Abstract
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.
Lingua originale | English |
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pagine (da-a) | 147-164 |
Numero di pagine | 18 |
Rivista | Systemic Practice and Action Research |
Volume | 24 |
DOI | |
Stato di pubblicazione | Pubblicato - 2011 |
Keywords
- action research
- power