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所在平台: Coursera |
课程主页: https://www.coursera.org/learn/appreciative-inquiry
课程评论：没有评论
课程名称：通过欣赏性探询领导积极变革 概述：欣赏性探询是一种协作和建设性的探询过程，旨在寻找在组织、社区和更大的人类系统中，如何在相互关系的生态中最为生动、有效、创造和健康时，激发生命的一切。欣赏意味着重视和认识那些有价值的事物，是一种认知和肯定生活中美好的事物的方式。在积极组织学的语言中，欣赏性探询是一种研究方法，关注卓越、繁荣、韧性等积极动态的理解。它作为一种研究，系统地寻找赋予生命和力量的能力和过程；同时作为一种建设性实践，旨在通过将重视和创造视为一体，设计和构建人类组织，并使探询与变革紧密相连。 课程大纲： 第一周：什么是欣赏性探询，为什么我关心？ 本周定义了欣赏性探询，框架其在“基于优势”的人类发展和组织变革日益增长的趋势中，与成功率低于30%的基于缺陷的变革进行对比。探讨了基于缺陷的变革方式的非预期后果，强调使用优势创造共同积极未来愿景的AI理论和方法。 第二周：积极问题的力量 本周强调“积极问题”和故事叙述作为有效的参与者变革方式。学员们将通过进行“欣赏性访谈”，体验“最佳过去”问题和分享体现优势行动的故事的影响，展示领导者所提问的命运性。 第三周：AI变革方法 本周介绍了AI变革方法中的“4-D”循环，描述了发现、梦想、设计和命运的阶段，以及欣赏性领导者与其组织核心优势再连接的视频示例。强调以过去的优势发现为起点的变革能力，讨论了欣赏性领导者的关键技能。 第四周：AI的基础原则 本周探讨AI的基础原则及其支持的研究，展示积极问题的力量、积极未来形象与行动之间的关系，以及积极情绪的重要性。强调领导者需要创造工作环境，确保积极影像相对于消极影像的比例大于4:1。 第五周：主题选择 本周讨论将问题重新框架为积极机会的主题选择，作为AI干预的起点。通过一个卡车公司的案例研究，展示如何从主题选择开始，通过AI的4-D循环发起和维持积极变革，从而改善盈利能力和转变工会与管理层文化。 第六周：整合概念和想法 本周通过另一案例研究整合前几周的概念，展示在钢铁厂改善安全的意外成果，重申“话语创造我们的世界”的主要命题。总结领导者如何开始实验AI的方法，以及在日常生活中“成为”而不仅仅是“做”的建议。
Name:What is Appreciative Inquiry & Why do I care?
Description:Week One defines what Appreciative Inquiry (AI) is and frames it among the growing trend of “strength-based” approaches to human development and organization change. This strength-based perspective is viewed in contrast with deficit-based change which is reportedly successful less than 30% of the time. The unintended consequences of deficit or problem-based change approaches are discussed in contrast with the focus on using strengths to create shared positive images of future possibilities that underlies the AI theory and method.
Name:Week 2
Description:Week Two underscores the “power of the positive question” and story-telling as effective ways to engage stakeholders in change efforts. Participants in the course are guided to conduct an “appreciative interview” in order to experience the impact of “best past” questions and sharing stories that evidence strengths in action. The fatefulness of the questions leaders ask is demonstrated as a foundational principle in AI.
Name:Week 3
Description:Week Three introduces the AI change method in the form of the “4-D” Cycle. The Discovery, Dream, Design and Destiny phases are described and we see a video example of an appreciative leader reconnecting his organization with their core strengths. This is the outcome of the Discovery Phase and sets the foundation for having multiple stakeholders or team members “dream” or imagine new, positive possibilities for the future. The ability to begin change with a discovery of past strengths in action – or emphasizing stability-in-change - is discussed as a key skill of appreciative leaders.
Name:Week 4
Description:Week Four explores the foundational principles of AI and some of the supporting research and literature that demonstrate the power of positive questions, the relationship between positive future images and our actions, and the importance of positive emotions. These findings converge in a strong implication for leaders that they need to create work spaces that emphasize a 4:1 or greater imbalance of positive imagery over negative or deficit imagery in daily interactions and conversations. The link to the one of the core foundational principles that “words create worlds” is demonstrated.
Name:Week 5
Description:Week Five discusses Topic Choice – or the reframing of problems into affirmative opportunities – as the starting point for AI interventions. A case study of a trucking company is presented, including video, to show how an organization moves from Topic Choice through the Ai 4-D Cycle to launch and sustain positive changes that lead to improved profitability and a transformed union-management culture.
Name:Week 6
Description:Week Six integrates the concepts and ideas from prior weeks through another case study of safety improvement in a steel mill where the outcome from applying the AI approach was unexpected and reinforces a primary proposition in AI that “words create our worlds.” A summary of ideas for how leaders can begin to experiment with AI are summarized along with suggestions for “being” - not just “doing” – Ai in one’s daily life.
Appreciative Inquiry is a collaborative and constructive inquiry process that searches for everything that gives life to organizations, communities, and larger human systems when they are most alive, effective, creative and healthy in their interconnected ecology of relationships. To appreciate, quite simply, means to value and to recognize that which has value—it is a way of knowing and valuing the best in life. In the language of Positive Organizational Scholarship it means a research focus—a positive bias—seeking fresh understanding of dynamics described by words like excellence, thriving, abundance, resilience, or exceptional and life-giving. In this context the word appreciate means to value those things of value—it is a mode of knowing often connected to the idea of esthetic appreciation in the arts. To appreciate also means to be grateful or thankful for—it is a way of being and maintaining a positive stance along the path of life's journey. And not incidentally, to appreciate is to increase in value too. Combining the three—appreciation as a way of knowing, as a way of being and as an increase in value– suggests that Appreciative Inquiry is simultaneously a life-centric form of study and a constructive mode of practice. As a form of study, Appreciative Inquiry focuses on searching systematically for those capacities and processes that give life and strength and possibility to a living system; and as a constructive mode of practice, it aims at designing and crafting human organizations through a process in which valuing and creating are viewed as one, and where inquiry and change are powerfully related and understood as a seamless and integral whole Leading Positive Change through Appreciative Inquiry is a course dedicated to advancing our understanding and skill in leading strength-based change and on how to create, foster and manage organizations in which people thrive and perform at their best.
