Appreciative Inquiry (AI) is now a widely recognized process for engaging people in organizational development and change management. Based around conversational practice, it is a particular way of asking questions, fostering relationships, and increasing an organization’s capacity for collaboration and change. It focuses on building organizations around what works (rather than trying to fix what doesn’t) and acknowledges the contribution of individuals.

Appreciative Inquiry for Change Management studies AI in depth, identifying what makes it work and how to implement it in order to improve performance within the business.  The book explains the skills, perspectives, and approaches needed for successful AI, and demonstrates how a practical conversational approach can be applied to organizational challenges in times of change. Case studies from organizations that have already integrated AI into their change management practice, including Nokia and BP, reveal why these processes are valuable and demonstrate how to promote, create, and generate such conversations in other organizations. Written in jargon-free language, this updated second edition of Appreciative Inquiry for Change Management now includes chapters on how positive psychology can enhance appreciative practice and appreciative coaching, making it an essential resource for anyone looking to implement AI in their organization.