Yrjö Engeström

Expansive Learning at Work: Toward an activity theoretical reconceptualization

Cultural-historical activity theory has evolved through three generations of research. The emerging third generation of activity theory takes two interacting activity systems as its minimal unit of analysis, inviting us to focus research efforts on the challenges and possibilities of inter-organizational learning. Activity theory and its concept of expansive learning are examined with the help of four questions: 1. Who are the subjects of learning? 2. Why do they learn? 3. What do they learn? 4. How do they learn? Five central principles of activity theory are presented, namely activity system as unit of analysis, multi-voicedness of activity, historicity of activity, contradictions as driving force of change in activity, and expansive cycles as possible form of transformation in activity. Together the four questions and five principles form a matrix which is used to present a study of expansive learning in a hospital setting in Finland. In conclusion, implications of the framework for our understanding of the increasingly important horizontal dimension of learning are discussed.

Activity theory as a framework for analyzing and redesigning work

Cultural-historical activity theory is a new framework aimed at transcending the dichotomies of micro- and macro-, mental and material, observation and intervention in analysis and redesign of work. The approach distinguishes between short-lived goal-directed actions and durable, object-oriented activity systems. A historically evolving collective activity system, seen in its network relations to other activity systems, is taken as the prime unit of analysis against which scripted strings of goal-directed actions and automatic operations are interpreted. Activity systems are driven by communal motives that are often difficult to articulate for individual participants. Activity systems are in constant movement and internally contradictory. Their systemic contradictions, manifested in disturbances and mundane innovations, offer possibilities for expansive developmental transformations. Such transformations proceed through stepwise cycles of expansive learning which begin with actions of questioning the existing standard practice, then proceed to actions of analyzing its contradictions and modelling a vision for its zone of proximal development, then to actions of examining and implementing the new model in practice. New forms of work organization increasingly require negotiated ‘knotworking’ across boundaries. Correspondingly, expansive learning increasingly involves horizontal widening of collective expertise by means of debating, negotiating and hybridizing different perspectives and conceptualizations. Findings from a longitudinal intervention study of childrens medical care illuminate the theoretical arguments.

Cognition and Communication at Work

The book ‘Cognition and Communication at Work,’ edited by Yrjo Engestrom and David Middleton, is a useful portal for management scholars who may be searching for grounded theory that aids them in understanding the microscopic linkages between knowledge and organization. As the title suggests, there is a heavy emphasis in this book on the communicative bases of work activity. This emphasis means that the focus of many of the chapters is on how distributed work is coordinated and how collective activities are accomplished via language and specialized nomenclatures.

Expansive Visibilization of Work: AnActivity-Theoretical Perspective

Work is commonly made visible along two dimensions: the linear and the socio-spatial. Both are limited to depicting work in terms of relatively discrete actions. Activity theory introduces the crucial distinction between collective activity systems and individual actions. Expansive visibilization of collective activity systems offers a powerful intervention methodology for dealing with major transformations of work. The linear and the socio-spatial dimensions of work actions are seen in the broader perspective of a third, developmental dimension of work activity. Four steps are identified in a cycle of expansive visibilization, combining activity-level visions and action-level concretizations. The cycle is examined in detail as it unfolded in an intervention study at a childrens hospital in Finland. It is concluded that expansive visibilization, driven by contradictions and seeking to reconceptualize the object and motive of work, is not a straightforward process which can be neatly controlled from above. Coherent analytical explanation and goal-setting may come only after the creation and practical implementation of innovative solutions.

New forms of learning in co‐configuration work

Focuses on the theories and study of organizational and workplace learning. Outlines the landscape of learning in co‐configuration settings, a new type of work that includes interdependency between multiple producers forming a strategic alliance, supplier network, or other such pattern of partnership which collaboratively puts together and maintains a complex package, integrating material products and services. Notes that learning in co‐configuration settings is typically distributed over long, discontinuous periods of time. It is accomplished in and between multiple loosely interconnected activity systems and organizations operating in divided local and global terrains and representing different traditions, domains of expertise, and social languages. Learning is crucially dependent on the contribution of the clients or users. Asserts that co‐configuration presents a twofold learning challenge to work organizations and outlines interventionist and longitudinal approaches taken.

From design experiments to formative interventions

So-called “design experiments” have been presented as a radical alternative to traditional experimental designs in behavioral sciences. A closer scrutiny of design experiments shows that they share the basic linear methodology of traditional randomized controlled trials, and thus ignore resistance and agency of learners as a source of surprise and novelty. Formative interventions based on Vygotsky’s principle of double stimulation offer an alternative that builds on and purposefully fosters learners’ agency. Formative interventions may be characterized with the help of an argumentative grammar which proposes (a) the collective activity system as a unit of analysis, (b) contradictions as a source of change and development, (c) agency as a crucial layer of causality, and (d) transformation of practice as a form of expansive concept formation. These four epistemic tenets are concretized with the help of analysis of data from a Change Laboratory formative experiment conducted in a Finnish hospital. The analysis shows that double stimulation is a multi-layered and longitudinal process in which both the initial problem situation (first stimulus) and the mediating conceptual tool (second stimulus) are reformulated and enriched in successive steps. Such a process of double stimulation generates a thirdness, a new concept for the activity under transformation.

Putting Vygotsky to Work: The Change Laboratory as an Application of Double Stimulation

INTRODUCTION This chapter examines Vygotskys method of double stimulation as a basis for formative interventions in the workplace. I argue that double stimulation is radically different from such intervention approaches as the design experiments currently discussed in educational research. Double stimulation is, above all, aimed at eliciting new, expansive forms of agency in subjects. In other words, double stimulation is focused on making subjects masters of their own lives. First, I will present Vygotskys double stimulation as a theoretical and methodological idea. I will then examine recent notions of “design experiments” and point out some serious limitations in these experiments. Second, I will introduce the Change Laboratory method developed in the Center for Activity Theory and Developmental Work Research and used for ten years in formative interventions in workplaces. Third, I will discuss this method as an application and expansion of double stimulation. Fourth, I will demonstrate the practical implementation of Change Laboratory with an example from a project carried out in Finnish post offices. Fifth, I will conclude the chapter with a discussion of some methodological and theoretical implications of the Change Laboratory method for further development of Vygotskian research, especially as it is applied in the context of the workplace and organizations.

Discursive manifestations of contradictions in organizational change efforts

Purpose – The purpose of this paper is to introduce a new methodological framework for the identification and analysis of different types of discursive manifestations of contradictions.Design/methodology/approach – The paper is based on the dialectical tradition of cultural‐historical activity theory. The methodological framework is developed by means of analyzing the entire transcribed corpus of the discourse conducted in a change laboratory intervention consisting of eight sessions and altogether 189,398 words.Findings – Four types of discursive manifestations, namely dilemmas, conflicts, critical conflicts, and double binds, could be effectively identified in the data. Specific linguistic cues were a useful first level of approaching the different types of manifestations. Critical conflicts and double binds were found to be particularly effective lenses on systemic contradictions.Research limitations/implications – The paper points to the need for theoretical and conceptual rigor in studies using the n...

Enriching the Theory of Expansive Learning: Lessons From Journeys Toward Coconfiguration

An intervention study aimed at analyzing and transforming work and learning in three organizations (a bank, a primary health care center, and a hi-tech company) allowed us to investigate forms of coconfiguration work in which there is a focus on the development of products and services that adapt to the changing needs of users. The working hypothesis of our study was that the forms of expansive learning (that is, the processes by which a work organization resolves its internal contradictions in order to construct qualitatively new ways of working) required for coconfiguration work have transformative, horizontal, and subterranean features. Based on our three organization case studies, this article argues tentatively (as a stimulus to further theoretical and empirical research) that our working hypothesis has to be enriched by the notion of experiencing, which serves to bridge the design and implementation of organizational transformation. In terms of the role played by tools and technologies in work and learning, the notion of instrumentality is introduced to further enrich our working hypothesis, emphasizing that expansive learning for coconfiguration work involves tools and novel mediational concepts in the form of multilayered, integrated toolkits.

Boundary crossing and learning in creation of new work practice

The following theoretical challenges concerning learning in organizations and at work are examined in the study. First, organizational learning is not only the formation of collective routines; it is also tool‐creation and implementation. Second, tools evolve as they are implemented. Third, tools become powerful when they become an interconnected instrumentality and constellations. Tool‐creation and implementation are examined when a new set of tools is being appropriated for collaboration between primary and secondary health care. Boundary crossings in the interaction of the multiple providers are focused as an essential context of tool‐creation during implementation. The findings concerning the tool‐creation during implementation process include the productivity of the resistance, the importance of turning points, the formation of the new instrumentality, the discovery of gaps, and the necessity of stabilization and maintenance in organizational learning. Finally, conclusions about learning in the creation of work practice will be proposed.