The positive model is applied to planned change through an approach is called appreciative inquiry (AI). Which of the following is not the cyclical step of AI ?
Dedication
Dedication is not a step of appreciative inquiry — option 4. The fourth D is Destiny.
What appreciative inquiry is. Developed by David Cooperrider and Suresh Srivastva at Case Western Reserve University in the 1980s, AI is the leading example of the positive model of planned change. Conventional organisation development is a deficit model: find the problem, diagnose the cause, fix it. AI inverts that. It asks what the organisation looks like when it is working at its best, and then seeks to extend those conditions — on the premise that organisations move in the direction of what they persistently ask questions about.
The 4-D cycle.
| Step | Question it asks | What happens |
|---|---|---|
| 1. Discovery | “What gives life ?” | Appreciating the best of what is — interviews and stories about peak experiences and successes |
| 2. Dream | “What might be ?” | Envisioning what the organisation could become if the best were the norm |
| 3. Design | “What should be ?” | Co-constructing the structures, processes and relationships that would realise the dream |
| 4. Destiny | “What will be ?” | Sustaining — empowering people to act, learn and improvise towards it; sometimes called Deliver |
Some formulations put a fifth D, Define, at the front, for choosing the affirmative topic.
Why option 4 is the trap. All four options begin with D, and “dedication” sounds like the kind of word such a model would use. The safeguard is to recall the function of the last step — making the change durable — and the word attached to it.
Where AI fits. It sits alongside Kurt Lewin’s three-step model of unfreeze, change and refreeze, and Kotter’s eight steps, as one of the standard approaches to planned organisational change; its distinctive contribution is the shift from problem-solving to strength-building, and the high degree of participation it requires.
Hence, the answer is Dedication.
Similar Questions
Following steps are undertaken for developing a workforce score card.
(a) Identify critical and carefully defined outcome measures.
(b) Translate the measures into specific actions and outcomes.
(c) Identify high and low performing employees.
(d) Develop and communicate detailed description of what is expected.
(e) Develop supporting HRM and measurement systems.
What is the correct chronological order of these steps ?
Read the following passage and answer the questions :
The Chairman astonished HR leaders by announcing the company’s discontinuation of annual reviews, substituting them with immediate feedback, goal-oriented coaching and weekly incentives. This transformation, once considered heretical, has gained widespread acceptance: around one-third of U.S. companies, including Adobe, Deloitte, GE, Microsoft and PwC, have transitioned from inflexible annual evaluations to regular, informal assessments. Conventional performance evaluations, previously effective for determining compensation and recognizing talent, have evolved into expensive, bureaucratic processes that are unpopular among both employees and managers. Critics contend that they prioritize historical conduct over prospective development, hinder collaboration and do not fulfill commercial requirements. Originating from the military’s merit rating system, performance appraisals have transitioned between accountability and development, influenced by variables including inflation, compulsory ranking at GE, executive compensation reforms and the competitive pursuit of talent. Currently, low inflation, streamlined organizational structures, agile work methodologies and the necessity for ongoing innovation have made annual reviews redundant. Organizations are currently emphasizing agility, collaboration, and personnel development, concentrating on continuous dialogue and immediate objective. Despite ongoing challenges-such as bias, salary discrepancies and inadequate supervisor training-organizations that implement continuous feedback mechanisms experience enhanced satisfaction, superior coaching and greater alignment with corporate objectives. The transition signifies a necessity: performance management must adapt to cultivate future talent.
__________ is a profile of job holders department-wise and offers a snapshot of who will replace if there is a job opening.
Under which method of performance appraisal many evaluators join together to judge employee’s performance in several situations with the use of a variety of criteria ?
Following steps are undertaken for developing a workforce score card:
(a) Identify critical and carefully defined outcome measures.
(b) Translate the measures into specific actions and outcomes.
(c) Identify high and low performing employees.
(d) Develop and communicate detailed description of what is expected.
(e) Develop supporting HRM and measurement systems.
What is the correct chronological order of these steps?
Which one of the following statements is not true in the case of Human Resource Management?
Which one of the following training methods is not a managerial on-the-job training method?
Arrange the following steps of training and development process in the right sequence:
a. Need analysis
b. Validation
c. Evaluation
d. Implement the programme
e. Instructional design
Match the following:
List - I List - II (a) Programmed learning (i) A development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations. (b) Case study (ii) Any attempt to improve current or future management performance by imparting knowledge, changing attitudes or increasing skills. (c) Management Game (iii) A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve. (d) Management development (iv) A systematic method for teaching job skills, involving presentation of questions or facts, allowing the person to respond and giving the learner immediate feedback on the accuracy of his answers. Match the following:
List - I List - II (a) Career management (i) The lifelong series of activities that contribute to a person's career exploration, establishment, success and fulfilment. (b) Career development (ii) The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations and other characteristics and establishes action plans to attain specific goals. (c) Career planning (iii) The process for enabling employees to better understand and develop their career skills and interests and to use these skills and interests more effectively.
Important Questions from Concept, role and functions of HRM
Male staff should take which of the following precautions?
Match List - I with List - II:
List - I (Concept) List - II (Description) A. Personnel management I. Focuses on profit maximization by contribution of the people B. Human Resource management II. Managing employee, employer relations amicably C. Industrial relation III. Managing Human resource challenges of international operations D. International HRM IV. Developing attitude of the people for their better contribution Choose the correct answer from the options given below :
- Match the items of List-I with those of List-II with regard to operative functions of HRM and indicate the code of correct matching.Codes :
List – I List – II a. Procurement i. Performance appraisal b. Development ii. Discipline c. Integration iii. Induction d. Maintenance iv. Personnel research Following steps are undertaken for developing a workforce score card.
(a) Identify critical and carefully defined outcome measures.
(b) Translate the measures into specific actions and outcomes.
(c) Identify high and low performing employees.
(d) Develop and communicate detailed description of what is expected.
(e) Develop supporting HRM and measurement systems.
What is the correct chronological order of these steps ?
Read the following passage and answer the questions :
The Chairman astonished HR leaders by announcing the company’s discontinuation of annual reviews, substituting them with immediate feedback, goal-oriented coaching and weekly incentives. This transformation, once considered heretical, has gained widespread acceptance: around one-third of U.S. companies, including Adobe, Deloitte, GE, Microsoft and PwC, have transitioned from inflexible annual evaluations to regular, informal assessments. Conventional performance evaluations, previously effective for determining compensation and recognizing talent, have evolved into expensive, bureaucratic processes that are unpopular among both employees and managers. Critics contend that they prioritize historical conduct over prospective development, hinder collaboration and do not fulfill commercial requirements. Originating from the military’s merit rating system, performance appraisals have transitioned between accountability and development, influenced by variables including inflation, compulsory ranking at GE, executive compensation reforms and the competitive pursuit of talent. Currently, low inflation, streamlined organizational structures, agile work methodologies and the necessity for ongoing innovation have made annual reviews redundant. Organizations are currently emphasizing agility, collaboration, and personnel development, concentrating on continuous dialogue and immediate objective. Despite ongoing challenges-such as bias, salary discrepancies and inadequate supervisor training-organizations that implement continuous feedback mechanisms experience enhanced satisfaction, superior coaching and greater alignment with corporate objectives. The transition signifies a necessity: performance management must adapt to cultivate future talent.
