Education Commons^™

Appreciative Inquiry: A Path To Change In Education, Pamela L. Buchanan

Journal of Critical Issues in Educational Practice

Appreciative Inquiry (AI) introduces a new approach to educational change. Most state and federal initiatives for educational change grow out of a deficit model determined to fix problems. The emphasis of AI is upon what is right with the organization and forms the basis for new initiatives and further change. This model proposes a cycle of inquiry used by leaders who distribute leadership across their constituents. Organizational learning is a process of individual and collective inquiry that modifies or constructs organizational theories-in-use and changes practice.

The study explored the relationship of AI, distributed leadership, and organizational learning qualities that exist …

Creating Shared Vision And Facilitating Transformation In Community Colleges, Dedria Adel Blakely

Dissertations

Why are some community colleges, regardless of location or size, able to successfully engage their communities (both internal and external) to create highly functional strategic plans that guide their institutions to a shared vision and transformational change? This research sought to identify the positive qualitative elements exercised during the strategic planning process. Contextual elements, such as how leaders craft the strategic planning process, how and to what degree they seek feedback from the college’s stakeholders, as well as the social and psychological processes and talents of the people involved in the planning have not been examined in depth in the …

The Landwarnet School, The Army Learning Model, And Appreciative Inquiry: How Is A Centralized Training Organization Improved By Introducing Decentralization?, Lisa Jayne Stamper

Electronic Theses and Dissertations

This exploratory, qualitative case study describes how a centralized training organization (LandWarNet School) was improved by introducing decentralization (Army Learning Model) toward “the best competitive position” or "sweet spot," defined by Brafman and Beckstrom (2006) as “enough decentralization for creativity, but sufficient structure and controls to ensure consistency” (pp. 189, 191). Any presence of the six chaordic elements of a decentralized organization, as described by Hock (1999), was also considered.

LandWarNet School (LWNS) trains approximately 6000 US Army Soldiers annually and is centrally organized. The new Army Learning Model (ALM) is a vision for a more decentralized training approach where …