Participation and Social Engineering in Early Organizational Action Research: Lewin and the Harwood studies

Kristiansen, Marianne; Bloch-Poulsen, Jørgen

doi:10.3224/ijar.v13i2.05

Cited by 5 publications

(9 citation statements)

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“…We have encountered similar problems in our own projects and have concluded that participatory action research is always the exercising of power (Kristiansen & Bloch-Poulsen, 2011, 2014a, and that therefore what matters is, among other things, to make it transparent, e.g. by putting one's own arguments and interpretations, and their limitations, up for dialogue.…”

Section: The Pilot Study and Participation As The Exercising Of Powermentioning

confidence: 86%

“…We choose 'participation' as our basic term not only because it is the predominant term in action research, but also because the term can be said to span the gamut of meanings from taking part in something planned by others to having co-determination (Kristiansen & Bloch-Poulsen, 2016).…”

Section: Participation Involvement Co-generation or Co-creation?mentioning

confidence: 99%

“…We understand them as an outline for a theory of involvement in change processes generally, based on a study of participation in action research in organizations. Some of these perspectives have been published previously (Kristiansen & Bloch-Poulsen, 2011, 2016, 2017a, 2017b.…”

Section: How Can We Understand Participation In the History Of Organi...mentioning

confidence: 99%

“…The chapter does not focus on power as understood from a possession perspective (Dahl, 1961;Bachrach & Baratz, 1962), but on how power is exercised in concrete contexts (Kristiansen & Bloch-Poulsen, 2011). Taking inspiration from Foucault (2000) and Giddens (1981Giddens ( , 1984, we understand power as a fundamental aspect of all forms of social practice (Giddens) and social relations (Foucault).…”

Section: Tensions Between Participation As Involvement And/ or As Co-...mentioning

confidence: 99%

“…In contrast, we regard participants with different hierarchical positions as of equal value, but not as equal. We understand any discourse as a power space, and participation as a way of exercising power that changes during the process (Kristiansen & Bloch-Poulsen, 2011). This is true of a dialogic discourse, too.…”

Section: Are Democratic Learning Spaces Power-free Spaces?mentioning

confidence: 99%

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Action Research in Organizations

Kristiansen¹,

Bloch-Poulsen²

2020

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An electronic version of this book is freely available, thanks to the support of libraries working with Knowledge Unlatched. KU is a collaborative initiative designed to make high quality books Open Access for the public good. The Open Access ISBN for this book is 978-3-8474-1663-0. More information about the initiative and links to the Open Access version can be found at www.knowledgeunlatched.org

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Section: The Pilot Study and Participation As The Exercising Of Powermentioning

confidence: 86%

Section: Participation Involvement Co-generation or Co-creation?mentioning

confidence: 99%

Section: How Can We Understand Participation In the History Of Organi...mentioning

confidence: 99%

Section: Tensions Between Participation As Involvement And/ or As Co-...mentioning

confidence: 99%

Section: Are Democratic Learning Spaces Power-free Spaces?mentioning

confidence: 99%

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Action Research in Organizations

Kristiansen¹,

Bloch-Poulsen²

2020

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Too Smart to Participate? Rational Reasons for Employees’ Non-participation in Action Research

Lebesby

Benders

2020

Syst Pract Action Res

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Action research literature promotes broad participation in order to gain better insights into prevailing issues and cope with both present and future challenges in organizations. For good reasons, action researchers view participation as desirable and even necessary. However, emphasizing participation also creates a blind spot: researchers tend to assume that employees are willing or even eager to take part in organizational change projects. A group of action researchers involved in a large-scale organizational development project in a Norwegian public organization initially also had this optimistic assumption. Over time, they realized that many employees were reluctant to participate and often kept silent, so they conducted follow-up research to explore the reasons for employees’ non-participation. The findings show that the employees had rational reasons not to participate, and that employee participation should not be taken for granted. The paper outlines eight different rationales for non-participation, and discusses implications for action research.

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Leadership concepts in manufacturing environments: A brief historical review and conclusion with recommendations for education and training of I-O psychologists

Tinker-Walker

Walker

2020

Ind. Organ. Psychol.

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Viewing production-line workers from a historical standpoint, the attention on manufacturing in the 19th and into the 20th centuries was on production (Fifelski, 2014) and production-oriented leadership style, in contrast to employee-oriented leadership style (Likert, 1961; see also Kosicek, Soni, Sandbothe, & Slack, 2012). Around the turn of the 20th century, changes took place, and it appears as if two different approaches were taken in manufacturing environments: research–practitioner-based leadership approaches and management-based leadership approaches; the latter approach is less a leadership style and more a social management philosophy em+phasizing business operation (Vitolla, Rubino, & Garzoni, 2017). This review should bring awareness that industrial and organizational (I-O) psychologists once took on the lead to major successes that arose from work in manufacturing companies; however, today there is hardly any contribution by I-O psychologists to the manufacturing sector.

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Participation and Social Engineering in Early Organizational Action Research: Lewin and the Harwood studies

Cited by 5 publications

References 0 publications

Action Research in Organizations

Action Research in Organizations

Too Smart to Participate? Rational Reasons for Employees’ Non-participation in Action Research

Leadership concepts in manufacturing environments: A brief historical review and conclusion with recommendations for education and training of I-O psychologists

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