Appreciative Inquiry & Positive Psychology Resources: AI and Libraries

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Collopy, F. (2009). The problem with problems. BusinessWeek Online, , 18-18.
The article presents the author's views on strategic planning process during deficit in an organization. According to the author, there are problems with the way managers and groups approach problems. The author states that by regularly investing at least a portion of one's energy in more appreciative inquiries may actually result in fewer problems to solve.

Pan, D., & Howard, Z. (2010). Distributing leadership and cultivating dialogue with collaborative EBIP. Library Management, 31(7), 494-504.
Purpose -- The purpose of this paper is to demonstrate the efficacy of collaborative evidence based information practice (EBIP) as an organizational effectiveness model. Design/methodology/approach -- Shared leadership, appreciative inquiry and knowledge creation theoretical frameworks provide the foundation for change toward the implementation of a collaborative EBIP workplace model. Collaborative EBIP reiterates the importance of gathering the best available evidence, but it differs by shifting decision-making authority from "library or employer centric" to "user or employee centric." Findings -- University of Colorado Denver Auraria Library Technical Services department created a collaborative EBIP environment by flattening workplace hierarchies, distributing problem solving and encouraging reflective dialogue. By doing so, participants are empowered to identify problems, create solutions, and become valued and respected leaders and followers. Practical implications -- In an environment where library budgets are in jeopardy, recruitment opportunities are limited and the workplace is in constant flux, the Auraria Library case study offers an approach that maximizes the capability of the current workforce and promotes agile responsiveness to industry and organizational challenges. Originality/value -- Collaborative EBIP is an organizational model demonstrating a process focusing first on the individual and moving to the collective to develop a responsive and high performing business unit, and in turn, organization. Adapted from the source document.

Robb, B. G., & Zipperer, L. (2009). Knowledge management in hospitals: Drawing from experience to define the librarian's role. Journal of Hospital Librarianship, 9(3), 307-317.
The future of hospital librarians is measured by how successful they are in adapting to new demands and in seeing innovative opportunities that have impact in the acute care setting. The authors share their experiences working with information professionals from corporate and hospital environments to envision how the concepts of knowledge management and transfer -- as applied in the corporate environment -- could be applied in a hospital/health system. The workshop session used the process of Appreciative Inquiry to facilitate a positive conversation. Participants shared their experiences in knowledge transfer activities -- both traditional and expansive in nature. Together they build a list of skill sets that librarians already embody to help organizations support their knowledge transfer efforts that may have not been recognized by leadership or the librarians themselves. The participants' positive experiences illustrated how these skills might enhance knowledge-sharing activities in hospitals. The group discussed how an expanded, proactive knowledge role could be implemented by hospital librarians. They drafted descriptions of Plan-Do-Study-Act projects to test the potential outcomes of this expanded application. The authors hypothesize that an explicit role for hospital librarians in sustaining successful knowledge transfer will contribute to organizational learning about error and quality improvement. The work begun by this group aimed to launch future discussions and studies on the role of librarians in knowledge management activities in hospitals. Adapted from the source document.

Stephens, D., & Russell, K. (2004). Organizational development, leadership, change, and the future of libraries. Library Trends, 53(1), 238-257.
This article discusses the actual and potential use of organizational development (OD)premises and practices in libraries. Several academic research libraries have adopted an OD approach in order to create and maintain a healthy organization, improve operations and culture, and anticipate and manage change. There are many reasons for this trend, including a natural resonance between library cultures and the underlying philosophy of OD. Aspects of change management are discussed,along with leadership issues. The article cites many information resources from several disciplines that may be useful as library organizations evolve. [ABSTRACT FROM AUTHOR]; Copyright of Library Trends is the property of Johns Hopkins University Press and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Sullivan, M. (2004). The promise of appreciative inquiry in library organizations. Library Trends, 53(1), 218-229.
Appreciative Inquiry is a different approach to organizational development, one that calls for the deliberate search for what contributes to organizational effectiveness and excellence. Appreciative Inquiry is a practical philosophy that assumes the organization is a "mystery" and a "marvel" to be embraced, not a problem to be solved (Cooperrider and Srivastava, 1987, p. 131). The author's experience with this different approach to organizational development reveals its power to unleash the creative energy within library organizations. This article describes the principles, process, and some of the practices of Appreciative Inquiry. (Original abstract)

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