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Positive Psychology and Change: How Leadership, Collaboration, and Appreciative Inquiry Create Transformational Results

ISBN: 978-1-118-78884-4
272 pages
May 2016, Wiley-Blackwell
Positive Psychology and Change: How Leadership, Collaboration, and Appreciative Inquiry Create Transformational Results (1118788842) cover image

Description

Positive Psychology and Change explores how areas of positive psychology such as strengths, flow, and psychological capital can be applied to the everyday challenges of leading a dynamic and adaptive work community, and how collaborative group approaches to transformational change can be combined with a positive mindset to maintain optimism and motivation in an unpredictable working environment.

  • Articulates a unique vision for organizational leadership in the 21st century that combines positive psychology, Appreciative Inquiry (AI), and collaborative group technologies
  • Focuses on four specific co-creative approaches (Appreciative Inquiry, Open Space, World Café and SimuReal) and the ways in which they surpass traditional methods for organizational change
  • Explains the latest theory, research, and practice, and translates it into concrete, actionable ideas for meeting the day-to-day challenges of effective and adaptive leadership and management
  • Includes learning features such as boxed text, short case studies, stories, and cartoons
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Table of Contents

About the author

Foreword

Preface

Acknowledgements

Chapter One: The Legacy Of Twentieth Century Idea About Organisational Change

Introduction

A Changing World

The Roots Of Many Change Models

Legacy Thinking About Organisational Change

The Legacy Beliefs Of Lewin And Taylor In Our Understanding Of Organisational Change

Conclusion

Chapter Two: The Challenge Of Leadership

Introduction

Should Decisiveness Be The Priority In Leaders?

The Need To Make A Difference

What Does Shifting The Organizational Metaphor Mean For Leaders?

New Definition Of Leadership

Doing Leadership Differently

Characteristics Of A New Leadership Style

Conclusion

Chapter Three: Helping People Engage Positively With Imposed Change

Introduction

Unintended Consequences Of Imposed Change

Understanding The Psychological Impact Of Imposed Change On People

Accessing Psychological Resources To Increase Efficacy And Resilience.

Conclusion

Chapter Four: How The Methodologies Described Later Approach Organisations And Change

Introduction

Key Factors That Create Living Human System Learning And Change

Distinctive Features Of Co-Creative Approaches To Change

Principles Of Practice For Achieving Change In Living Human Systems

Conclusion

Chapter 5: Using Positive Psychology To Achieve Change At The Team And Individual Level

Introduction

Principles

Positive And Appreciative Practices

Conclusion

Chapter Six: Appreciative Inquiry

Introduction

Process

Purpose

Recommended Use

Key Ideas

Critical Success Factors

Key Skills

Background And History

When To Use And Counter-Indications

Conclusion

Chapter Seven: World Café

Introduction

The Process

Purpose

Recommended Use

Key Ideas

Critical Success Factors

Key Skills

Background And History

Conclusion

Chapter 8: Open Space

Introduction

Purpose

Process

Recommended Use

Key Ideas

Critical Success Factors

Key Skills

Background And History

Conclusion

Chapter Nine: Simu-Real

Introduction

Purpose

The Process

Recommended Use

Key Ideas

Critical Success Factors

Key Skills

Background And History

Long-Term Effects

When To Use And Counter-Indications

Chapter 10. Pulling It All Together

Introduction

Rise Of Planned Change Approaches

Co-Creative Approaches To Change

Feature Of Co-Created Change

Linking, Theory, Research And Practice

Time For Something Different

Blended Interventions General Principles For Bringing Emergent Change Insights To Planned Change Projects

POSITIVE: The Whole Strengths Spectrum Approach To Change

Conclusion

References

Index

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Author Information

Sarah Lewis, an acknowledged expert on positive psychology and Appreciative Inquiry, is Managing Director and Principal Psychologist at Appreciating Change (www.acukltd.com). She is an Associated Fellow of the British Psychological Society and a Principal Member of the Association of Business Psychologists. She is the author of Appreciative Inquiry for Change Management (Second Edition, 2016) and Positive Psychology at Work (Wiley-Blackwell, 2011). Her work is informed by a positive and appreciative view of organizations, and she also has particular expertise in systemic consultation, Open Space, World Café, and SimuReal. She is a frequent presenter at national and international conferences, facilitates large group events and regularly runs workshops on “The Psychology of Change” through the CIPD.
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Reviews

“This book is a doorway into generative, strengths-inspired and solutions-focused change. It gives leaders the gift of new eyes and teaches how humility might just be a leader’s greatest strength. It brings the joy of high quality connections back into the field of organization development.  And it reminds us that we can create conditions – the evidence base is there – to confirm our deepest conviction: that human beings are good. Read this wonderful book carefully.”

David Cooperrider, Weatherhead School of Management, Case Western Reserve University

“We need to develop work organizations in which people thrive and find positive meaning in life rather than being impoverished and exhausted by organizational change. This book offers a profoundly important guide to how we can create such organizations, providing the theoretical rationale, evidence and practical steps necessary to achieve transformational change. Every manager and leader of every organization should not only read it but immediately put it into practice.”

Michael West, Lancaster University Management School

“Sarah Lewis is one of those rare management writers able to combine academic research with practical relevance. In Positive Psychology and Change she offers a fresh, evidence-based rethinking of how large group organizational change methods work and many practical suggestions for how to use them successfully.”

Gervase R. Bushe, Beedie School of Business, Simon Fraser University

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