Hilary Bradbury

Action Research: An Opportunity for Revitalizing Research Purpose and Practices

In this overview the authors describe the underlying principles of action research as: (1) grounded in lived experience, (2) developed in partnership, (3) addressing significant problems, (4) working with, rather than simply studying, people, (5) developing new ways of seeing/theorizing the world, and (6) leaving infrastructure in its wake. We refer to the role of social workers as frontline implementers of important social policies and suggest how action research can be used to both implement and also influence the creation of such policies. We offer examples of action research efforts that can be applied to the social workers practice-scholarship repertoire.

Sustaining inner and outer worlds: A whole-systems approach to developing sustainable business practices in management

Sustainability issues are not just “out there” in the external environment. In approaching the issue of sustainability, students benefit from questioning what is it that sustains their own lives, the lives of those they care about, and the organizations in which they work. If encouraged to do this, students become better systems thinkers as they link their external and internal worlds. This article presents some clarification of the concept and practices associated with sustainable development and describes numerous class exercises to help management students move sustainable development into their own sphere of attention and practice.

Sustaining the Heart of Action Research(ers) An Interview with Joanna Macy

In designing the new Action Researchjournal Peter Reason and I agreed to introduce influential thinkers using an interview format. Our goal is to connect journal readers with people whose work is not often cited within the action research community, but which we believe can benefit reflection and practice among action researchers. My first interview is with Joanna Macy, an eco-philosopher and experiential educator. In particular I believe that Macy’s work has much to teach us about accessing those parts that block action researchers and their research partners from embracing and realizing the changes we desire. By addressing deeper emotions that color all our so-called rational efforts, we may find ourselves more capable of doing better action research.

Three powers of feedback for sustainable multi-organizational learning

1. What the World Needs Now is Sustainable Work Systems (Peter Docherty, Mari Kira and A.B. (Rami) Shani) 2. Organizational Visions of Sustainability (Keith Cox) 3. The Interface Journey to Sustainability: Identity Dynamics within Cultural Incrementalism (Mona Amodeo) 4. Sustainability in Knowledge-Based Companies (Peter Brodner) 5. Sustainability and the Ageing Workforce - Considerations with regard to the German Car Manufacturing Industry (Julia Weichel, Markus Buch, Dirk Urban and Ekkehart Frieling) 6. Utilizing Technology to Support Sustainability (James Sena and A.B. (Rami) Shani) 7. Creating Sustainable, Desired Change in Teams through Application of Intentional Change and Complexity Theories (Richard Boyatzis) 8. Sustainable Heritage in a Rapidly Changing Environment (Lena Wilhelmson and Marianne Doos) 9. Learning Mechanisms in Sustainable Work System Design (Mike Stebbins and Judy Valenzuela) 10. Financial Management to Support Sustainability (Doug Cerf and Arline Savage) 11. A Development Coalition for Sustainability in Health Care (Svante Lifvergren, Tony Huzzard and Peter Docherty) 12. Three Powers of Feedback for Sustainable Multi-organizational Learning (Hilary Bradbury) 13. Labelling and Sustainability: The Case of Specialty Coffee (Mikael Roman) 14. An Initial Exploration of Sustainable Work Systems in China: An Issue of Imbalance between Economic and Social Reform (Sharon Moore and Julie Jie Wen) 15. Sustained by Work: Individual and Collective Sustainability in Work Organizations (Mari Kira and Frans M. van Eijnatten) 16. Toward a Sustainable Work Systems Design and Change Methodology (Michael Stebbins and A.B. (Rami) Shani) 17. Sustainable Work Systems: Past, Present and Future of Social Sustainability (Peter Docherty)

Doing Work That Matters Despite the Obstacles An Interview with Riane Eisler

This is the third interview for the journal section we call ‘ influential ideas’. Here we introduce (and invite others to introduce) influential thinkers in a digestible format so that action researchers may be inspired to enrich their own research and practice. This interview is with Riane Eisler, who is known primarily as an author. Her best known book, The Chalice and the Blade, was published by Harper and Row in 1988 and became a bestseller which has since been translated into 20 foreign languages. Other books include Sacred Pleasure, Tomorrow’s Children, and The Power of Partnership. Eisler places what would commonly be called feminist concerns at the center of her inquiry. In doing so she has explored the deep foundations of a dominator culture that permeate not just our gender relationships, but also our very modes of thinking and doing research. She offers suggestions for action research projects we might undertake, in programmatic fashion, to create more of a partnership orientation in many walks of life.

Enough with Lewin already

ARJ Editorials have been tame affairs to date. I wonder what happens if we use this space to speak more collegially, as if over coffee together. How do we describe what is on our heart/minds about the work of action research that flows through this important journal. ARJ is the premier action research periodical and the editorial board works with a level of, dare I say, passion we might feel for being a part of a movement to create a different practice of transformative knowing/inquiry. Herewith then, a new experiment that invites different members of the ARJ editorial board to write a brief editorial, either for the journal or AR+. I’ll go first . . . I love the action research community. I love our potential to transform knowledge creation. In my vantage I see a huge wave of interest in our work, growing at the same time that our concepts and practices are being articulated more robustly. But I have a ‘‘beef,’’ a secret annoyance that I think is good to share, perhaps especially with novice action researchers. ENOUGH ALREADY WITH THE MINDLESS REFERENCES TO LEWIN’S WORK. BUILD ON THE EFFORTS OF RECENT ACTION RESEARCHERS. Don’t get me wrong. I am one of Lewin’s greatest fans. He was a genius. Before the advent of systems thinking he named the experience of the shared field in which we do our work. I say he was a genius because he understood—albeit without systems language—the self is deeply relational, embedded and conditioned in a field of cultural, linguistic, emotional relations. Well he went on to become the father of social psychology. Not so shabby! Yet Lewin’s genius is not what novice action researchers have in mind with the (overtly simplified) ‘‘Plan, Do, Act’’ cycle. I am all for simplicity on the other side of complexity. But I am pretty sure it is not present in these references. And—well—while am venting—Lewin’s work is 80 years old already. We have a journal replete with better, fresher models. So enough already with references to the so-called Lewin’s model. In truth I think that ‘‘Plan, Do, Act’’ cycle is more W. Edwards Deming’s model anyway, Deming who bridges the worlds of engineering

Only connect: Action Research as difference between heaven and hell

The allegory of the long spoons came to mind as I read this issue. Attributed to Western and Eastern cultures, the allegory explains the essential difference between heaven and hell. The allegory teaches, that in both heaven and hell people eat with long spoons. In hell this means that the people starve because they are unable to lift food to their mouths with the overly long utensils. In heaven, however, the diners feed one another across the table. Everyone is well fed because everyone feeds another. Creative, clever and kind. Like good action researchers! As I read the papers, I see that making real contact, adding empathy and creativity to our research design, is a critical factor, the yeast in the bread so to speak in a continuing food metaphor. It leads both to nourishing insights and empowering outcomes. This dual purpose approach to knowledge creation that is a hallmark of action research is an innovation in human science that can serve the transition of our society toward sustainability.

Love is how we invest our attention

Spring is in the air here in Portland Oregon. That’s the good news. Not so good is that physicist Stephen Hawking has just warned us that we have about 100 years to figure out whether we’ll become extinct as a species. Reports of escalating melt in Antartica appear to reinforce such warning. While doomsaying can paralyze, it can also focus the mind on using our time and attention better. Hence ‘‘love is how we invest our attention.’’ How do warnings of doom, along with inspiration about choiceful attention, fit into an editorial in ARJ? Because action researchers are concerned with spreading the values and processes of action research to a wider audience. We do this now out of a sense that the collaborative and transformative inquiry/practice, exemplified by action research, can be popularized. Our work is fundamentally about transforming the inherited systems of ‘‘power-over’’ to ‘‘power-with.’’ Action research can contribute more to the significant social innovation required for a more sustainable world. In this spring issue, as usual, you will find more good examples of what that looks like.