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.     

Interdisciplinarity: Potentials and Challenges

Interdisciplinarity, as a concept and practice, is reviewed and related to a recent article (Romm, 1998) in this journal. Authors advocating interdisciplinarity for social research and problem solving seem to have diverse, if often largely implicit, epistemological, and other assumptions informing their proposals. Romm (1998) develops and advocates a critical and reflexive orientation for tying interdisciplinarity to action research and related endeavors. For some academicians, however, interdisciplinarity appears to be considered a relatively unproblematic pursuit of merely selecting appropriate methods. Significant issues and questions concerning interdisciplinary pursuits, particularly in academic settings, exist and are briefly explored, based on the experiences and perceptions of the author. Basic structures and processes found in fields such as action research/science and management systems often seem neglected and very much needed for interdisciplinary inquiry and knowledge construction.     

Total systems intervention and human inquiry: The search for a common ground

Total Systems Intervention (TSI) is an approach to intervening in problem situations which has much to offer where complex interacting issues need to be addressed by the complementary use of intervention methodologies. That such an approach has much in common with Action Research (AR) has been recognized, with much recent effort being devoted to the relationship between AR and Critical Systems Thinking (CST), the theoretical endeavor underpinning TSI. This paper further develops this line of debate and relates AR or Human Inquiry (HI) more directly to TSI, using an information systems intervention to enhance the study. The outcome is a demonstration of how TSI implicitly uses techniques informed from the field of Action Research, and how a more thorough synthesis of HI with TSI might serve to improve the overall intervention process.     

Researching-Acting-Reflecting on Public Health Services in Venezuela. I. A Conceptual Framework

This is the first of a duology of articles reporting on an action research project about public health services in Venezuela. This first paper presents a summary of a conceptual framework from which a process of intervention was launched. The second paper, which follows immediately in this special issue, presents a narrative of the intervention process and a final discussion about it. The conceptual framework is constituted by two types of interpretive models of the role of the state concerning health services. On the one hand, four logical interpretive models are summarized. They correspond to four theories about the socioeconomic mission of the state in a modern society. Different thematic interpretations concerning the role of the state in health services are derived from such general missions. On the other hand, two different and, to a certain degree, opposed historical interpretive models about the present Venezuelan socioeconomic-political situation and their corresponding power structures are outlined. The four logical interpretive models are discussed in the light of the two historical models in terms of desirable and feasible courses of political action.     

Researching-Acting-Reflecting on Public Health Services in Venezuela. II. Community Action and Critique

This paper, the second in a duology reporting on an action research project about public health services in Venezuela, presents a narrative of an intervention process launched on the basis of the conceptual framework presented in the first paper of the duology. Thereafter, a deeper reflection on such process, its meaning and its historical possibilities is presented. In this way a cycle of research-action-research is completed.     

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.     

A History of the Action Learning,Action Research,and Process Management Association (ALARPM): From Brisbane (Australia) to the World Through Inclusion and Networks

Action Learning, Action Research, and Process Management Association (ALARPM) is an organization of volunteers dedicated to the international expansion of action learning, action research, and process management, through world congresses. It has existed for over a dozen years now, despite significant stresses and strains, and has successfully conducted five world congresses with a sixth one in 2003. This history of ALARPM shows that a small group can set out to be international and inclusive from the beginning, so long as it also develops processes to sustain itself internally.     

Action Research as Experimentation

This paper suggests that the metaphors of experimentation and the laboratory are applicable when positioning action research vis-à-vis more conventional business school research. Following on from three different action research projects in a large multinational pharmaceutical company, the paper argues that an action researcher can never construct a sheltered environment wherein certain qualities of nature can be isolated, purified, and enhanced, but must always undertake research activities in vivo, in real life organizational setting. Still, the metaphor of the laboratory is applicable because it enables for an understanding of how what Ian Hacking calls interventions in the hard sciences share certain characteristics with the action research activities. When action researchers intervene within organizations, the activities are always experimental in nature, i.e., they can never be fully predicted or anticipated, but are initial steps in an emergent process of organizational change.     

Working Within Organizational Cycles—A More Suitable Way to Manage Action Research Projects in Large Organizations?

This article proposes that action research projects in a large business context may need to fit within organizational funding and political cycles. It outlines some of the problems that may occur in attempting to implement an action research project in a large organization. It gives a case study of such a project that aimed to introduce a systemic human resource strategy to bring about organizational cultural change. Part way through the completion of the project the cycle changed, funds were cut, and the project was abolished, although significant portions of it had been implemented and other parts were later reestablished. The article establishes a link to punctuated equilibrium theory in exploring the political and funding cycles that influenced the decision to cut funding. It considers whether this could have been foreseen, and gives some recommendations for future action research projects.     

信息科学管理的整体性系统思维方法与实践研究

本文运用了整体性思维方法对信息科学管理做了详细的叙述,对编制整体管理软件的合理性,实用性问题进行了相关研究,并提出了一些建议。     

Afterword: Toward an Emery Model of Management: Implications and Prospects of Emery Open Systems Theory

The afterword considers some possible implications of the ideas raised in the four papers in this special issue. Implications for three questions of current debate in systemic thinking are discussed—system ontology, the system-environment relation and the meaning of adaptation, and the role of action research within social science practice. The concept of an Emery model of management as suggested by Fred Emery in the 1960s is revisited and its contemporary relevance discussed in the light of these new contributions and the current state of management, and the possible basis of Emery Open Systems Theory in C.S. Pierce's philosophy of pragmaticism is canvassed. Finally, some questions are posed concerning the future of OST.