Research for Results

Research for Results

In partnership with the Center for Appreciative Research, we are offering a range of services to assist with the measurement of the impact of Appreciative Inquiry (AI). Dr. Kevin Real, Associate Professor of Organizational Communication in the Department of Communication at the University of Kentucky is actively engaged in researching quantitative and qualitative methodology.

Dr. Real is interested in how AI and communication research can provide opportunities for improving everyday life for organizational members and stakeholders.

Together with Dr. Real and other members of the Center for Appreciative Research, we have the capacity to use proven methods to examine the short-and long-term effects of AI projects and interventions. We can measure individual, team, and organizational factors related to positive change through surveys and related evaluations. Our methodology is both quantitative and qualitative in collaboration with the clients’ needs.

Refer to the case study of ARAG North America for more details.

 

Sample Metrics for Organizations, Teams and Individuals

 

AI: relationship, connection and reflection Cross-functional collaboration
Leadership and autonomy Cross-level collaboration
Interpersonal adaptability Organizational citizenship behavior
Employee engagement Organizational culture
Communication Risk taking
Creative problem solving Customer service climate and culture
Psychological ownership

In partnership with the Center for Appreciative Research, we are offering a range of services to assist with the measurement of the impact of Appreciative Inquiry (AI)Dr. Kevin Real, Associate Professor of Organizational Communication in the Department of Communication at the University of Kentucky is actively engaged in researching quantitative and qualitative methodology.

Dr. Real is interested in how AI and communication research can provide opportunities for improving everyday life for organizational members and stakeholders.

Together with Dr. Real and other members of the Center for Appreciative Research, we have the capacity to use proven methods to examine the short-and long-term effects of AI projects and interventions. We can measure individual, team, and organizational factors related to positive change through surveys and related evaluations. Our methodology is both quantitative and qualitative in collaboration with the clients’ needs.

Refer to the case study of ARAG North America for more details.

Sample Metrics for Organizations, Teams and Individuals

AI: relationship, connection and reflection
Leadership and autonomy
Interpersonal adaptability
Employee engagement
Communication
Creative problem solving
Cross-functional collaboration
Cross-level collaboration
Organizational citizenship behavior
Organizational culture
Risk taking
Customer service climate and culture
Psychological ownership

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Contact us for more information:

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Certification and Workshops

Certification and Workshops

Diverse programs on Appreciative Inquiry and its applications.

Consulting for Positive Change

Consulting for Positive Change

Co-creative change initiatives for individuals, organizations and communities.

Organizational Learning

Organizational Learning

Learning and development programs to foster positive change.

Appreciative Inquiry is the study of what gives life to human systems when they function at their best. This approach to personal change and organization change is based on the assumption that questions and dialogue about strengths, successes, values, hopes, and dreams are themselves transformational.

Diana Whitney, PhD and Amanda Trosten-Bloom

2016-02-03T05:21:41+00:00

Diana Whitney, PhD and Amanda Trosten-Bloom

Appreciative Inquiry is the study of what gives life to human systems when they function at their best. This approach to personal change and organization change is based on the assumption that questions and dialogue about strengths, successes, values, hopes, and dreams are themselves transformational.
Appreciative Inquiry works because it liberates power. It unleashes both individual and organizational power. It brings out the best of people, encourages them to see and support the best of others, and generates unprecedented cooperation and innovation.

Diana Whitney, PhD and Amanda Trosten-Bloom

2016-02-03T05:22:07+00:00

Diana Whitney, PhD and Amanda Trosten-Bloom

Appreciative Inquiry works because it liberates power. It unleashes both individual and organizational power. It brings out the best of people, encourages them to see and support the best of others, and generates unprecedented cooperation and innovation.
Appreciative Inquiry turns command-and-control cultures into communities of discovery and cooperation.

Diana Whitney, PhD and Amanda Trosten-Bloom

 

2016-02-03T05:22:32+00:00

Diana Whitney, PhD and Amanda Trosten-Bloom

 

Appreciative Inquiry turns command-and-control cultures into communities of discovery and cooperation.
Appreciative Inquiry posits that organizations move in the direction of what they consistently ask questions about, and that the more affirmative the questions are, the more hopeful and positive the organizational responses will be.

Diana Whitney, PhD and Amanda Trosten-Bloom

2016-02-03T05:23:01+00:00

Diana Whitney, PhD and Amanda Trosten-Bloom

Appreciative Inquiry posits that organizations move in the direction of what they consistently ask questions about, and that the more affirmative the questions are, the more hopeful and positive the organizational responses will be.
The ultimate paradox of Appreciative Inquiry is that it does not aim to change anything. It aims to uncover and bring forth existing strengths, hopes, and dreams—to identify and amplify the positive core of the organization. In this process, people and organizations are transformed. With Appreciative Inquiry, the focus of attention is on positive potential—the best of what has been, what is, and what might be. It is a process of positive change.

Diana Whitney, PhD and Amanda Trosten-Bloom

2016-02-03T05:23:25+00:00

Diana Whitney, PhD and Amanda Trosten-Bloom

The ultimate paradox of Appreciative Inquiry is that it does not aim to change anything. It aims to uncover and bring forth existing strengths, hopes, and dreams—to identify and amplify the positive core of the organization. In this process, people and organizations are transformed. With Appreciative Inquiry, the focus of attention is on positive potential—the View Full →
Appreciative Leadership is the relational capacity to mobilize creative potential and turn it into positive power—to set in motion positive ripples of confidence, energy, enthusiasm, and performance—to make a positive difference in the world.

Diana Whitney, PhD, Amanda Trosten-Bloom and Kae Rader

2016-02-03T05:23:48+00:00

Diana Whitney, PhD, Amanda Trosten-Bloom and Kae Rader

Appreciative Leadership is the relational capacity to mobilize creative potential and turn it into positive power—to set in motion positive ripples of confidence, energy, enthusiasm, and performance—to make a positive difference in the world.
Appreciative leaders hold each and every person in positive regard. They look through appreciative eyes to see the best of people. They seek to treat all individuals positively, with respect and dignity, no matter their age, gender, race, religion, or culture—even education or experience. They believe that everyone has positive potential—a positive core of strengths and a passionate calling to be fulfilled—and they seek to bring that forward and nurture it.

Diana Whitney, PhD, Amanda Trosten-Bloom and Kae Rader

2016-02-03T05:24:13+00:00

Diana Whitney, PhD, Amanda Trosten-Bloom and Kae Rader

Appreciative leaders hold each and every person in positive regard. They look through appreciative eyes to see the best of people. They seek to treat all individuals positively, with respect and dignity, no matter their age, gender, race, religion, or culture—even education or experience. They believe that everyone has positive potential—a positive core of strengths View Full →

 

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