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Publisher: Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK International Journal of Public Administration Publication details, including instructions for authors and subscription information: http://www.tandfonline.com/loi/lpad20 Applying action research to public sector problems: International perspectives Rupert F. Chisholm a a Center for Quality of Working Life, School of Public Affairs , The Pennsylvania State University, Harrisburg , Middletown, Pennsylvania, 17057Professor of Management Co-Director Published online: 26 Jun 2007. To cite this article: Rupert F. Chisholm (1997) Applying action research to public sector problems: International perspectives, International Journal of Public Administration, 20:11, 1979-2022, DOI: 10.1080/01900699708525283 To link to this article: http://dx.doi.org/10.1080/01900699708525283 PLEASE SCROLL DOWN FOR ARTICLE Taylor & Francis makes every effort to ensure the accuracy of all the information (the Content) contained in the publications on our platform. However, Taylor & Francis, our agents, and our licensors make no representations or warranties whatsoever as to the accuracy, completeness, or suitability for any purpose of the Content. Any opinions and views expressed in this publication are the opinions and views of the authors, and are not the views of or endorsed by Taylor & Francis. The accuracy of the Content should not be relied upon and should be independently verified with primary sources of information. Taylor and Francis shall not be liable for any losses, actions, claims, proceedings, demands, costs, expenses, damages, and other liabilities whatsoever or howsoever caused arising directly or indirectly in connection with, in relation to or arising out of the use of the Content. This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden. Terms & Conditions of access and use can be found at http://www.tandfonline.com/page/terms-and-conditions D o w n l o a d e d
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APPLYING ACTION RESEARCH TO PUBLIC SECTOR PROBLEMS: INTERNATIONAL PERSPECTIVES Rupert F. Chisholm Professor of Management Co-Director, Center for Quality of Working Life School of Public Affairs The Pennsylvania State University, Harrisburg Middletown, Pennsylvania 17057 ABSTRACT This article discusses the nature of the action research (AR) process and identifies five dimensions that help analyze individual projects and compare cases in different settings. Coverage also includes brief descriptions of two cases, one American, the other Finnish. Analysis uses the five dimensions to compare/contrast the two AR applications and draw conclusions from them. INTRODUCTION Widely divergent forms of action research (AR) are emerging to meet requirements of new organizational and social Copyright 0 1997 by Marcel Dekker, Inc D o w n l o a d e d
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1980 CHISHOLM environments. Several examples of using AR to improve public organizations or to deal with broad social goals appear in Elden and Chisholm.(') And, a 1993 international conference in Helsinki included many additional examples of public sector AR applications around the world. This article attempts to spread understanding of the potential for using action research to achieve public purposes in several ways. First, the article defines and describes the general nature of the action research process. The second section identifies and describes five dimensions that help provide further understanding of AR and provide a framework for analyzing single projects and for comparing different applications in various settings. Section three contains brief descriptions of two examples in which AR is being used to foster organization or system development. The fourth section uses the AR dimensions described in section two to analyze the two cases described in this article. A final section draws general learnings from the AR applications. NATURE OF ACTION RESEARCH* Although its exact origins are open to dispute, action research has been a distinctive form of inquiry since the 1940s. Kurt Lewid2) generally receives credit for introducing the term "action research" as a way of generating knowledge about a social system while, at the same time, attempting to change it. At about the same time, C01lier'~) called attention to the need for developing an approach to generate action-oriented knowledge to understand and improve American Indian affairs. C~ r e y ( ~ ) apparently had similar ideas in education. A distinctive action research thrust also *Earlier versions of this and the next section appear in Chisholm, R.F. and Elden, M., "Features of Emerging Action Research," in M. Elden and R.F. Chisholm (eds.). Special Issue on Action Research. Human Relations 46 (2): 275-297 (1993). D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 1981 developed in parallel in Great Britain immediately after World War I1 (Wilson, Trist, & Curie,'') 1952, and especially Trist and Murray,(@ 1990, for an extraordinarily well-documented historical analysis). The interdisciplinary group that pioneered this work later formed the Tavistock Institute of Human Relations in London. The early action research work cited above grew from researchers' desire to discover ways of dealing with important social problems. These included racial prejudice, improved relationships with American Indians, and repatriating British prisoners of war. However, shortly after these early developments, the action research approach also began to be applied to intra-organizational and worklife problems. The classic sociotechnical systems projects of Trist and his colleagued7) and Rice,'') and early Norwegian industrial democracy experiments led by Emery and Thor sr ~d( ~) exemplify this early work. Much action research during the past 40 years has continued and expanded this organizational and worklife focus. Recently, AR has been applied to a wide variety of problems in different organizations and systems in diverse cultural settings.(lO) Figure 1 outlines the essence of the basic AR process. Action research begins with a key decision maker(s) perceiving a situation and determining that some aspect of organization or system functioning needs changing. Observations and conclusions about the need for change may be based on standard performance indicators, subjective judgments, or internal or external pressure. Regardless of the source, a decision to take action triggers the AR process. This decision leads to diagnosing the situation more fully to understand how the system is functioning and to define goals for improving it. Selecting the approach or model for change and determining the strategy and action steps required to reach change goals constitutes the next phase of the total process. This phase leads into implementing planned action steps. Collecting and analyzing data to indicate the degree to which positive changes have occurred is the last stage of the AR process during Cycle 1. D o w n l o a d e d
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Cvcle 1 Deciding to Attempt Change Collecting Data Diagnosing and Defining Improvement Goals Planning Change Process Implementing Action Collecting Data on Outcomes of Change Effort Figure 1 Basic Action Research Model Cvcle 2 ..a Cvcle N Diagnosing and Defining New Diagnosis and Definition Improvement Goals of Change Goals Planning Change Process Planning Change Process Implementing Action Steps Implementing Action Steps Collecting Data on Data Collection on Outcomes Outcomes of New Change of New Change Effort Effort D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 1983 These data and conclusions/learnings derived from them, in turn, serve as inputs to the second cycle. Cycle two follows the process of diagnosing, defining a revised set of change goals, and other steps indicated in Figure 1. Several key aspects of AR stem from the brief sketch of the process given above. Perhaps the first feature of Figure 1 to strike a reader is the cyclical nature of the process. AR involves potentially endless cycles of diagnosing, planning, implementing, collecting data, re-diagnosinglre-defining goals, etc. And, each new cycle rests on using information and learnings derived from previous cycles. A second notable feature of action research is an orientation to change or system improvement. Action researchers are committed to bring about positive change in the organizations and systems in which they work. Thus, understanding system functioning is important to the extent that it provides the basis for bringing about change in the system. Traditionally, AR has been used to bring about improvements that broaden the base of stakeholders who benefit from changes. For example, often the process has been used to improve employee participation through more effective design of work roles, the grouping of roles, and the linking of role sets to the technological processes used to conduct work in specific workplaces. In such cases, ARers have attempted to improve both the quality of employees' work lives and the overall effectiveness of the organization. Hence, action research is a value based activity. Describing several other aspects of AR is essential to gain more complete understanding of the basic process outlined above. AR rests on an assumption that understanding organizations and social systems requires researchers to engage these systems directly through the research process. Instead of being "at arms length" from the target system, researchers attempt to get inside the thinking and actions that drive systems to understand how members experience events. In short, while retaining a special role of overseeing and guiding the research process, researchers tend to establish relatively close working relationships with the D o w n l o a d e d
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1984 CHISHOLM systems of study. Of course, as the following section indicates, the degree and ways of involving system members varies widely among AR cases. Another feature of action research, that is not apparent from examining Figure 1, is contributing to general knowledge. While the research process is designed to help improve functioning of a specific organization or system in a relatively well defined problem area, researchers also have an obligation to relate learnings from individual cases to general knowledge. Many learnings and insights that derive from the process of attempting to bring about positive change in system "X" are limited to that specific system due to its unique culture, technology, operating environment, and history. Other learnings contribute to general understanding about organizations/systems or to insights about conducting planned change in such systems. Thus, adding to general knowledge and understanding of systems and organizations and the dynamics of change processes involved in making them more effective is another key aspect of AR. It is essential to note that action research rests on a non- traditional view of organizations. Traditional research assumes that organizations exist as concrete entities whose nature and characteristics are there to be discovered. AR research also emphasizes the importance of organizations/systems as socially constructed realities. That is, learning the shared meanings and assumptions which guide organization members' actions is fundamental to understanding current functioning and to facilitating system change. AR helps recreate the organization by assisting members develop different understandings, meanings, and assumptions that guide future actions. DIMENSIONS OF ACTION RESEARCH A recent analysis of several cases on quite different systems in various countries identified five dimensions that may be used to D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 1985 analyze individual AR efforts and to compare and contrast multiple cases .(I1) This section describes these five dimensions briefly. These dimensions provide a basis to enrich understanding of the nature of AR and how the process may vary in different contexts. System Level of Change Target Perhaps the most apparent dimension for describing AR efforts is the level of system engaged in the change process. Conceptually, targets can range from single work groups(12) or community groups(13) to international organizations (e. g . , United Nations). The current description uses four conceptual levels of systems. These appear below in Fig. 2 as the group, organization, society (national), and international system levels. In general, system complexity increases from the group level through succeeding levels. The level of system involved in AR affects the nature of research in several ways. First, the level of analysis used to conceive and guide the research process must be at least as high as that of the system being engaged.(14) This requirement stems from the fact that a system at each higher level has emergent features that are not present at lower levels.(15) In addition, greater complexity typically requires the AR process to be more open- ended than research engaged with systems at lower levels. Time comprises another difference among system levels. As a rule, systems at lower levels will have a shorter, more defined time perspective on research and change than those toward the higher level. Thus, the level of the focal system makes substantial differences in conceptualizing, designing, implementing, and evaluating specific AR efforts. Possible effects of the system level include the model used, complexity, time frame, and openness of the research process. D o w n l o a d e d
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1986 CHISHOLM Figure 2 Hierarchy of System Levels Least Complex Most Complex Group Organization Society Trans-Societal Organization of Research Setting AR sites may vary greatly on the degree of organization that exists in the system. For example, many industrial and governmental organizations are highly organized. Members of these systems identify themselves as members, have a fairly clear picture of organizational boundaries, and share certain values, norms, and assumptions about the organization to a considerable degree. They also occupy identified roles that link them to other organizational members, and defined policies, procedures, and formal systems that designate critical behaviors and work procedures. High levels of formal organization often lead to mechanistic, bureaucratic systems that require loosening of constraints on behavior. Much of past organization development (OD) and AR work has been designed for such highly organized systems. In contrast, AR that attempts to build partnerships or networks to deal with broad community issues, such as economic development or racial discrimination, typically occurs in highly unorganized settings.(16) Indeed, the research prucess itself involves helping potential constituents organize so that they can begin to function in concert. The organizing process often begins D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 1987 at ground zero by tentatively identifying potential members. Later stages involve bringing them together to discuss the general issue, testing for interest and commitment, and facilitating the development of possible action steps and structures/processes required to implement them. In brief, AR in these situations requires discovering who potential system members are and assisting them in organizing for action, if sufficient motivation to work toward an emergent purpose exists. Assisting these systems maintain and adjust forms of organization appropriate to carry out their purpose over time is another part of the AR role. To summarize, underorganized systems exhibit considerably greater ambiguity than highly organized systems in both task accomplishment (e. g. purpose, goals) and maintenance (e . g . maintaining membership and motivation) functions. Figure 3 summarizes the key features of highly organized contrasted with underorganized systems. These features have been described as categorical variables. Of course, real-life organizations may fall anywhere on a continuum from highly organized to underorganized. Openness of AR Process Action research varies greatly by the degree of openness of the research process itself. The distinguishing feature is the degree of identifying in advance specific steps in carrying out the research process. At one extreme, researchers predetermine how the research will be conducted, identify key aspects of the situation for study, and carry out the research. Early work with organizations in the Norwegian industrial democracy project exemplify this type of AR.(17) These projects were largely predetermined through using the socio-technical systems analytical and design model. AR in which researchers assume little about the nature of the target system, what features of the system are important, and how to engage members of the system in the research process fall at the open end of the scale. A highly open AR process rests on a belief D o w n l o a d e d
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CHISHOLM Figure 3 Characteristics of highly organized and underorganized systems Tightly Organized <--------- > Loosely Organized Clear membership boundary Shared values and norms Role clarity Purposelgoals clear Formal systemslprocedures present Ambiguous membership boundary Values and norms unclear Role ambiguity Purposelgoals unclear Formal systems/procedures absent that AR depends upon discovering the nature of the target system, what aspects and dimensions are relevant to study, and how to examine identified dimensions as an integral part of the research process itself. Davydd Greenwood's(18) open-ended engagement with members of the FAGOR cooperatives in Mondragon, Spain, is a clear-cut example of this approach. Figure 4 represents a scale for arraying specific cases from comparatively closed to open. Intended Outcomes of AR This section covers two approaches to examining AR outcomes. The first focuses on research goals, the second on the basic purpose of the research process. Change Goals. Action research efforts vary greatly on the types of outcomes they attempt to bring about. Change efforts that attempt to improve organizational functioning within existing system parameters involve incremental or Alpha change.(19) Much traditional AR with an organization development focus falls in this D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 1989 Figure 4 Openness of AR Process AR Process Largely Predetermined AR Process Invented1 Discovered category.(20) Change that involves a basic reorientation and restructuring of the system constitutes Gamma changes. Basic organization or system redesign and a fundamental change in the culture of a system also often result in Gamma change. In brief, such change involves a shift in system operating parameters. Because of the altered operating parameters and change in the basic character of the system, old measures of system functioning lose relevance and new ones must be developed. Beta change is that which does not change the basic character of a system but does make existing measures of change unreliable. Hence, this type of change is intermediate to Alpha and Gamma types. Purpose. The basic purpose of AR may vary considerably. Brown(21) notes that action researchers represent two distinct perspectives: (1) a Northern ~e mi s ~h e r e l " ~ i r s t World Camp" and (2) a Southern Hemisphere1"Third World Camp". Action researchers in the two research traditions pursue basically different purposes despite sharing a common label, "participatory action research," for their work. Traditional ARers attempt to improve organizational performance and generate social science theory -- i.e. to change organizations and social science. These goals are quite compatible with traditional definitions of AR. Researchers who operate from a Third World perspective attempt to raise levels of consciousness, explore new approaches to basic social problems, and empower the oppressed -- i.e. social change or transformation. D o w n l o a d e d
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1990 CHISHOLM Figure 5 Types of action research change goals Less Basic More Basic Alpha Beta Gamma Change Within System Parameters Change of Key Existing System Remain Constant: Parameters of Parameters Measures Unreliable System Pursuing one of these purposes versus the other affects virtually all aspects of AR. For, the perspective frames and orients thinking about action, research, and each phase of the process. Brown(22) notes that researchers in these two camps operate in separate worlds. Identifying these two essentially different purposes and world views provides another basis for analyzing and comparing AR efforts. Researcher Role The structure of the AR process rests heavily on the basic roles of the researchers and the members of the system in which change is being attempted. Classical social science research viewed employees and other organization members as "subjects". This term indicated clearly that the researcher was in charge and that the "subject's" task was merely to follow the researcher's instructions closely. Original AR changed the role of employees and system members. Early action research viewed members of the target system as important collaborators in the researchkhange process. D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 1991 However, researchers remained in control of key aspects of the process, such as research design, data collection and analysis, and interpretation of results. Thus, the nature of meaning within the organization or system came from the outside expert, not members of the organization. Consequently, the rich store of members' knowledge about their own unique system and its culture tended to be downplayed in favor of outside researchers' conceptual understanding of reality. In short, the structure of the AR process varies greatly based upon the role definitions of researchers and system members. Minimal member roles occur with an expert researcher role that maintains control of the critical aspects of the AR process. Larger, fuller member roles result from assuming that both the outside researchers and system members have crucial contributions to make. The outside researcher brings general knowledge of systems, social science, and the research process; internal members bring in-depth understanding of their system, how individuals perceive phenomena, and how to get things done. Highly participative AR attempts to integrate these two strengths through the research process. It also is willing to surrender control of the research to organizatiodsystem members. Analysis of several recent AR applications reveals that outside researchers engage in a wide variety of AR activities.(23) Many of these activities cannot be placed neatly on the researcher dominated/jointly managed spectrum depicted by Figure 6. However, it is instructive to review the potential and actual basic activities of researchers and the nature of their relationships to the target systems. PUBLIC SECTOR APPLICATIONS OF ACTION RESEARCH This section gives a brief description of two cases that use AR. The first case describes a Pennsylvania community-based D o w n l o a d e d
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Researcher Dominated CHISHOLM Figure 6 Researcher role in action research Collaboratively Managed Researcher model accepted Model jointly developed Researcher generated information used Researcher makes key decisions re AR process Jointly generated information used Researcherlsystem make joint decisions re AR process effort to develop a multi-sector network that fosters overall economic and social growth. Case number two covers joint national labor department-management-labor union development work to improve the efficiency and effectiveness of a Finnish paper mill. DEVELOPING THE NEW BALDWIN CORRIDOR COALITION: AN ACTION RESEARCH APPROACH This case focuses on a broad-based effort to create a 21st Century community that can compete in the international marketplace. The effort grew from the vision of a local union president who saw a need to deal with inter-related basic problems in Steelton, PA, required to stop and reverse the erosion of high quality, high wage manufacturing jobs. Community leaders from business, government, labor, education, finance, economic development agencies, and other groups responded to the union D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 1993 president's vision statement and call for action by forming a network organization, the New Baldwin Corridor Coalition (NBCC). The "Corridor" includes the area from Harrisburg International Airport ten miles south of the city to the north side of town. Organization of the coalition has grown via a bottom-up process from a series of open meetings that began in February, 1992. Typically, 50 to 60 people have attended these meetings. A steering Committee, comprised of the chairpersons of six subcommittees and several other community leaders heads up the network development effort. Subcommittees include Communications, Economic Development, Education, Governmental Affairs, Socio-Technical Research, and Workplace Competitiveness. Task forces also have been set up to explore special issues such as health care. Approximately 100 individuals attended the first anniversary meeting of the Coalition in February, 1993. Since its inception, the Coalition has received strong support in the community. Recently, the Coalition received several grants: (1) a $100,000 grant from the State Department of Commerce to fund a study of economic resources in the area; (2) a $50,000 State Department of Education grant to support joint strategic planning by seven school districts; (3) a $30,000 grant to develop coordination and communications structures and processes. The Coalition also has received other grants. In addition, many individuals are donating their time and energy to Coalition work and local organizations are giving substantial in-kind and direct support. KEY EVENTS IN DEVELOPING THE COALITION Several key events form the background for building the Coalition as a network organization. NBCC follows a general D o w n l o a d e d
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1994 CHISHOLM action research approach in its development effort. This section describes several events and activities crucial to developing the Coalition as an evolving network organization. 1 Recognizing the Problem In late 1991, long-rumored talk of the restructuring of Bethlehem Steel Corporation grew. This threat to jobs and the future of the plant caused Ike Gittlen, the local Steelworkers union president, to reflect on the situation and pull his thoughts together. He wrote a first call for collaborative action by various parts of the community in a Harrisburg newspaper article: "Will we continue our blind allegiance to individual action.. .even when it results in our own economic suicide.. .or will we now begin to act together for mutual benefit?" This message, the first public expression of the need for joint action by various groups and organizations, received favorable response from several prominent community members. Events unfolded rapidly a short time later. On January 29, 1992, Bethlehem announced a general restructuring plan to reduce costs, conserve cash, and make the organization profitable. This plan included closing part of the Steelton plant with 400 jobs lost. The remaining 1600 plant jobs were threatened. Ike Gittlen responded by calling a news conference with county commissioners, a state senator, and a U.S. Congressman. During the news conference, Gittlen proposed that government and community leaders form a coalition to save the 400 immediately threatened jobs and stabilize the entire Steelton plant. Within a week, he conducted a second news conference with a broader set of participants (e.g. a U.S. Senator; ten other local, state, and federal government officials; representatives of business and economic development organizations). According to a local newspaper, a growing sense of movement that transcended the immediate crisis began to emerge from this news conference. D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 1995 Together, this series of events highlighted and focused attention on the Steelton situation and its broader implications for the future of the community. Visioning the Future and Convening Community Meetings Based on previous experiences, Ike Gittlen saw an opportunity to galvanize community support for dealing with basic causes of industrial decline. He summarized these thoughts in a brief report, "The New Baldwin Project: Creating a 21st Century Manufacturing Town. " * One section of the report identified basic problems that seriously threatened the future of Steelton and its citizens. Problems identified included lack of vision, shared goals, and strategic planning, outmoded, fragmented and uncoordinated government agencies, inadequately educated students, business organizations that block innovation and quick response to customers, and lack of reinvestment to modernize production processes and equipment. The report predicted that unless these problems were dealt with effectively, Steelton would become "a ghost town without decent employment, no local education system, and a poverty-ridden populace begging for government support. " Another section of the report described a vision that held out hope for the future. Elements of the vision included: An Advisory Board which would represent all stakeholders with working committees for specific issues. Bethlehem Steel property becomes a "base site" for an Enterprises Zone. *"New Baldwin" reflects the original name of Steelton, "Village of Baldwin." This Village, established in 1865, included the first integrated steel mill in America, which was built in 1867. D o w n l o a d e d
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CHISHOLM School Districts and Higher Education to spearhead a 21st Century Educational Program to develop the technical/knowledge worker. Organized Labor to explore new types of organization and promote leading edge work organizations. Government organizations reexamine roles, structures and authority to streamline and focus government services. An Educational, Research, Technology and Human Resources focus dedicated to leading edge industrial/manufacturing ideas. Funding from various sources and maximum integration among various organizations, groups, and institutions. Ike Gittlen used his membership in the Capital Area Labor Management Council (CALM) to present his proposal to the community. CALM called a meeting that provided a forum for presenting and discussing the proposal. Approximately sixty business, labor, and economic development leaders attended the meeting. Reactions after the meeting were encouraging. A Harrisburg Patriot-News article called the proposal "futuristic" and "visionary" and a local politician indicated that "It's a call to leaders to act like leaders." While other reactions were more cautious, the proposal had struck a responsive chord in the community. During the next two months, work centered on broadening membership in the Coalition and getting members' thoughts on whether the Coalition should take a short- or long-term focus on change. By the end of the third meeting (April, 1992), several D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 1997 things had occurred: a temporary organization had emerged; a mission statement and name adopted; the geographic boundaries of the Coalition defined. Coalition members decided to expand the scope of work beyond Steelton to include organizations, groups, and communities along a thirteen mile corridor from the Harrisburg International Airport ten miles south of the city to the north side of town. This expansion of scope resulted from recognizing existing inter-dependencies among area organizations. ACTION RESEARCH TO SUPPORT COALITION DEVELOPMENT It is impossible to conceive of trying to assist the Coalition develop without using the action research (AR) approach. In fact, the bottom-up, collaborative style used to build NBCC from the beginning is a good example of applying AR to develop a loosely organized network. In addition, the author has attempted to educate members of the steering committee and other Coalition members about AR and how it might benefit the effort. The author has used a network development perspective supported by an open AR process to guide thinking, planning, action, and research on the project. Initially, members listened politely but were unresponsive when the time came to make key decisions. Typically, decisions about developing grant proposals, conducting surveys, and other issues reflected traditional thinking. Fortunately, the situation has changed substantially over time, as Coalition members have gained experience with using AR. This section gives brief descriptions of several specific AR applications. Survey of Business Leaders One early concern of the Steering Committee was the perceived lack of active involvement of enough business leaders in NBCC work. Consequently, a highly respected Coalition member D o w n l o a d e d
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1998 CHISHOLM agreed to interview a small number of top managers and executives during the summer of '92. Interview questions covered strengths and limitations of the area, perceptions of the Coalition, and similar topics important for economic and social development. Responses were analyzed and fed back at an expanded Steering Committee meeting in July, 1992. Despite lack of full use of results to learn about where development stood and what next steps make sense, the survey represented an early organized attempt to use action research to help guide and develop the Coalition. Survey results also provided the basis for educating NBCC members and interested individuals in the community about the Coalition and the role of action research in its development. The first opportunity to use survey findings in this way occurred in September, 1992. A group of approximately fifty interested individuals, including many managers and professionals from state government agencies, attended a presentation on NBCC at the Penn State Downtown Center in Harrisburg. Ike Gittlen recounted the history and development of New Baldwin. The author described the basic action research process and then used findings from the business survey to illustrate its application to developing the Coalition. Since the session was videotaped and was replayed several times on the local educational TV channel, it also helped educate residents of the community about AR and the development effort. General feedback on the downtown presentation was positive. One attendee suggested to the chair of the Steering Committee that the Coalition use the action research segment of the presentation to help members become more aware of the role of action research in developing the network. This resulted in a second presentation and discussion of concepts and material prepared for the earlier Harrisburg meeting at the October monthly general Coalition meeting. Feedback suggested that this presentation helped increase understanding of the developmental AR process supporting building the network. D o w n l o a d e d
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1 Strategic Planning Meeting Toward the end of 1992, Steering Committee members sensed a need to get more directly in touch with the perceptions, attitudes, and ideas of decision makers from a wider array of various community groups. Consequently, a small team designed a strategic planning meeting (a) to gain additional information from members and potential members of the Coalition, and (b) to expand and develop the network in the process. The conference was designed as a modified search conf er en~e. ( ~~) ( ~~) Current Coalition members generated lists of key persons to invite from each critical constituent group (government, labor, business, financelreal estate, education, community residents). Conference organizers emphasized inviting "individuals who can make a difference" in their organizations (i. e. key decision makers). Ultimately, 96 individuals participated in the conference with fairly equal numbers of representatives from key constituent groups. Primary work of the five hour conference took place in eight heterogeneous small groups. Each group had a trained facilitator(s) who helped stimulate and focus discussion and keep the group on track. The heterogeneous makeup of the groups meant that each group comprised a rough microcosm of the Coalition. This design stimulated exchange of information, feelings, and views across sectors to broaden understanding and help identify common concerns among the various participants. I Guidelines and ground rules for the groups also helped focus participants' attention on identifying common ground for developing the network beyond its current state. Participants were generally enthusiastic about the meeting. They gave informationJlearning about the NBCC, the process of the meeting, the community orientation, and social support as the most important benefits of participating in the conference. Participants willingly engaged in responding to questions and facilitators had to "call time" to end virtually all discussion D o w n l o a d e d
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2000 CHISHOLM periods. Data from small discussion groups were content analyzed, summarized, and distributed to all conference participants and network members. The report on conference outcomes has served as a basis for developing a role statement of basic Coalition functions and of developing plans for future projects and activities. It continues to provide a rich store of information for discussing and planning many aspects of the network. A paper, "On the Meaning of Networks" also resulted from the meeting.(26) Taking Action and Further Planning The Coalition has initiated several major projects during its existence. For example, in the fall of 1992, the Pennsylvania Department of Education funded research to support joint strategic planning among seven Corridor school districts. The NBCC Education Committee led this effort. Funding this project to support joint discussions of strategic plans represented new thinking and required obtaining an Education Department waiver of regulations that mandate separate strategic plans from each school district. Participating in joint planning and sharing additional information generated from business organizations, teachers, parents, administrators, and citizens increased understanding of problems and opportunities in the NBCC area. One tangible outcome has been a growing willingness to share resources across school district lines (e.g. teachers with special expertise). And, in the summer of 1994, the school districts collaborated to create a "Kids College", a summer enrichment program for approximately 1,000 children of all ages in the area. The "College" offered camps in diverse fields (e.g . art, computers, ecology, writing, nuclear engineering, video production). Activities also included field trips to the National Aquarium in Baltimore and the National Gallery of Art in Washington, D.C. Corporate and community sponsors provided funds for "needs- based" scholarships. Success has led to planning another "College" in '95 to expand learning and fun. D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 200 1 The Coalition also had initiated two other major projects by early 1993. One of these involved working with local economic development agencies and the City of Harrisburg to obtain an "Enterprise Zone" designation for a large segment of the Corridor. This designation enables the Zone to qualify for certain government program benefits and low interest loans for developing business enterprises. Another project involved obtaining a $50,000 Pennsylvania Department of Commerce grant to fund in-depth studies of existing industry, real estate, and potential entrepreneurial and business expansion/formation opportunities in the Corridor. Work on these projects was completed by late 1994. As a followup to the January 1993 strategic planning meeting, the Steering Committee asked all NBCC members to submit ideas for projects. This broad request went out about March 1 and led to receiving approximately thirty proposals. Proposals varied greatly in scope and in the subject covered. Several stemmed directly from the strategic planning meeting. Work on these proposals and on how to organize the Coalition continued during the first half of the year. By late summer, the SC recognized the need to conduct a series of workshops to deal with how to organize and to develop goals and specific projects for the next year. From September through December, 1993, an expanded Steering Committee (twenty-two individuals) engaged in a series of five workshops. These were designed to assure common understanding of the Coalition mission and to define goals and projects for 1994. The workshops built upon earlier work done to identify projects and goals. But, since the earlier attempts had not resulted in a broadly shared list of goals and specific projects, more work was required. A six person team designzd and planned the workshops, with two members facilitating the workshop sessions. Progress during the five workshops was slow and, at times, very difficult. However, at the end of the process, a set of D o w n l o a d e d
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2002 CHISHOLM agreed upon goals and projects had been defined for the next year. Goals and projects covered seven activity areas: organization, economic development, education, health care, inter-governmental cooperation, socio-technical research, and workplace competitiveness. These shared goals and projects provided the basis for planning and managing Coalition work during 1994. For example, two proposals based on this work were prepared and submitted to funding agencies in early January, 1994. The state Department of Labor and Industry funded one of these projects and work on helping develop joint labor-management support of "high involvement" organizations has taken place in 1994-95. In addition, the developmental process used to generate the goals and projects has caused increased understanding of the Coalition mission and role in the larger community among the members who participated in the sessions. Reviewing Progress and Planning for the Future At the end of 1994, the SC decided to start a process of assessing progress and identifying new goals and projects for the next year. The Committee designated a small team to design and arrange a meeting, which ultimately evolved into a series of four short workshops in March-April, 19%. Workshop design requested participants (the expanded SC of 22 individuals) to respond to a series of general written questions and to bring their responses to the session. The process involved sharing and discussing responses to the questions and reaching conclusions about meanings and next steps. Flow of the process went from examining the past year (what are the most important accomplishments of NBCC in 1994?), revisioning at the total community level (what describes or represents a quality community for the 21st century?), assessing progress in creating a quality community (where do we stand in developing NBCC into a quality community for the 21st century? on a 1-7 Likert scale, and why?), and defining next steps (what should we be doing during D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 2003 the next year to move NBCC closer to a quality 21st century community?). Extensive discussions during the series of three workshops led to formulating a new set of goals and action plans for the next year. The planning process also helped deepen participants' understanding of the Coalition's role in contributing to total community improvement. OUTCOMES OF COALITION WORK Work of NBCC has contributed to several identifiable outcomes, a few of which have been noted above. Responses from the recent workshops give the most current view of Coalition members' views of accomplishments. Tangible outcomes identified included: Establishing the coordinator role Starting a newsletter Obtaining increased funding Establishing the Middletown Health Clinic Conducting the "Summer College" program for school children Developing a video - well under way in producing NBCC video Assisting local company -- Successful involvement in "Xu Company (local firm) project -- pushed through to completion Completing three studies of Corridor In addition, participants identified a number of subjective accomplishments by the end of 1994 which included: 0 Commitment -- many people on board Ability to maintain dialogue with diverse groups 0 Organization takes time to look at itself and how it is developing D o w n l o a d e d
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CHISHOLM Strengthened local government involvement Still alive and growing -- new ideas A good marketing tool for the area Established as an organization -- name recognition outside Corridor Overall, responses indicate that Coalition members experienced considerable progress by the end of the past year and have generally positive perceptions of the network. Experience so far also makes it possible to reach several conclusions about Coalition work so far: Using AR to foster continuous network development is essential to building and maintaining the Coalition. Using an action research approach based on system and organization development principles provides a process for developing a quality community that can be maintained over time. The AR approach views development as an ongoing process that changes based on new events occurring in the environment and learnings and new insights from past experiences. In this way, the process helps provide up-to-date internal and external information that enable the network system to change to meet new requirements. In a conservative area, diverse groups of people are learning to work together to create the future of the community Significant progress has been made with relatively little money Many members understand intuitively that systemic institutional and organizational change by all sectors of the community (business, labor, education, government, D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 2005 community residents, health) is required to develop a "competitive environment. " Individuals also have shown motivation to engage in activities that involve all sectors of the community. People involved in NBCC work are highly motivated by the vision of the Coalition and are having the time of their lives. THE JOY PROJECT This case covers a Finnish project rooted in experiences, research, and observations that date back to the 1970s. The specific site of the intensive AR work used to bring about organization change is a paper plant in eastern Finland, approximately sixty miles from the Russian border. However, much prior work at the national and industry levels preceded organization development (OD) work at the plant. Earlier work and learnings from it provide the macro-level context for interventions at the plant level. This account covers the history and background of the JOY Project, work done with several units of the paper industry, and OD activities at the Summa Plant - Enso Publication Papers OY Ltd. History of the JOY Project During the 1970s, the Committee for Labor Relations in Finland conducted studies to determine the causes of the high level of strikes compared to those in other Nordic countries. Establishing the existence of the "high strike" situation led to asking "What causes the relatively large number of strikes to occur? " Study indicated that management decision making processes had a major impact on strike occurrences. Organizations that used traditional top-down decision making tended to have D o w n l o a d e d
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CHISHOLM Figure 7 Cooperative and authoritative decision making system and the number of strikes Number of strike8 Authoritative decision Cooperative decision I I I I T h e 1 2 3 4 1. Need for change is rerll.ed 2. Decision 3. The end of change process, participative qst em 4. The End of change process, authoritative system Source: Kauppinen, T. "Management of Change and the JOY Project," in T. Kauppinen and M. Lahtonen (eds.). Action Resewch in Finland, Ministry of Labour, Helsnki, 1994, p. 158. more strikes than those that used participative methods for making decisions. Involving workers at all levels in the decision making process seemed to have a substantial effect in reducing strikes. Figure 7 depicts the general effects of using cooperative versus traditional decision making in Finnish organizations at various stages of the change process. Involving employees in decision making not only appears to reduce strikes, it also affects timing. Strikes that took place in cooperative decision making systems D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 2007 occurred earlier (after recognizing that change is needed, but before decisions had been reached about what and how to change) compared to those in top-down organizations. Strikes in traditional organizations, usually occurred after management had decided what changes to make and how to put them in place. In effect, employees were opposing decisions made exclusively by management. (27) The Finnish government responded to these findings by sponsoring legislation and supporting new types of collective bargaining agreements. Changes in laws and labor agreements have supported increased employee participation in decision making. In 1978, the Finnish Parliament enacted the Act on Codetermination in Companies. This law aimed to increase worker-management collaboration in making decisions about enterprises by requiring management to supply information and negotiate about changes within the organization. Establishing work councils, however, was voluntary. In 1981, all employers and central union organizations signed formal agreements on cooperation in Finnish working life. These agreements have been renewed twice (1986 and 1989).(28) National laws of 1990 and 1991 extended requirements for active employee participation in workplace decisions. In short, by the end of 1991 a formal structure of laws and collective bargaining agreements that require extensive workplace cooperation existed in Finland. Presently, the structure parallels those that exist in other Nordic countries. Developing the JOY Project The JOY Project was created by the Ministry of Labor to bring about required change revealed by earlier research on strikes, cooperation, and collective bargaining. The Project also is designed to help organizations meet general competitive pressure for greater flexibility. Its aim is to help foster change at the workplace level to make formally prescribed legislative and labor D o w n l o a d e d
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2008 CHISHOLM agreement goals a reality. Work at the national and industry levels attempts to create structures and processes that stimulate and support AR, innovative action and learning, at the local level. JOY stands for Johtaminen (leadership), Organisaato (organization), and Yhteistoiminta (cooperation). The project began in January, 1988, with a joint search c onf e r e n~e ( ~~) ( ~~) among three paper and pulp mills. Each plant sent eight representatives to the conference: three shop floor workers, and one representative of supervisors, office employees, engineers, personnel management, and plant management. In principle, these individuals represented all levels and basic functions of the plants. "The purpose of the joint conference was to start a discussion about the future of the paper and pulp industries and to find a way to a 'new factory', to try to prepare development programs according to the needs of (all) personnel and management. By choosing three factories we tried to change the daily rules of discussion and to create an open atmosphere to present new ideaS (31) All three plants had participated in the earlier studies of strikes, discussion making processes, and collective bargaining. Consequently, representatives listened to results of the study with great interest. After hearing the results, several representatives from employees and management asked how to manage change in their plants without strikes. This question stunned researchers since it confronted them with a potentially new role, that of Action Researcher. Previously, the researchers had operated as outside experts who collected, analyzed, and fed back information from a " hands-off" stance. Now, plant representatives were asking them to engage in a more collaborative process of helping interpret results and helping them invent ways of bringing about positive change. Since the request represented a substantial role change, the researchers were uncertain about whether the requested role was appropriate. Eventually, the researchers accepted the new role and came to recognize action research as a way of meeting the D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 2009 new demands. The following excerpt gives insight into the transition to AR. One of our studies called "Management in the public sector" gave similar results: the problem is the management of changes. Difficult changes include big investments, new equipment and even arrangements of working environment. The methods used in those studies could not, however, tell how to handle these problems. Our studies were directed to the past, but the action was directed to the future. Therefore we had to find future- oriented methods. But this did not seem to be enough. Every workplace had special demands, and there was a desire to use methods of their own and to make decisions of their own. In this situation, we became interested in action research.(32) Design of the joint conference for the three paper and pulp mills involved three key features. First, as mentioned above, conference designers believed that bringing together representatives from various levels and functions of three different plants struggling with the same issues of creating and managing change would "unfreeze" participants to actively engage in discussion. Creating a forum and mix of participants different from those of normal discussions was an important ingredient here. The second strategic design feature dealt with how to conceptualize past, present, and future events and processes. Action researchers adopted the following view to guide handling these complex phenomena. Figure 8 suggests that examining the past and how the organizations got from the past to the present is important for understanding the complexities, false starts, mistaken assumptions, unforeseen developments, unanticipated consequences, and other happenings that comprise the curved road from past to present. This understanding enriches a shared sense of the current situation. D o w n l o a d e d
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2010 CHISHOLM Figure 8 The curved road from the past to the present situation and to the vision 2000. The JOY-road to the vision 2000. I Curved road from Anticipated curved JOY-road to past to present road to the vision the vision Source: Kauppinen, T. "Management of Change and the JOY Project," in T. Kauppinen and M. Lahtonen (eds.), Action Research in Finland, Ministry of Labour, Helsinki, 1994, p. 172. It also encourages a more realistic understanding of what will be required to move from today's situation toward the shared vision of the future. Based on past experience in reaching the present situation, individuals are likely to conclude that travelling a curved road will be required to reach "Vision 2000." Of course, the curved road view fits with and supports using an adaptive action research strategy for bringing the vision into being. D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 201 1 The third foundation stone of design involved the communication process that took place during the joint conference. Discussion guidelines followed principles of democratic dialogue. Democratic dialogue rests on the idea that all interested parties can and should participate in discussion of the relevant issue(s). Defining when, where, and in what forms participation will occur establishes boundaries that help enable participants to identify relevant discussion and how to take part in it. According to Gustavsen and Engel ~t ad, ' ~~) criteria that foster democratic dialogue include: (1) Defining discussion arenas clearly -- Small group discussions, plenary sessions, and other parts of the official program provide the basis for conference outcomes. Consequently, "analyses, problem solving, " and decisions must derive from outcomes of these official, public sessions. (2) Stating issues openly -- Issues publicly identified and worked on during official conference discussions and meetings are the only legitimate ones for participants to consider. (3) Resource person involvement -- Facilitators, action researchers, and other resource persons carry out their work only during official conference activities. Such activities as "off-the-record" consultation are off limits. (4) Focusing on identified issues -- Work during a conference must focus only on the issues identified for work by the participants. Following these discussion guidelines helped create a climate and norms that supported broad, deep exploration of issues. D o w n l o a d e d
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2012 CHISHOLM Developing the Summa Plant - Enso Publication Papers OY Ltd. The Summa Plant employs about 650 employees and produces approximately 400,000 tons of paper per year for the publishing industry. Most of the product (80 %) is exported. Profitable years of the 1970s became reversed in the early '80s due to international overcapacity. The numerous strikes that took place at the plant during the 1970s and early 1980s posed another serious threat to the plant. The local union and management began to explore ways of working together to improve their relationship and increase overall plant effectiveness and the quality of employees' working lives in the mid-80s. Recent organization development work built upon experience and learnings from earlier activities. And, the 1988 joint paper industry conference described in the previous section served as a catalyst for the latest phase of development. Identifiable stages of development at the plant over the past few years include: 1985 - Quality management project - Educating employees on quality concepts. 1986 - Innovating with customers -- Forming 6-8 person teams to visit customers. 1987 - Wall paintings -- Using colorful posters to communicate goals and values of the quality project. 1988 - Development project -- Plant expansion project: Including two employees from the plant floor on each of the eight project teams that planned plant expansion. D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 2013 1989 - Financial training -- Educating and training (2 days) all plant employees on financial and accounting concepts. Training was designed to enable all employees to understand the impacts of their actions on plant effectiveness and profitability. 1990 - Budget planning -- Involving employees actively in preparing annual plant budget. 19911 - Summa values and quality -- Using a joint 1992 employeelmanagement discussion process to develop a written statement of values and a policy on quality. 19911 - Cost reduction -- Designing and using a 1992 cooperative process to develop ways of reducing costs. This process resulted in 55 million cost savings. This amount was over 10 million greater than management's first target. Work at the Summa Plant has followed an evolutionary AR path with each phase building on learnings from earlier phases. First, work began by focusing on the importance of quality and educating all employees about basic quality concepts. Thus, the change process began with a concept that all employees could understand from their daily work. Work during the next year extended in-plant training by having employees visit customers to learn first-hand the importance of quality from an external perspective. Using colorful wall posters to symbolize and communicate quality goals and values attempted to carry learning to a deeper level. A new level of employee involvement began in 1988 by including two shop floor employees on each project team responsible for designing and planning a major plant expansion. This experience revealed that, in general, plant employees lacked understanding of financial concepts. Receiving financial/accounting training in 1989 enabled employees to participate actively in developing the annual budget the following D o w n l o a d e d
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2014 CHISHOLM I year. By 1991, the level of trust and base of knowledge and understanding among employees and management had grown to the point that it was possible to loop back and develop a joint written statement of values and a policy on quality. Jointly designing and implementing an effective cost reduction plan represents another level of learning and trust that had resulted from the AR process at Summa over the years. The deliberate pace to assure that learnings were captured and that all employees, the union, and management understood and agreed on next steps is impressive. DIMENSIONAL ANALYSIS OF CASES This section covers a brief analysis of the NBCC and JOY Project by using the five dimensions of AR described in section two. These dimensions include system level, organization of system, openness of the AR process, change goals, and researcher role. The two cases described in this article represent relative complex and sophisticated AR applications. Both cases involve attempts to bring about broad based change: the NBCC case at the community level; the JOY Project at the national (societal) level. AR applied at these levels is inherently more complex and requires longer, less well defined time frames than change efforts at lower levels on the system hierarchy. The pace of NBCC and JOY development work reflect this slow, uncertain time dimension. As these two cases also illustrate, higher levels of system complexity require fairly open, innovative approaches to AR design and management. Both the NBCC and JOY Project also involve attempts to build fairly loosely organized systems to deal with broad issues. Until the JOY Project began OD work at the plant level, the two projects involved relatively ambiguous membership boundaries, unclear values and norms, role ambiguity, lack of clarity and D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 2015 agreement on goals, and the absence of formal organizational systems and procedures. These features added to the complexity and difficulty of inventing and applying the AR processes required to develop the organizational system needed to bring about change. These features plus the system level of the change efforts also caused the AR to be comparatively open and invented or discovered (v. closed and largely predictable). And, the fact that neither project originally included AR as part of the development and planning process has contributed further to the high level of openness involved. Developing the NBCC and the JOY Project have attempted to bring about Gamma change, that is, change in key parameters of the systems involved. The Finnish case involves an attempt to develop and implement a new paradigm that guides management of organizations and labor-management relationships in pursuing national economic goals. Part of the new paradigm that has emerged from the project is the new action research role of the Ministry of Labour. Similarly, the NBCC case has used a new paradigm of horizontal collaboration among all community institutions as the basis for changing the infra-structure that supports economic and social development. This new paradigm is evolving as it guides the process of building the Coalition. Both of the present cases clearly fall in the Northern Hemisphere/"First World Camp", since they attempt to improve organizational/system performance and generate social science knowledge. The role of the researcher in both projects has emerged over time. As noted earlier, originally, the researchers in the Finnish project assumed a traditional research role: Conduct the research, give results, and leave the client system to figure out what to do. This role changed, however, when labor and management members began insisting that the researchers engage with them to discover how to bring about change. This demand caused reexamining the researcher role and developing the AR role. The New Baldwin project also began with no identified action research D o w n l o a d e d
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2016 CHISHOLM role. Fortunately, a bottom-up developmental perspective for building the Coalition was used from the beginning. Incorporating AR with the network development process was comparatively easy since the two are highly complementary. The fact that both projects lacked a defined AR role at the outset also caused the research process to be collaboratively managed. As a result, research models have been jointly developed, information has been jointly generated, and researchers and system members make decisions about the AR process. CONCLUSIONS The two cases described in this paper represent current examples of using AR to attempt to make progress toward broad goals following paths that were quite ill-defined at the outset. Each case has demonstrated that the action research approach can make an important contribution to dealing with such situations. The JOY Project shows some of the positive outcomes that can occur from work at the plant level. AR activities at the plant level, in turn, rest on earlier foundation building at the industry and national levels. Developing the NBCC also has demonstrated that AR can result in positive outcomes in building a loosely- organized network of key community organizations and institutions. It appears that the nature of AR makes it particularly well suited to making positive contributions in dealing with many current issues and complex problems. Many important issues are extremely complex and involve sub-sets of problems that interconnect and involve many different groups, organizations, and individuals. Rather than being clearly definable problems that are amenable to final solutions via traditional, logical problem solving, these are complexes of problems or "messes" .(34) Attempts to deal with a single aspect of such problem domains(35) are likely to trigger counter forces from parties who have a vested interest in other aspects of the domain. D o w n l o a d e d
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ACTION RESEARCH AND PUBLIC SECTOR PROBLEMS 2017 Complexity of the issues (e.g. improving cooperation within Finland; developing a community infrastructure that supports organizations that can compete internationally) requires involving many parties in development efforts over fairly long periods of time. The two present cases indicate that AR can help bring together the diverse interests of many parties to work toward broadly defined superordinate goals. A second general learning derived from analyzing the NBCC and JOY cases concerns the adaptability of AR. These two projects, followed quite different developmental paths in different social and cultural settings. NBCC started from concern over losing 400 jobs, with another 1,600 jobs in the same plant threatened. This immediate local problem was thought about as resulting from archaic organizations and institutions that were fragmented and lacked focus on demands of the late 20th century. Conceptualizing the problem in this way led to the possibility of using AR to foster development of the Coalition. The JOY Project went in the opposite direction: from the national level to the local or plant level. In both cases, the applicability of AR and its actual role had to be discovered and invented. And, new ways of using AR to advance the projects are continuing to emerge and to be developed. In brief, AR must be adapted to and stem from requirements of the setting in which the process is grounded. This learning parallels that derived from analyzing a wider array of AR applications in various parts of the world. Analysis indicated that context had a primary influence on several aspects of AR. These included the basic AR approach used, the nature and degree of collaboration, and the role of action researcher^.'^^) Another general learning deals with the importance of conceiving of the constituent organizations and groups involved in NBCC and several activities of the JOY Project as a loosely-linked organization. Viewing the Coalition this way implies a network development strategy for building the system. Developing this lateral form of organization contrasts sharply with establishing a D o w n l o a d e d
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2018 CHISHOLM traditional hierarchical organization. Decisions result from involving many groups and individuals who operate at the same level. Hence, an open AR process is required to support the developmental process. In the JOY Project, conceiving of plants in the paper industry as a loose network provided leverage for designing and conducting a search conference among plant representatives. Participating as members of a network larger than the plant organization in which they normally worked helped free up representatives to view issues from a different perspective and to learn from each other. This learning is consistent with the experience from other network building efforts.(37) Briefly stated, using the network construct to conceive of, guide, and conduct AR provides leverage for change in many situations. Despite its potential to help bring about long-term change in many situations, AR is not a panacea. AR requires a commitment to devote considerable time and other resources to help improve systems or organizations. Often, as in the two cases covered in this article, progress is slow and results uncertain and hard to measure. Still, action research deserves strong consideration as an approach to bringing about basic change and for learning from the process. REFERENCES 1. Elden, M., and Chisholm, R. F. (eds.). "Special Action Research Issue. " Human Relations 46(2) (1993): 121-298. 2. Lewin, K. "Action Research and Minority Problems." Journal of Social Issues 2(4) (1946): 34-46. 3. Collier, J. "United States Indian Administration as a Laboratory of Ethnic Relations. " Social Research 12 (1945): 275-286. D o w n l o a d e d
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