| Description |
1 online resource |
| Contents |
Frontmatter -- Cover -- Action Research in Organizations. Participation in Change Processes -- Table of Contents -- Preface -- Foreword -- Introduction -- Part I: Participation in organizational changes -- Chapter 1: An example of tensions and dilemmas in organizational action research. 'On the infinitely large in the infinitely small' in Team Product Support'On the infinitely large in the infinitely small' in Team Product Support -- What and why -- 1. Tensions between participation as involvement and/ or as co-determination -- 2. Tensions, positionings and the exercising of power |
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3. Experimental change of communication patterns in Team Product Support -- 4. Tensions between the smaller project context and larger organizational, societal and global agendas -- 5. Tensions in the management of organizational difference through dissensus -- Reflections -- Chapter 2: A historical view of employee participation: four understandings -- What and why -- 1. Participation in working life: a mixed bag -- 2. Participation as industrial democracy -- 3. Two phases of participation as individualizedinvolvement -- 4. Participation as autonomy -- 5. Some conclusions -- Reflections |
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Part II: An empathetic-critical view of participation in organizational action research in the twentieth century-From self-managing groups to co-generation of practical and theoretical change? -- Chapter 3: Change-oriented social science: Early organizational action research in the USA in the 1940s -- What and why -- 1. Aims and Perspectives -- 2. The Harwood studies: Action research at Harwood -- 3. The Harwood Experiments -- 4. Discussion of Lewin's view of participation -- 5. Discussion of Lewin's theory of change -- 6. Lewin's view of action research: A philosophy of science perspective |
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7. Some conclusions -- Reflections -- Chapter 4: The origin of socio-technical systems thinking-Studies at British coal mines in the 1950s -- What and why -- 1. Introduction and aims -- 2. The Tavistock group's experiences before, during and after the Second World War -- 3. Initial studies at the Haighmoor mine -- 4. Follow-up studies in the Durham collieries -- 5. The new paradigm -- 6. Socially engaged accompanying research: between research 'on' and research 'with' -- 7. Conclusion -- Reflections -- Chapter 5: Industrial democracy: Experiments in Norway in the 1960s -- What and why |
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1. Introduction -- 2. Background: the democratic endeavour -- 3. Analysis of two field studies -- 4. A democratic paradox? -- 5. Discussion of NIDP as applied research -- 6. Conclusions -- Reflections -- Chapter 6: Democratic dialogues-Dialogue conferences in Norway and Sweden in the 1980s -- What and why -- 1. Background -- 2. Aims and structure -- 3. The organization of democratic dialogic development processes -- 4. An example of democratic dialogue -- 5. Participation in the practical dimension of the research process: deliberation and decision |
| Notes |
Online resource; title from digital title page (viewed on November 24, 2021) |
| Subject |
Organizational change.
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Change (Psychology)
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Change (Psychology)
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Organizational change
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| Form |
Electronic book
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| Author |
Bloch-Poulsen, Jørgen
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| ISBN |
3847416634 |
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9783847416630 |
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