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

  • ID: 3617515
  • Book
  • 272 Pages
  • John Wiley and Sons Ltd
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Positive Psychology and Change offers a new perspective on the everyday challenges of organizational change, and the role of leadership in a dynamic, adaptive work community. Grounded in psychological research, it explores how the insights, methodologies and techniques of positive psychology and the related business development method Appreciative Inquiry (AI) can together be applied to the challenge of providing effective leadership in conditions of uncertainty. It also shows how collaborative group approaches to transformational change including Open Space, World Café, and SimuReal can be combined with a positive mindset to maintain optimism and motivation in an unpredictable environment. As leaders seek new ways to introduce change without provoking resistance, this book explains in accessible style, with practical lessons and real–world case examples, how areas of positive psychology such as strengths, flow, psychological capital and positivity are all relevant and can help.

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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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Sarah Lewis
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