In a time of vast, systemic changes in healthcare, Creative Health Care Management is embracing Appreciative Inquiry and positive organization development to inspire and challenge healthcare leaders to new and greater possibilities.
Case Western Reserve University has honored David L. Cooperrider, a global expert on Appreciative Inquiry (AI) with the Weatherhead School of Management, as a Distinguished University Professor, a title that acknowledges the outstanding contributions of full-time, tenured professors with a distinguished academic record of extraordinary research, scholarship, teaching and service.
David Cooperrider, PhD, Fairmount Santrol - David L. Cooperrider Professor in Appreciative Inquiry, discusses what he believes to be the most important business-for-good movement in the world today, the shift from sustainability to flourishing.
In our own coaching practices, or in our coaching relationships with others, there is a persistent quest to strike up the right chemistry between coach and coachee. A significant body of academic work has promoted the importance of coaching relationships being coachee-centric - that is, coaching should work on the principle that it is the coachee's development that should ultimately guide the coaching process and experience. However, there still remains a need for coaches to present and conduct themselves as competent professionals with the required skillset and expertise to assist and develop the coachee in a way that they could not achieve on their own.
Attitudinal and behavioral changes on the part of a coachee are often thought to be the hallmarks of a successful coaching intervention. Two useful proxies for determining these kinds of changes are receptiveness to feedback on the part of the coachee and the development of a coachee's level of self-awareness. A recently published Israeli study of executive coaching, based on a sample of 200 participants (including executives and coaches), sought to establish what characteristics in both the coachee themselves and the nature of the coaching relationship in question were positively related to both receptiveness to feedback and self-awareness on the part of the coachee.