Finally, a book of case studies written by practitioners for practitioners about their experiences applying Appreciative Inquiry! This book contains case studies with rich detail on how the authors applied Appreciative Inquiry theory to their client's situation. They share their thoughts and lessons on how it worked and what they learned. Written in a simple style with lots of examples, this is the book you've been waiting for. The book is divided into five sections: Case Studies, Community Application, Application of Theory, Theory, and Resources and has 17 chapters.

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From the Forward by David Cooperrider:

What is Appreciative Inquiry?

Appreciative Inquiry (AI) begins an adventure. The urge and call to adventure has been sounded by many people and many organizations, and it will take many more to fully explore the vast vistas that are now appearing on the horizon. But even in the first steps, what is being sensed is decisive new direction in our language and theories of organization and transformation-an invitation, as some have declared, to " a positive revolution in change."

In the ten years since the theory and vision for Appreciative Inquiry Into Organizational Life was published in Research in Organization Development and Change (JAI Press, 1987), there have been literally hundreds of people involved in co-creating new practices for doing AI and for bringing the spirit and methodology of AI into organizations all over the world. The velocity and largely informal spread of the ideas continues to escalate and points clearly to the need for more rapid sharing-new tools, training designs, example interview protocols, case stories, cross-cultural learnings etc. Put simply, new practice is outpacing theory. And that is what this wonderful book is about.

More than just a "fieldbook," this volume is aiming at something higher. Its meta-message is about building learning community, and about the need to dramatically reduce the time lag between innovations in the field (no matter how nascent or fresh) and our free and open sharing with one another as creators, colleagues, co-theorists, and co-conspirators.

It is a time for re-thinking human organization and change. Deficit based modalities are increasingly falling short. And cynicism, about the very idea of planned change, is rampant. But Sue Hammond and Cathy Royal and all the other generous co-authors of this book offer a message of hope. Through each and every one of these compelling stories appreciative inquiry is given strength as a work in progress. Read this book as an invitation to your own experimentation, say the authors and then let's share again!

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