originally
prepared for the Appreciative Inquiry Field Book.
Taos Institute
http://www.taosinstitute.net
Resources from a nonprofit organization whose founders,
associates, and members collaborate to design and promote creative,
appreciative, and relational processes in families, communities,
and organizations around the world.
JOURNALS
Journal of Applied Behavioral Science.
Thousand Oaks, California, Sage Publications.
This quarterly interdisciplinary journal for scholars in
the field provides the latest developments in behavioral science
areas such as organizational dynamics, leadership, and management.
Each issue includes peer-reviewed articles, case studies, review
essays, and biographical essays of leaders in the field.
Journal of Organizational Behavior Management.
Binghampton, New York, Haworth.
Articles in this quarterly journal focus on original research
devoted to improving individual and organizational performance.
Employee safety, self-management techniques, and employee training
are among the issues addressed. The journal features research
articles, review articles, and case studies of interest to
managerial and human resource professionals.
The Leadership and Organization Development Journal. Chesterland, Ohio, Organization Development
Institute.
This journal, which averages more than 100 pages, includes
book reviews, events calendars, and articles on organization
development and change. It is published quarterly by the Organization
Development Network, a membership society for organization
development professionals.
OD Practitioner. Washington, DC,
The Organization Development Network.
This quarterly journal for professionals covers the areas
of organization development, change management, and Appreciative
Inquiry. It includes original research articles, book reviews,
essays, and organization development conference information.
Organizational Dynamics. Amsterdam,
Netherlands, Elsevier Science.
This quarterly journal offers articles that combine theoretical
approaches and real-world applications of interest to management
professionals and academics. It focuses primarily on the areas
of organizational management and development, strategic management,
and human resource management.
PROFESSIONAL CONTACTS
Gervase R. Bushe
Address: Simon Fraser University, School of
Business Administration, 8888 University Drive, Burnaby, British
Columbia, Canada V5A 1S6
Office Telephone: (604) 291-3708
E-mail:bushe@sfu.ca
Gervase R. Bushe is an associate professor in organization
development at Simon Fraser University. He is a leading organization
development scholar in Canada, and his work on organizational
change is cited in many contemporary organization development
textbooks. Through his research, he has looked at processes
of organizational change, the implementation of quality of
work life, total quality management, Appreciative Inquiry,
and the characteristics and competencies of change agents and
processes of change agents. He is on the editorial board of
the Journal of Applied Behavioral Science, Group
and Organization Management , and The Organization
Development Practitioner.
David Cooperrider
Address: Weatherhead School of Management,
Case Western Reserve University, 10900 Euclid Ave., Cleveland,
Ohio, 44106-7235
Office Telephone: (216) 368-2055,
Bonnie Copes (Secretary): (216)
368-2121
Fax: (216) 368-4785
E-mail:David.Cooperrider@case.edu
David Cooperrider is an associate professor of organizational
behavior at Case Western Reserve University. He writes and
lectures extensively on Appreciative Inquiry, generative metaphor,
and constructionist practices in organizational development.
He specializes in international voluntary organizations and
consults extensively in the U.S. and abroad. Currently, he
is involved in a massive worldwide training effort for Non-Governmental
Organization managers.
Ronald E. Fry
Address: Weatherhead School of Management,
Case Western Reserve University, 10900 Euclid Avenue, Cleveland,
Ohio 44106-7235
Office Telephone: (216) 368-2060
E-mail: Ronald.Fry@case.edu
Ronald E. Fry is an associate professor of organizational behavior
and director of the M.S. Program in Positive Organization Development
and Change. He, along with colleagues David Cooperrider and Suresh
Srivastva, pioneered the theory and practice of Appreciative
Inquiry. He has published widely on the topics of organization
development, team building, change management, the behavior of
the CEO, and Appreciative Inquiry. In addition, he has consulted
both with Fortune 500 corporations and government entities.
Kenneth J. Gergen
Address: Dept. of Psychology, Swarthmore College,
500 College Avenue, Swarthmore, PA 19081
Office Telephone: (610) 328-8434
Fax: (610) 328-7814
E-mail:kgergen1@swarthmore.edu
Kenneth Gergen is the Mustin Professor of Psychology at
Swarthmore College. He is a major figure in the development
of social constructionist theory and its applications to practices
of social change. He also lectures widely on contemporary issues
in cultural life, including the self, technology, postmodernism,
family life, and political conflict. He is the author of a
number of works, including Toward Transformation in
Social Knowledge, The Saturated Self,
and Realities and Relationships.
Sheila McNamee
Address: Dept. of Communication, University
of New Hampshire, 20 College Rd., Durham, NH 03824
Office Telephone: (603) 862-3040
Fax: (603) 862-1913
E-mail:smcnamee@christa.unh.edu
Home Address: P.O. Box 464, Durham, NH 03824-0464
Home Telephone: (603) 659-6145
Sheila McNamee is chair and professor of communication at
the University of New Hampshire. She writes and lectures extensively
on organizational meaning and transformation, social construction
in therapeutic process, and research innovations. She is co-editor
(with Kenneth J. Gergen) of Therapy as Social Construction (Sage,
1992). She is the author (also with Kenneth J. Gergen) of Relational
Responsibility: Resources for Sustainable Dialogue (Sage,
1999). Other books include: Philosophy in Therapy:
The Social Poetics of Therapeutic Conversation (Carl
Auer Systeme Verlag, 2000) and The Appreciative Organization, with
her co-founders of the Taos Institute (Taos Institute, 2001).
Sheila consults with a variety of organizations, particularly
in the fields of education and mental health. She aims to bring
a relational understanding to all forms of human practice,
especially as it pertains to organizational life.
Suresh Srivastva
Address: Weatherhead School of Management,
Case Western Reserve University, 10900 Euclid Ave., Cleveland,
Ohio 44106-7235
Office Telephone: (216) 368-2055
Suresh Srivastva is professor of organizational behavior
at Case Western Reserve University. He is a leading thinker
in the area of relational construction in organizations and
created an acclaimed series of volumes, including Executive
Power, Executive Integrity, and Appreciative Leadership and
Management. He also actively consults in the U.S. and internationally.
Diana Whitney
Address: Corporation for Positive Change,
Box 3257, Taos, NM 87571
Office Telephone: (505) 751-1231
Fax: (505) 751-1233:
E-mail:diana@positivechange.org.
Internet:http://www.positivechange.org/index.html
Diana Whitney is a pioneer in the development of innovative
approaches to support organizational transformation. Dr. Whitney,
in collaboration with other global consultants, works on the
forefront of developing and introducing Appreciative Inquiry
among organizational consultants and others. She is a frequent
presenter at national and international conferences and is widely
recognized for her work and writing on such issues as postmodernism,
work partnership, and spirituality in the workplace.
