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Exciting things are in the works...
When we put the call out offering the opportunity to work with us to expand our training programs, we had no idea how many amazing people who have been certified by the Center for Appreciative Inquiry would respond. An invitation is special to us and we look for others who recognize the importance of this work, and of supporting each person in their journey. To impact each person in a generative and positive way.
We now have a waiting list that we reach out to as we begin our next cohort. As we grow, we are embracing our differences, adding value to our work and our communities. First, we are beginning our growth geographically in pairs (teams), to meet the needs of individuals and organizations where they are.
Expanding the Center for Appreciative Inquiry Brand is more about reaching out to the extraordinary richness of ideas, thoughts, believes and values while adding to our rich diversity and legacy. Each new trainer brings a genuine interest in and passion for teaching Appreciative Inquiry and we are appreciative of the opportunity to learn and work with each of them.
We would like to welcome our current cohort of Ai Trainees:
Appreciatively,
Kathy Becker,
President and CEO,
The Center for Appreciative Inquiry
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Welcome to the Appreciative Inquiry Community...
Company of Experts / Center for Appreciative Inquiry is pleased to introduce its newest Certified Appreciative Inquiry Facilitators and/or Coaches to its growing AI family.
The individual(s) listed below participated in our 4-day
Appreciative Inquiry Facilitator Training (AIFT) and/or our 5 day
Appreciative Inquiry Coaching Training (AICT) program and submitted a practicum demonstrating their knowledge and application of Appreciative Inquiry. In reading their practicums, we are able to celebrate in their achievements and observe how Appreciative Inquiry has positively influenced their lives - personally and professionally.
- Mary M. Gullatte, "Developing Nursing Programs That Improve Patient Safety and Nursing Practices"
- Will Wiebe, "Creating an Organizational Culture of Inspiration and Positive Whole Systems Change"
- Kimberly Johnson & Peter Burchenson, "Flourishing in an Environment that Fosters Growth, Encourages Innovation, and Provides Clear Direction"
- Lucie Bouchard, "Exploring My Power and Self-Confidence"
New practicums are frequently posted to our website, so please check back often to see what new stories have been posted. Click
here for more practicums.
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Just Launched: FREE Appreciative Inquiry Directory
The Center for Appreciative Inquiry's Directory was created to allow clients to find Certified Appreciative Inquiry professionals worldwide, provide expert support and peer collaboration for independent consultants, and build a growing network of individuals who want to increase their impact for making a positive difference in the World - inspiring success and connections of people, community and organizations.
Individuals certified through the Center for Appreciative Inquiry (CAI) from 2010 to present are eligible to be included in the
Center for Appreciative Inquiry Directory Listing for FREE for the duration for their certification. Directory profiles are easy to create and update and will make you locatable by our worldwide audience. All Directory profiles will remain visible on our website for the duration of your certification.
Create your Free Ai Directory listing today! Our Directory Profile creation process is easy and takes only a few minutes. Once approved, you can begin enjoying all the benefits of your Free Appreciative Inquiry Directory Listing.
To learn more about our Appreciative Inquiry Directory, please click
here.
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Six Habits of People Who Know How to Bring Out the Best in Others
By: Stephanie Vozza, Fast Company
If you think your most important job as a leader is to write mission statements, set goals, or even increase revenue, you're focusing on the wrong metrics. Your most significant role doesn't involve your results; your job is to inspire your employees' results, says Richard S. Wellins, co-author of Your First Leadership Job: How Catalyst Leaders Bring Out the Best In Others.
"As a leader your focus changes; your number one priority is to bring out the best in others," says Wellins, who is senior vice president at management consulting firm DDI.
A study done by DDI and Harris Interactive found that 98% of employees who have good leaders are motivated to do their best, while only 11% of employees with ineffective managers felt motivated to give their best.
Being able to bring out the best in others is a skill that involves just 10% natural inclination; the other 90% has to be deliberate, says Wellins: "It can't be learned by listening to a lecture or reading examples," he says. "It needs to be practiced, reinforced, and used day to day.".
Read Article>>
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Language as Action: Managing Progress & Accountability
By: Luke Younge, Certified Ai Trainer & Coach, The Center for Appreciative Inquiry
In a previous post I wrote about the concept of Destiny in Appreciative Coaching. For many, the 'radical' approach outlined in that article made sense and breathed new life into their coaching practice; however, many people are curious - how do we evaluate or monitor our client's progress as they live out their Destiny? The International Coaching Federation (ICF) requires its members to adhere to eleven core competencies. The purpose of these competencies is to help coaches support and maximize their client's personal and professional potential. One core competency involves managing a client's process and accountability. This article intends to suggest some methods to: measure, track and evaluate the progress of one's coaching, assess progress and accountability, and reinventing what these terms can mean for us as appreciative coaches.
Progress and Movement
There is a paradigm of progress that says that to progress we must close the gap between where we are and where we want to be. We start here and move to there. In this paradigm milestones, markers, progress indicators all make sense and are very helpful in making good progress. Let's call this the traditional paradigm of progress.
There's another paradigm that says that progress is really only seen in hindsight.
Read Article>>
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Why Social Skills Are Trumping Cognitive Skills
By: Greg Satell, The Creativity Post
The future belongs not to the strongest or the smartest, but those who can collaborate-with humans and machines-most effectively.
From roughly the time of Jesus to Napoleon, life changed little. Then the industrial revolution replaced muscle power with steam power and human existence was transformed. Incomes, life expectancy and population, which had long been locked in Malthusian conflict, began to reinforce each other and rise in tandem.
It's hard to overestimate how profound that change was. Prosperity, rather than being tied to land, became a function of the efficient use of capital. Physical strength was rendered largely irrelevant and education became a ticket to a better life. Technology, in effect, created the modern world.
We're at a similar point in history today as intelligent machines are beginning to replace human cognitive power. This revolution, much like the industrial revolution that came before it, will change the basic rules of success that we've come to know. Rather than knowledge and intelligence, the ability to collaborate will be the defining competitive attribute.
Read Article>>
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Our Thoughts on the Inquiry-Based Learning Model
By: Louisa Grundy, 3P Learning
Over the past decade, the phenomenon of inquiry-based learning has come to shape the framework of modern learning practices. Backed by decades of research and with explicit applications across the Australian National Curriculum, it is safe to say that inquiry-based learning is at the core of 21st century learning.
"Inquiry" as a term, lends itself to the 'act of asking questions' or 'undertaking an investigation', and in the educational context that is exactly where the heart of this learning approach lies. Gone are the days where students are seen as passive recipients of knowledge and teachers are viewed as static transmitter of facts. Today's 21st century classroom is all about knowledge construction, probing students to independently and collaboratively learn through the process of exploration, investigation, research, pursuit and study.
Drawing on constructivist ideologies, inquiry-based learning emphasises a hands-on, minds-on teaching and learning approach whereby students and teachers share the responsibility in the learning process. This dual passageway challenges students to guide their own learning pathways and challenges teachers to act as the facilitators and supporters of the student learning process. Through harnessing the spirit of investigation, inquiry-based learning advocates the importance of thinking in order to create meaning, working to increase intellectual engagement and foster deep understanding. Read Article>> |
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Organizations Are Not Machines
By: Rod Collins, Optimity Advisors
Despite its long history of success and its continued use by most established businesses, hierarchical management is an unsustainable organizational strategy in a world transformed by the digital revolution. The problem with hierarchical management is that it assumes that organizations are essentially machines, which explains why the typical organization chart resembles a mechanical schematic. But as everyone knows -- except, perhaps, those who pull the levers of power -- people are not cogs in a Borg-like structure, and thanks to the recent digital revolution, resistance is no longer futile.
In today's post-digital world, business happens in a hyper-connected global network where people can work directly and effectively with each other without having to go through a central organization. This development has spawned a new breed of leaders who eschew traditional organization charts because they assume that high performing human organizations are complex adaptive systems that behave more like organisms than machines. That's why the leaders of companies such as Gore, Morning Star, and Valve, design their organizations as peer-to-peer networks rather than top-down hierarchies. Read Article>> |
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We is at the Core of Great Leadership
By: Meghan Biro, TalentCulture Consulting Group
As the American workplace continues to evolve, traditional leadership structures are dissolving. As a result, we're beginning to see a shift from an "I" concept of leadership to a "We" concept. This is an example of holocracy, which is making inroads in supplanting the hierarchical organizational structures of yesterday, and it's an interesting shift.
What is holocracy? Well, it's a management structure that brings discipline and structure to a peer-to-peer workplace, with the goals of achieving maximum creative expression while emphasizing accountability. So, how do leaders lead effectively in this new landscape? How do they get buy-in from their teams without being able to mandate it? Let's explore.
The fact that we have five generations in the workplace for the first time in history compounds the challenges of 21st century leadership. Those challenges can be addressed by remaining ever mindful that the We concept of leadership is personified by the collective efforts of teams to make things happen, which is the basic premise of holocracy. But what does that look like in real work life? Read Article>> |
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How Expressing Gratitude Might Change Your Brain
By: Christian Jarrett, British Psychological Society's Research Digest Editor
A lot of so-called "positive psychology" can seem a bit flaky, especially if you're the sort of person disinclined to respond well to an admonition to "look on the bright side." But positive psychologists have published some interesting findings, and one of the more robust ones is that feeling grateful is very good for you. Time and again, studies have shown that performing simple gratitude exercises, like keeping a gratitude diary or writing letters of thanks, can bring a range of benefits, such as feelings of increased well-being and reduced depression, that often linger well after the exercises are finished.
Now a brain-scanning study in NeuroImage brings us a little closer to understanding why these exercises have these effects. The results suggest that even months after a simple, short gratitude writing task, people's brains are still wired to feel extra thankful. The implication is that gratitude tasks work, at least in part, because they have a self-perpetuating nature: The more you practice gratitude, the more attuned you are to it and the more you can enjoy its psychological benefits. Learn More>> |
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6 Ways Highly Successful People Stay Positive
By: Harvey Deutschendorf, Fast Company
A positive attitude can go a long way. You've heard that probably since kindergarten. The trouble is, many of us don't really know what to do with that adage, believing instead that our temperament isn't something we can really control. But with practice, we can learn to adjust our attitudes in order to make them work more in our favor more often.
The key, of course, isn't to become perpetually optimistic. No one can uphold a sunny disposition 100% of the time. But you don't have to. Instead, learning to think positively in the face of adversity-when times really get tough-is both the more useful and more achievable approach when it comes to success. Here are a few things the most successful people do in order to stay positive. Learn More>> |
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We Are Looking for Appreciative Inquiry Trainers
The Center for Appreciative Inquiry is seeking experienced trainers, coaches, consultants and facilitators to become certified to teach its Appreciative Inquiry Trainings and Workshops. Trainers will be certified to deliver our various workshops (to business, community, non-profit, education, etc.) to support the growth and interest in Appreciative Inquiry focusing on dialogue, collaboration and how the human systems thrive.
We are looking for high energy people with a commitment to helping others develop and grow as internal facilitators and to be part of creating a better World Community. If you are grounded in humans systems flourishing demonstrated by your views of social change and by participating in the AI Community, you may be a good match for this program. Learn More>> |
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