Theory E²: Working with Entrepreneurs in Closely-Held Enterprises III. The Appreciation of Entrepreneurship and Enterprise

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises III. The Appreciation of Entrepreneurship and Enterprise

Conclusions

Appreciative entrepreneurs are always learning from past successes and challenges. However, much more is required of them. To use a term introduced by Otto Scharmer (2009), these entrepreneurs must “learn from the future.” This means that they must not only appreciatively lean into the future, but also bring an appreciative perspective to the task of learning from the past and present—both past and present successes and past and present failures (Tim Russert’s “forward failing”]. There is always rich learning to be derived from any organizational experience, be it a success or a failure. For everything there is a season.

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References

David Cooperrider, “Positive Image, Positive Action: The Affirmative Basis of Organizing,” in Suresh Srivasta, David Cooperrider and Associates. Appreciative Management and Leadership: The Power of Positive Thought and Action in Organizations. San Francisco: Jossey-Bass, 1990.

L. Cummings and Ronald Anton, “The Logical and Appreciative Dimensions of Accountability,” in Suresh Srivasta, David Cooperrider and Associates. Appreciative Management and Leadership: The Power of Positive Thought and Action in Organizations. San Francisco: Jossey-Bass, 1990.

Hernando De Soto. The Mystery of Capital: Why Capital Triumphs in the West and Fails Everywhere Else. New York: Basic Books, 2000

Peter Frost and Carolyn Egri, “Appreciating Executive Action” in Suresh Srivasta, David Cooperrider and Associates. Appreciative Management and Leadership: The Power of Positive Thought and Action in Organizations. San Francisco: Jossey-Bass, 1990

Willis Harmon, “Shifting Context for Executive Behavior: Signs of Change and Revolution,” in Suresh Srivasta, David Cooperrider and Associates. Appreciative Management and Leadership: The Power of Positive Thought and Action in Organizations. San Francisco: Jossey-Bass, 1990

Peter Frost and Carolyn Egri, “Appreciating Executive Action” in Suresh Srivasta, David Cooperrider and Associates. Appreciative Management and Leadership: The Power of Positive Thought and Action in Organizations. San Francisco: Jossey-Bass, 1990

Roger Rosenblatt, “The Admiration of Others,” Modern Maturity. January/ February 1997, p. 23.

Tim Russert interviewed by Charlie Rose (PBS), May 11, 2004.

Otto Scharmer, Theory U. San Francisco: Berrett-Koehler, 2009

Peter Vaill, “Executive Development as Spiritual Development,” in Suresh Srivasta, David Cooperrider and Associates. Appreciative Management and Leadership: The Power of Positive Thought and Action in Organizations. San Francisco: Jossey-Bass, 1990.

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William BergquistWilliam Bergquist, Ph.D. An international coach and consultant in the fields of psychology, management and public administration, author of more than 50 books, and president of a psychology institute. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations.

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