This article explores the importance of power and dissymmetry in promoting participative knowledge and change in action research. Based on the analysis of two action research cases, the paper builds its argument by analyzing two key aspects: the construction of the action research setting and its maintenance during the process. It does so by highlighting the decisions assumed with respect to the relationship between researchers and participants and with respect to power issues. The ﬁndings indicate that promoting a functional dissymmetry in internal relationships allows distribution of the necessary types of power that make the participants use their authority and knowledge to invest in change. Thus, the distributed leadership is essential every time an organization needs to create a realistic and workable change of roles and responsibilities inside its boundaries. The article discusses some key factors in employing dissymmetry for sustained learning and knowledge-sharing.
- action research