2010 Using Strength-based Approaches to Personal and Organisational Change
The Theory and Practice of Appreciative Inquiry
A workshop in 5 one-day sessions -  22 and 23 February 2010 and 3, 12 and 26 March 2010
Designed for managers and consultants who want to develop or increase their ability to use AI.
 
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When and where

Workshop leaders:Anne Radford, Malcolm Westwood
Dates:
22 and 23 February 2010
3, 12 and 26 March 2010
(Same person attends the five sessions.)
Location:LSE Bankside House, 24 Sumner Street, London SE1 9JA (next to Tate Modern)
 

Costs

 
Series fee includes attendance at the five sessions, full set of materials and tea/coffee breaks:
 
 *Before 1 Dec 09After 1 Dec 09
Organisation£1050
£1200
Individual£825
£950
NGOPlease enquire 
 
*A partial payment of 20% secures your workshop place. Full payment is due by 1 December 2009. This is only refundable in exceptional circumstances. Substitutions are acceptable.
 

Workshop leaders

 
Anne Radford
is one of the first people to work with strength-based change in this country. Trained in Appreciative Inquiry, she has also studied related approaches such as Brief Therapy, Narrative Therapy as well as taking a keen interest in the emerging research on the value of Positive Emotions. She uses these approaches with business leaders and consultants to reflect on their successes and develop a way forward that engages and motivates the key people or organizations. She is editor-in-chief of AI Practitioner, the online quarterly publication of strength-based best practice.
  
Malcolm Westwood
is a Senior Fire Officer using AI in the public sector, specifically within the West Midlands Fire Service. As a change manager, working in the areas of organizational development and cultural shift, Malcolm has a wide understanding of how AI fits into a complex organization, especially one that is required to deliver a high quality public service. His current AI programme includes seeking the views of the workforce through ‘Have Your Say’ events and developing a series of change initiatives to drive performance, provide value for money and deliver excellence.
 

Purpose of the Series

 
AI is an approach for discovering and sustaining positive change in organizations and communities. Businesses, the public sector, and NGOs have successfully used this approach in complex change situations. Leaders see people within their team or organization become engaged and committed to delivering success. They also see a wide range of stakeholders attracted to working as partners in whole systems change. 
  • Enable leaders, managers and consultants to use AI principles in complex organizations systems by engaging others in rapidly changing agendas. To see where and how they can apply this way of thinking to models and approaches they already use in their organizations or in their practice.
  • Understand how AI invites creative and new avenues for action in personal, organizational and social change. Experience the power of dialogue to co-construct meaningful ways forward.
  • Learn how to introduce others to AI as a way of thinking. Experiment with AI as a process for implementing change initiatives especially ones involving many stakeholders.

About AI

 
Appreciative Inquiry (AI) is a systemic approach to organisational change and learning in Europe. AI is a form of organisational analysis first developed by Dr. David Cooperider and Suresh Srivastva, Case Western Reserve University, USA, in the mid1980s.
 
AI is both a theory of change and a methodology for discovering, understanding and fostering innovations. AI involves the art and practice of asking questions that strengthen a system's capacity to discover and develop positive potential. It is not about ignoring problems, it is about approaching them from a different
perspective.
 
The inquiry process encourages an organisation to: 
  • Discover, understand and value the factors that give life and energy to the organisation
  • Develop a compelling vision of its future, rooted in examples of its best.
  • Identify relationships, conversations and next steps for making that vision happen.
  • Continue the cycle of learning, improvising and reviewing
 
Appreciative Inquiry has been used successful in situations such as:
  • Creating new organisational cultures - Supporting post-merger integration
  • Improving quality and customer service
  • Building stronger teams
  • Developing collaborative partnerships with other organisations
  • Executive coaching and performance management
  • Developing and implementing organisational strategy
 
In this Workshop you will
  • learn about the systemic principles of this approach to change
  • experience an AI process with its tools and methods
  • look at ways to apply the approach in your practice or in the organisation you are working in
 
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