This book describes a wildly popular approach to organizational change that dramatically improves performance by encouraging people to study, discuss, learn from, and build on what’s working, rather than simply trying to fix what’s not. Whitney and Trosten-Bloom use examples from many different types of organizations to illustrate Appreciative Inquiry (AI) in action. The authors have included a new chapter on the community applications of Appreciative Inquiry, as well as a host of new examples and other enhancements. More on AI here, here, and here.
We attempt to demystify and reveal the many faces of power. We look at power as an individual, collective, and political force that can either undermine or empower citizens and their organizations. It is a force that alternatively can facilitate, hasten, or halt the process of change promoted through advocacy. For this discussion, we draw on practical experience and theory, particularly related to poverty and women’s rights where power has been analyzed from the vantage point of subordination and discrimination. We also offer a variety of tools and frameworks for mapping and analyzing power and interests.