Page 175 - Appreciative Leadership

148 Appreciative Leadership

and multiregion clusters. Including outreach for youth and chil-
dren, environmental projects, economic development, peace
building, and works on HIV/AIDS, it also serves as an educa-
tional hub for people seeking information about world religions
and peace building. In countless ways, it is making the world a
better place, one relationship at a time.

The birth of the URI vividly illustrates how inspiration can chart the
course for powerful, positive results. Indeed, new products, processes
and partnerships—new ways of living, working, and being—inevita-
bly spring forth in the presence of a compelling, hopeful images and a
clear path forward. By inspiring hope for a better world, Appreciative
Leadership evokes its realization.

The Reenchantment of Work

We believe work to be a noble endeavor. We are fortunate enough
to like our work and the people, colleagues, and clients with whom
we work. We see the connections between what we do and the way
it benefits people and the planet. Our work affords us opportunities

for meaningful relationships, for the expression of our strengths, for
creativity, and for learning—as well as providing for our basic needs.
We realize that this is not the case for everyone. We believe, however,
that it is the potential for everyone.
It is the call of Appreciative Leadership to make it so: to foster the
reenchantment of work, so that people’s work provides for their basic
needs and enables them to feel proud of their contribution to the well-
being of the whole. Friends Ashwani Khurana and Dinesh Chandra
embarked upon a bold experiment to do just so in India:

Ashwani—CEO of K & Company, India’s largest privately owned
lottery company—and Dinesh—who teaches that business is a
place for personal growth and transformation—together created