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David Cooperrider (born July 14, 1954) grew up in Oak Park Illinois, and is the Fairmount Minerals Chair and Professor of Social Entrepreneurship at the Weatherhead School of Management at Case Western Reserve University, and Faculty Director at the Center for Business as an Agent of World Benefit at Case.〔(Faculty at Weatherhead School of Management )〕 He also teaches at University of Pennsylvania as well as Claremont University, where he was named The Peter F. Drucker Distinguished Fellow, one of the highest honors in the field of management for his contributions to leadership, change management, and organization development. Cooperrider is internationally recognized as the founder, together with Suresh Srivastva, of the theory of Appreciative Inquiry. David’s original doctoral dissertation Appreciative Inquiry Into Organizational Life has been cited in numerous books as “the first, and as yet, the best articulation of the theory and vision of appreciative inquiry.” It was completed and defended in 1985. According to ''Ode'', "In the field of Corporate Social Responsibility and Sustainability, David leads the movement towards a more sustainable future, as manifested in many international forums and gatherings, such as the Global Forum 'Business as an Agent of World Benefit: Management Knowledge Leading Positive Change'".〔http://www.odemagazine.com/blogs/intelligent_optimists/13612/david_cooperrider〕 ==Appreciative Inquiry== Appreciative Inquiry was articulated first as a method for building generative theory. It was a call for “a scholarship of the positive,” focusing our attention on “what gives life” to human and ecological systems when they are most alive. Very quickly – beyond its use as a positive organizational scholarship and theory-building method – the applied power of appreciative inquiry was discovered, and soon it spread to many domains such as organization development, strengths-based management, applied positive psychology, evaluation studies, change management, coaching and counseling, corporate strategy, sustainable development, social constructionism, design thinking, biomimicry, and learning theory. In a New York Times best-selling book, Marcus Buckingham traced it and concluded that the theory of Appreciative Inquiry was one of the three most important academic catalysts for the strengths revolution in management. Beyond the seminal work of Cooperrider and Srivastva, the other two giant sources of the strengths revolution in management included Peter Drucker’s Effective Executive and Martin Seligman’s call for a Positive Psychology in 2000. Together, appreciative inquiry, Drucker’s management theory, and positive psychology have created a society-wide positive-strengths movement “because it works.” What is AI’s big idea? It began with the observation that ever since Taylorism managers, researchers and consultants have seen organizations not only in machine-like terms, but in deficit-based terms as "problems to be solved" or fixed. True to Abraham Maslow's observation that "to a hammer everything looks like a nail," those same managers and consultants became, over the years, quite good at finding, analyzing, and sometimes solving problems in organizations. So much so that organizations became problems personified—and hence a whole vocabulary of deficit-based change grew up centered on concepts like “gap analysis,” “organizational diagnosis,” “root causes of failure,” “resistance,” “unfreezing,” “needs analysis,” “threat analysis,” and the need for high levels of dissatisfaction and urgent “burning platforms.” Much like diagnostic medicine with its focus on illness, management had become locked in a problem-analytic view of the world, especially when it came to concepts and tools for managing change. Early in the 1980’s almost two decades before the positive psychology field was christened, Cooperrider began to question the deficit-based change field and the root metaphor that “human systems are problems to be solved,” and he observed that the pervasive problematizing perspective was constraining and limiting, just as industrial-era machine metaphors were also limiting. Cooperrider and Srivastva, in their earliest work at the number one heart center the world, the Cleveland Clinic, engaged in a radical reversal of the traditional problem-analytic approach. Influenced by the writings of Albert Schweitzer on “reverence for life,” they determined that organizations are not institutional machines incessantly in need of repair and that deteriorate steadily and over time. Rather organizations are, fundamentally, living systems and centers of human relatedness, alive and embedded in amplifying networks of infinite strengths. Instead of problems-to-be-solved, human systems are mysteries-to-be-appreciated; in a very real way they are products of the miracle of human interaction and relatedness. And the more we study “what gives life” versus “what’s wrong” the more we move in the direction or become what we study. Instead of studying low morale, for example, we should study human flourishing in the workplace “because human systems move in the direction of what they study.” The simple act of observation in a human system changes the phenomenon itself. In physics it’s called the Heisenberg Effect. But in human systems it’s even more powerful. Cooperrider called it “the exponential inquiry effect” to indicate how our first questions, like the early stage of a snowball, can grow into exponential tipping point movements. That's why he writes: “We live in worlds our questions create.” In a classic conversation between David Cooperrider and Peter Drucker, they found something in common: a realization that strengths do more than perform, they transform. For Drucker, the development of an appreciative eye is, in essence, the first task of great leadership. “What is leadership all about?” he asked “Leadership is about the creation of an alignment of strengths in ways that make a system’s weaknesses irrelevant.” That is what appreciative inquiry does: it provides the theory and tools for (1) the elevation of systemic strengths; (2) the unification and configuration of systemic strengths; and (3) the magnification of systemic strengths outward into society, that is, the discovery and design of positive institutions that bring our highest human strengths, such as love and courage, into the world. Today, Appreciative Inquiry’s strengths-based tools and social constructionist concepts of human knowledge have been translated into many powerful practices: the “4-D” action-research cycle of discovery, dream, design, and destiny; the Appreciative Inquiry Large Group Summit method; the art of the “unconditional positive question (see Encyclopedia of Positive Questions); the SOAR approach to corporate strategy (versus SWOT); AI Executive Coaching; the Appreciative Inquiry massive online planning and design studio; generative metaphor intervention; the worldwide appreciative inquiry into Business as an Agent of World Benefit; and many others. What is so noteworthy about AI as a social construction is that it was treated, right from the beginning before open source, in an open, collaborative kind of way. David made a decision early on: no trademarks or copyrights. In fact, David Cooperrider always put on the cover pages of notes and his slides, just the opposite of copyright: he said instead “right to copy.” As a result, the collective creativity of the whole AI community and field, and its impacts into OD, positive psychology, social constructionist thought, family therapy, and strengths-based management has bourgeoned. The “AI Commons,” a web platform for the free and full sharing of AI resources, receives millions of hits every year. New David L. Cooperrider Center for Appreciative Inquiry Dedicated on November 8, 2014, The David L. Cooperrider Center for Appreciative Inquiry at Champlain College became the only academic center in the world focused entirely on Appreciative Inquiry. The stated purpose of the Center is to educate leaders to be the best in the world at seeing the best for the world, in order to discover and design positive institutions – organizations and communities that elevate, magnify, and bring our highest human strengths to the practice of positive organizational development and change. Dr. Cooperrider will serve as honorary chair of the Center, act as strategic consultant for the Robert P. Stiller School of Business at Champlain College, and participate in executive workshops at the College’s Burlington, Vermont campus and in other locations. “The Stiller School of Business at Champlain College welcomes Dr. Cooperrider to an institution that is fast becoming the finest professionally and globally-focused small college in the U.S.,” said Donald Laackman, president of Champlain College. “Teaming with Dr. Cooperrider, our growing network of scholars, executives and certified Appreciative Inquiry practitioners will demonstrate and teach how strengths-based organizations can and do succeed.” 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「David Cooperrider」の詳細全文を読む スポンサード リンク
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