Appreciative Inquiry & Organizational Change
3 min
“Organizational change starts with
things we understand, which is people, and conversations and
relationships — so everybody can be part of the change.”
In this video Sarah Lewis the co-Author of Appreciative Inquiry for Change Management outlines the theory and practice of AI.
In Praise of the Incomplete Leader
By Deborah Ancona, Thomas W. Malone, Wanda J. Orlikowski, and Peter M. Senge
Harvard Business Review Press, February, 2007
The key takeaway in this article is
that: No leader is perfect and that the best leaders are the ones who do
not try to be perfect. In today’s world, the leader’s job is no longer
to command and control, but to cultivate and coordinate the actions of
others at all levels of the organization.
The authors developed a framework of distributed leadership consisting of four capabilities:
- Sensemaking: understanding and mapping the context in which an organization and its people operate;
- Relating: being able to build trusting relationships with others;
- Visioning: coming up with a compelling image of the future; and
- Inventing: developing new ways to bring that vision to life.
A single person will rarely be skilled in all four areas. Successful
leaders concentrate on honing their strengths and find others who can
make up for their limitations.
Personal Reflection: Which of these four capabilities
is your strongest? Take a minute to consider which capability you would
like to focus on this quarter. What immediate steps can you take to
continue developing your personal capacity to cultivate and coordinate
the actions of others?
Martha Lappin: Whether you’re out to lunch with a friend or in the
middle of a stressful day at work, a question that shifts people into a
positive mindset can change their and your experience of the whole day! I
love this example.
