Action Research: Its Role in the University/Business Relationship

The Action Research (AR) PhD program at Monash University had its genesis in Systems Thinking and Organizational Learning. This paper discusses the role of the university in AR projects in business and the central role that AR projects can have in a Faculty's strategic positioning. The issues that have emerged in the project to date are discussed.     

Occupational Health and Safety Systems,Corporate Governance and Viable Systems Diagnosis: An Action Research Approach

This paper establishes a theoretical basis for the implementation of governance systems in Occupational Health and Safety (OHS). This arose when a complex government organization reviewed the usage of its OHS computer system. This review precipitated several cycles of Action Research (AR). The AR allowed the recognition that the organization needed to define its OHS strategy, clarify its commitment to OHS, and examine its OHS systems in order to provide an effective OHS management and corporate governance system. As part of the review, a Viable Systems Diagnosis was done on the OHS function. It was recognized that Stafford Beer provided valuable insights into the information needs and communication flows of OHS information throughout this complex organization. Action research appears to be a particularly useful method for examining and implementing OHS management systems.     

The Oblivion of Churchman's Plea for a Systems Approach to World Problems. I. The Inseparability of Systems Thinking and World Issues in the Modern Epoch

Systemic Practice and Action Research - The presentation of a Systems Approach made by Churchman in 1968 starts from a close link between a systems approach and tackling world problems. The link is...     

So What's a Metaproject For?

Systemic Practice and Action Research - Curious Reader: So what's the point of this paper? Author: To give readers a sense of how the Open University Systems Discipline sees the coherence of...     

Action research and critical systems thinking: Two icons carved out of the same log?

My intention in this paper is to make sense of the relationship between Action Research (AR) and Critical Systems Thinking (CST). On the surface, the two strands of thinking do not seem to have much in common. There is hardly any common reference in texts written within each tradition. Deeper down, however, there may be common concerns. The point of departure is to focus on how professionals interact with real-world problems and to clarify the underlying values for professional practice. To facilitate a discussion on the relationship between AR and CST, a frame of reference is developed based on analyzing the meaning construction process. Based on this platform, the relationship among theory, practice, and people shapes the ground for the discussion. Within this discussion three questions are raised: (1) Is the theory understood by the people and based on their interests? (2) Are the research questions relevant for the people? and (3) Are people emancipated to act in their own interests? The relationship between AR and CST can be examined based on these three questions. In concluding, I argue for the potential of a mutual and fruitful dialogue between AR and CST.     

Mapmakers on Mapmaking

This article captures some of the thinking of spokespeople of several approaches to Action Research (AR) as they were preparing to represent their approach to the International Congress on AR/Participatory Action Research (PAR) held in June 1997 in Cartagena, Colombia. I was charged with facilitating a dialogue among them and collected insights about how experts puzzled over how to present their expertise briefly yet comprehensively, honestly yet disciplined. The experience was enriched by a collective desire to share personal perspectives to help demystify knowledge-making which is the democratizing imperative of PAR and other branches of AR.     

The road to emancipation is through organizational development: A critical evaluation of total systems intervention

Total Systems Intervention (TSI) has been claimed to be the practical face of critical systems thinking. This article reviews the central principles of TSI, describes its theoretical base, and outlines its logic. It is argued that, far from being the way forward for management science, as its supporters claim, TSI is beset by logical and conceptual problems which render its use problematic. More specifically, TSI appears to confuse logical types; its use of metaphors tends to be circular and unnecessary; and its avowed complementarism is insufficiently thought out. It is also argued that TSI is only contingently linked to critical systems thinking and that the latter's assumptions are not followed through in practice. TSI, in the final analysis, appears to be relying on commonsense, eclectically drawing on other problem-solving methods, but in itself unable to present a distinctively new, theoretically sound, and methodologically consistent approach.     

Action Research on Operations Research for Street Children

This paper discusses an application of the CRASP model of Action Research (AR) on Operations Research (OR). The CRASP model portrays AR as a style of staff development that would lead to professionalism. It also advocates social responsibility, committed and informed action, and a critical approach. All of these concerns are inherent to the process of reflection and development characteristic of OR. As an OR practitioner I participate in this process of reflection and development and applied the CRASP model of AR in performing one application novel to OR, namely, OR for street children. Reflecting on this application of AR on OR for street children, some similarities between AR and OR surface, as well as some difficulties in applying AR on OR, thereby enriching both AR and OR. It is hoped that through collaborative reflection with other AR and OR practitioners, this paper will further our professional development.     

Action Research: Its History and Relationship to Scientific Methodology

Scientific Methodology (SM) has long suited those who favour analytical and quantitative research in management. Thus the dilemma between the rigour and relevance of contemporary management research methods is fuelled by action researchers who keep wanting to contrast Action Research (AR) with SM. This paper presents a Western philosophical view on the development of belief systems and theory-based methods over time. It thus links the progressive and cumulative development of SM with the contemporary AR methodology. In doing this it presents a different point of view—that the traditions of SM and AR have much closer relationships than people often give them credit for.     

Ethical skill development as an imperative for emancipatory practice

Total Systems Intervention (TSI) as a form of Critical Systems Thinking has been subject to criticism concerning the actual application of its emancipatory commitment. The emancipatory potentials of TSI or other systems-oriented change efforts may possibly be improved through their linkage to employee ethical skill development. Acknowledging a “strategic twist” in consulting efforts to encourage greater emancipatory practice and a more communicative ethic, an agenda for consultants is suggested to provide incremental emancipatory potentials for organizations with many apparently coercive characteristics.     

Total systems intervention: A practitioner's critique

An earlier paper in this journal described an intervention in North Yorkshire Police using the TSI meta-methodology. This Research Note draws upon the experience gained from that intervention to provide a critique of TSI. The critique is informed by Flood and Jackson's foundational work but is intended to be pitched more at the practical, rather than the theoretical, level.     

Applying the Clinical Inquiry Approach to Understand and Facilitate Enterprise Restructuring in Transitional Economies: A Case Study From the Moldovan Wine Industry

Enterprises in the Former Soviet Union (FSU) have had to fundamentally reform how they are managed and operate to cope with the switch from central planning to a more market based economy. In understanding these challenges and how firms are reacting to them, the clinical inquiry approach, a variant of action research, is deemed particularly appropriate. Research following this approach was conducted with a case study enterprise drawn from the Moldovan wine industry. The process encouraged self-diagnosis and intervention and a PSEFI (Problems, Strategies, Evaluations, and Future Issues) matrix was drawn to guide and assess the companys evolution. Reflections on the benefits of the clinical inquiry approach in transitional economies, compared to more conventional business support and research methods are discussed.     

Action Engagement: Improving Researchers’ Involvement in Action Research Projects

This article presents a theoretical and empirical analysis of Action Engagement. This is a methodological approach implying that researchers involve themselves in the organization by working as ordinary employees. Our problem statement is this: How will Action Engagement improve the quality of action research? Given the fact that the researcher has limited time to use in the initial phase, we intend to show that Action Engagement is an effective introduction to the daily organizational life. The data is from an automotive supplier and two hospitals in Norway. The analysis contributes to the field of action research in two respects. First, it offers a detailed and varied understanding of how a broad empirical basis can be obtained in an action research (AR) project. Second, it presents an empirically grounded understanding of how this method can be used to achieve increased credibility and trust in ways that enable the researcher to bring in new and important aspects in organizational dialogues.     

Systemic Action Research as a Strategy to Face the Institutionalization of Participatory Approaches: a Case Study in the Basque Country

Systemic Practice and Action Research - Institutionalization is one of the challenges met by action research (AR) processes aiming at structural changes in society, but what institutionalizing AR...     

Rationalization of Metaphorical Exploration: Improving the Creativity Phase of Total Systems Intervention (TSI) on the Basis of Theory and Practice

Metaphors play a significant role in the creativity phase of Total Systems Intervention (TSI). They help managers and other stakeholders to think creatively about their organizations and to highlight their organizational problems. However, in the current form of the creativity phase of TSI there are no explicit criteria in the selection of metaphors or in the disclosure and prioritization of organizational issues. This paper seeks to open a dialog with management consultants who might be interested in the consulting meta-methodology called TSI. It proposes the creativity phase of TSI to management consultants along with the theoretical improvements, as well as the context-dependent and conditional practical innovations. It emphasizes my reflections about the potential of this stage in the appreciation of organizational problems and invites new modifications. To reach this aim, the paper initially gives a brief account of the creativity phase of TSI, deals with its shortcomings, highlights its theoretical improvements and empirical findings in the PALMEK manufacturing company, Turkey, and then rationalizes this phase through proposing an appropriate method for its implementation. This method, on the whole, facilitates systematic and comprehensive analyses of problem situations, characterization of organizational issues, and disclosure and prioritization of concealed organizational problems in a structured and democratic conversational setting.     

Participatory Action Research and the Development of Critical Creativity: A “Natural” Combination?

This paper focuses on the research strategy that I employed during doctoral studies. An overarching framework of Action Research (AR) was used in the development of a complementary approach to creative studies. At the time of the studies AR seemed to be a natural choice and I did not overly concern myself with exploring as to why that was the case. However, I recognize the value of contemplating the appropriateness of research strategy and, in this paper, now reflect on some of the parallel strands implicit in AR and in critical creativity that I now realize served to enrich the overall research process.     

Action Learning as a Mindset—The Evolution of PICCO

This paper investigates action learning as a maintenance of mindset. It is an account of a personal evolution from a 4-year work in progress Action Research (AR) study exploring organizational viability. That study, involving two separate organizations and four cycles of AR, has seen the researcher and to some extent the organizations develop action-learning mindsets. The paper is an attempt to step outside the study and its associated learning from an organizational perspective and to link the threads of learning from the mindset of an action researcher. The paper suggests that adopting the mindset of an action researcher favors the transfer of learning from one organizational situation to another. Advocating that action researchers do not restart their initial methodologies, it is contended that the second organization has gained advantage of learning from the first. It is concluded that action learning mindsets articulate cumulative wisdom from organizational and methodological perspectives.     

Total systems intervention: A practical face to critical systems thinking

This is the first exposition of a new methodology (or perhaps meta-methodology) for systems practice known as Total Systems Intervention (TSI). Designed to overcome the weaknesses of hard, cybernetic, and soft systems approaches and build on their strengths, TSI represents a practical face of critical systems thinking. It advocates combining three building blocks-systems metaphors, system of systems methodologies, and individual systems methodologies—in an interactive manner which is deemed to be particularly powerful and fruitful. In this paper the philosophy, principles, and phases of the TSI methodology are set out and two very different examples of its use are provided.