Rhetorics and Realities in Public Service Organizations: Systemic Practice and Organizational Learning as Critically Reflexive Action Research (CRAR)

This article sets out to develop an argument and theory-in-practice related to organizational learning and systemic practice as critically reflexive action research (CRAR). It explores principles and concepts associated with CRAR, in the context of different emphases in understandings of and approaches to managing or working with change. The notion of epistemologies of practice is developed, as the basis for introducing on-site and off-site CRAR as interweaving cycles of managerial and organizational learning. A multilayered illustration of an improvisational CRAR environment, using principles of dialectical enquiry and critical learning theater, is offered. A diagrammatic analysis provides the framework for describing and reflecting critically on key CRAR processes. This is expanded with a consideration of possibilities for documentation that can assist with the validation of quality in CRAR processes and outcomes. This has relevance in the context of postpositivist action research at postgraduate levels or within project-based CRAR partnerships. This leads to a further discussion of principles and concepts, in the context of other literature and pressures on public services.     

“Becoming Different”: Accessing University From a Low Socioeconomic Community—Barriers and Motivators

Access to tertiary education by individuals from low socio-economic backgrounds has been extremely low historically, despite policies to address this inequity. Twenty eight people from a low socio-economic community with almost the lowest rates of access to university in Australia were interviewed to identify the barriers they had encountered and the factors that had enabled them to access and complete a university qualification. Barriers reported occur both within the community, and external to, or on the boundary of the community. Internal barriers included lack of information about the existence of university or its value for individuals, cultural beliefs about acceptable aspirations, a lack of role models within the community, and a lack of the opportunity to compare the impact of a university education on lifestyle, opportunities and options. Motivators identified are categorised as nature of work; interest, role models/comparisons competition/proving, and encouragement.     

A Systemic View of Transformational Leadership

A systemic view of transformational leadership is developed. Initially the terms administration, management, and leadership are distinguished. Leadership as an aesthetic function is then discussed. Growth, visions, and strategy continue discussions. It is then argued why leadership cannot be taught. Ways of viewing the world as systems that underpins transformational leadership are then set out. The paper concludes with a discussion of systemic transformation.     

A user designer-based systems methodology

This paper develops the argument that in organizational redesign it is desirable to utilize user-designers as the architects for the redesign. A methodology is developed which emphasizes the use of ideal systems models by user-designers to plan for the organization's future. The methodology involves the creation of an ideal system model, then an analysis of the present system through the creation of root definitions and process models of the existing system. Then root definitions and process models for the idealized system are created. Finally, the two are compared and desirable changes are generated which bring the existing system toward the idealized.     

Knowing and Acting in Conditions of Uncertainty: A Complexity Perspective

As practitioners working with groups and organizations, we have reflected together on what we think is happening when we find ourselves acting into situations in which the intention motivating the action as its goal is itself emerging in the very action. Along with others, we have been excited by the ideas of self-organization in the natural sciences and also theories of practice, for example, tacit and explicit knowledge, in the social sciences. Together, these promise fresh insights into the potential of organizations. However, we find ourselves diverging significantly from writers who at first sight seem to be using similar ideas, but they do so with an exclusive focus on strategic choice and intention. To illustrate what we mean, we explore the work of Nonaka and Takeuchi and how they use Polanyi's idea of the participant observer. We do this to identify contradictions we see in their approach. We also discuss the implications of an alternative understanding of participation and what this indicates about what can and cannot be managed in the creation of new knowledge.     

Cybernetics and Participation: From Theory to Practice

A combination of recent cybernetic discourse provides guidelines for reconsidering our way of thinking about the relationship between government and the governed. With reference to contemporary understanding of natural biological systems and complexity, it is possible to reformulate a language that has tended to be dominated by notions of competition and survival of the fittest. Instead we can perhaps move toward reconsidering social systems in terms of a more dynamic and equitable understanding of the fit and structural dance of different systems, and postulate that the motor for progress is the coexistence of difference rather than might over right. This paper synthesizes the somewhat different insights of Stafford Beer and the Santiago School of Cognition, and reports on a real-world initiative that sought to instantiate governance as a phenomenon constituted by the governed. Technological developments of the knowledge age are proposed as supporting such democratic initiatives.     

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.     

Application of (dialectical) systems thinking to understand managerial problems in Yugoslavia today

Soon after its reestablishment in 1945, Yugoslavia saw no other official solution for its management and government modernization but self-management. This was underestimated by many influential people, so the Tayloristic model of the thinking and the working subsystems was not dissolved. It stresses specialization and reinforces one-sidedness. It also divides people into those who command and those who obey, leaving little room for wholism and creativity. New solutions are needed, and we see them in the transition toward the managerial style we all think, we all work, based on creative cooperation of the Many in constant search for change by innovation. This can also be a new partial system of self-management: the doers' innovation of the daily work processes.     

Building in Dialogue Between Consumers and Staff in Acute Mental Health Services

This paper describes some aspects of the methodology, material, and findings from a lengthy participatory action research engagement by a consumer organization in Australia, which was undertaken in collaboration with staff at a major public psychiatric hospital and then went on to involve players throughout the local and national mental health services system. A small first phase established a dialogic methodology for the exchange of experiences and thinking between staff and consumers. The purpose of the second phase of the research was to explore how consumers' voices might be heard, and how staff–consumer communication about that feedback, might be built in to ongoing organizational structure and culture. Systems thinking about defensive routines, silences, and voice-as-discourse is reported as offering a possible way of cracking the puzzle of the closed-loop cycle of claim/ blame-defense-and-counter-claim/blame-defense that has been characteristic to date.     

On the application of the theory of emergence and of the law of maximum entropy production to social processes

As there would be appear to be no limit to the process of successive emergence, the emergence of suprahuman autopoietic systems seems possible, if not yet necessary. Maybe there really are constraints on human behavior which would not permit such entities to emerge, or maybe the emergence of such entities entails the dissipation of more free energy than available at present. But unless such conditions are present, then, it appears to me, the emergence of suprahuman autopoietic systems is not just probable, it is inevitable.In any event, whether or not they share my concern about suprahuman autopoietic systems, all concerned with metaphor manufacture should attend to this important insight from Swenson (1989a, b, c, d) and should not be deterred by my so inadequate reflection of a new and important view of how the organizational world works.     

Systems and organizations: Distal and proximal thinking

The paper introduces the contributions to this special issue ofSystems Practice on Systems and Organizations: New Directions in terms ofdistal andproximal thinking. Distal thinking refers to ready-made concepts, to the finished effects and outcomes of thought and action; proximal thinking, to process and event, to the continuous and unfinished. The papers presented here deal with various aspects of the distal/proximal distinction in social systems and organizations, and especially draw out the implications of recent work in information technology, sociology of technology, accounting theory, and organization studies for a proximal conception of systems and organizations.     

Why There's Nothing Wrong With Systems Thinking a Little Chaos Won't Fix? A Critique of Modern Systems Theory and the Practice of Organizational Change It Informs

We find ourselves at the dawning of a new millennium, uneasy denizens of a world of growing flux. The models of reality on which we rely in our continuing effort to master the turbulent and hypercompetitive marketplace are failing us. Even the much touted 20th-century innovation referred to by Peter Senge in his 1990 bestseller of the same name as the fifth discipline, that is, systems thinking, turns out to be less than adequate to the task. Therein lies the central purpose of this paper: to demonstrate why there's nothing wrong with systems thinking that a little chaos can't remedy. My intent is twofold: first, to expose the problematic partialness of this paradigm, given its tendency to direct one's focus to not to the whole system, but to its exterior half, and, second, to introduce the reader to Chaos, the powerful cosmology now emerging from 20th-century science, as a science of whole wholes—one that enables the practitioner of management and systems sciences to comprehend the system's externality, its subtle within, and most importantly, the crucial relationship between them.     

Environmental Paradigms,Biodiversity Conservation,and Critical Systems Thinking

In 1994 Gerald Midgley addressed the issue of the boundary implications of two different paradigms of thought about the environment, namely, humanis and the ecological perspective The distinction that he makes is important because it draws attention to the value implications of an uncritical acceptance of boundaries around human interests that serves to marginalize the environment. It is argued here, however, that Midgley does not go far enough. Just as an uncritical acceptance of humanis marginalizes the environment, so an uncritical acceptance of the environmental perspectiv runs the risk of prioritizing some elements of the environment over others, e.g., the interests of individual animals over species or over ecosystems. This paper seeks to correct this limitation in Midgleys account by developing a more sophisticated framework of environmental paradigms: a framework that can be used to clarify the values of stakeholders in critical systems interventions involving the management of biodiversity.     

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.     

A Maturing of Systems Thinking? Evidence from Three Perspectives

This paper reviews trends in systems theory/thinking from the 1970s to the early 2000s. It proposes a maturation of the field based on certain conceptual and methodological advances that have sought to liberate systems thinking from earlier strictures. An edited dialogue among three prominent systems thinkers from different systems schools—Merrelyn Emery, Bob Flood, and Eric Wolstenholme—provides evidence. Similarities and differences are identified, complementarities among the schools are derived and analyzed, and trajectories for future research are indicated.     

A parable of two princes: An effective approach to national development

The paper compares two opposite strategies for national development: (1) initially optimum policies in the absence of a strong feedback system and (2) initially poor policies with a strong feedback system. The strong feedback system is essentially a real-time information system designed to support national development. A number of principles or guidelines for implementing such a real-time information system are presented. The entire approach is based upon the viable system model of Stafford Beer.     

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.     

An Inquiry into the Historical Meaning of “The Fifth Discipline”

This paper shows a possible way to unfold the historical meaning of The Fifth Discipline. The thread of this way is the question about the new way to be human promoted by The Fifth Discipline. It is shown that this new way of being is not modern and coincides at several points with the ancient one. This situation is given two opposed interpretations. The first one points to a sort of a returning of our cultural worldview to the ancient one. A critique to this interpretation leads to a second possibility, which points to a radicalization of the instrumental trends of high modernity. Then a second critique is articulated which shows that the shift in the idea of humanity manifested by The Fifth Discipline remains obscure and problematic for our current way of thinking.     

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.     

Business Action Research in Practice—A Strategic Conversation About Conducting Action Research in Business Organizations

The objectiveof this paper is to provide practitioner researchers with insights into the initial findings around the challenges of conducting business action research in practice in commercial settings on the basis of experiences of a PhD cohort at Monash University in the first 18 months of candidature. In performing the role of a concluding paper, it sets out a generic framework for action research that the cohort has come to embrace. In doing so, it draws on emergent themes spread across the six diverse topics that are the subject of action research interventions of the cohort members. The paper then identifies and analyses the common patterns that have emerged and offers observations and conclusions for those involved in practitioner research.