Experimenting with Organizational Life, Softcover reprint of the original 1st ed. 1976
The Action Research Approach

The notion of preparing Experimenting with Organizational Life developed among members of the Human Resources Centre at the Tavistock Institute of Human Relations. It arose from their concern that the learning from field en­ gagements should be reported and passed on systematically. A series of internal seminars was started, and Robert Rapoport made a presentation on behalf of the group to a conference arranged by the United Kingdom Social Science Research Council in 1970. At first it was intended that only work directly connected with the Tavistock Institute should be included. Gradually it became apparent that the book would be strengthened by drawing on the work of people outside the Institute. In editing the contributions, I am especially indebted to my colleague P. Michael Foster, convener of the Human Resources Centre, for his unwavering support. I would also like to thank the authors and all those who contributed their ideas and thoughts. In the drive to unify the book they have cheerfully en­ dured my editorial changes. Hidden contributors to the book are members of the various client systems who granted privileged access to information and settings. Special thanks are due to Nicola Lacy Scott who has acted as subeditor, encour­ aging me when my spirits dropped and pressing for clarity of ideas and expres­ sion. The secretarial burden was ably carried by Pamela Rant.

I. Broad Context of Action Research.- 1. Professional Responsibility of Social Scientists.- 2. Whatever Happened to Action Research?.- 3. Action Research and the Development of the Social Sciences.- 4. Engaging with Large-Scale Systems.- 5. The Theory and Practice of Action Research in Work Organizations.- 6. Complementary Roles in Action Research.- 7. Action Research in a Minisociety.- II. Internal Processes of Action Research.- 8. The Design of Action Research.- 9. The Client-Practitioner Relationship as an Intersystem Engagement.- 10. Controlling the Variance in Action Research.- 11. Sanction: A Critical Element in Action Research.- 12. The Role of the Mediator in Action Research.- 13. Hobson’s Choice in Action Research.- 14. A Large Organization Consults Its Staff.- 15. Group Feedback Analysis as a Method of Action Research.- 16. Action Research and Adaptive Planning.- Notes on Contributors.- References.