Wie vollzieht sich Wandel in Organisationen? Was bedeutet Zusammenarbeit in einem Unternehmen? Was können wir aus Erfahrungen lernen? Das Buch untersucht organisationale Veränderungsprozesse auf Basis von Kooperationserfahrungen zwischen Arbeitgeber_innen, Arbeitnehmer_innen und Aktionsforscher_innen in Europa und den USA in der zweiten Hälfte des 20. Jahrhunderts. Die Autor_innen identifizieren zentrale Akteure und Impulsgeber von Veränderung, zeichnen Machtverhältnisse nach und weisen auf mögliche Dilemmata hin. Dabei entwickeln sie zentrale Erkenntnisse über Prozesse der Partizipation und…mehr
Wie vollzieht sich Wandel in Organisationen? Was bedeutet Zusammenarbeit in einem Unternehmen? Was können wir aus Erfahrungen lernen? Das Buch untersucht organisationale Veränderungsprozesse auf Basis von Kooperationserfahrungen zwischen Arbeitgeber_innen, Arbeitnehmer_innen und Aktionsforscher_innen in Europa und den USA in der zweiten Hälfte des 20. Jahrhunderts. Die Autor_innen identifizieren zentrale Akteure und Impulsgeber von Veränderung, zeichnen Machtverhältnisse nach und weisen auf mögliche Dilemmata hin. Dabei entwickeln sie zentrale Erkenntnisse über Prozesse der Partizipation und Veränderung in Organisationen, von denen Forschung und Praxis gleichermaßen profitieren können.
Marianne Kristiansen, Ph.d.,is a professor emerita at Aalborg University/Copenhagen, Denmark.
Jørgen Bloch-Poulsen, Ph.d., is a senior lecturer at Copenhagen University, Denmark
Inhaltsangabe
Preface by Werner Fricke
Foreword
Introduction
Part I: Participation in organizational changes
Chapter 1 An example of tensions and dilemmas in organizational action research
'On the infinitely large in the infinitely small' in Team Product Support
What and why
1.Tensions between participation as involvement and/ or as co-determination
2.Tensions, positionings and the exercising of power
3.Experimental change of communication patterns in Team Product Support
4.Tensions between the smaller project context and larger organizational, societal and global agendas
5.Tensions in the management of organizational difference through dissensus
Reflections
Chapter 2 A historical view of employee participation: four understandings
What and why
1. Participation in working life: a mixed bag
2. Participation as industrial democracy
3. Two phases of participation as individualized involvement
4. Participation as autonomy
5. Some conclusions
Reflections
Part II: An empathetic-critical view of participation in organizational action research in the twentieth century- From self-managing groups to co-generation of practical and theoretical change?
Chapter 3 Change-oriented social science: Early organizational action research in the USA in the 1940s
What and why
1.Aims and perspectives
2.The Harwood studies: Action research at Harwood
3.The Harwood Experiments
4.Discussion of Lewin's view of participation
5.Discussion of Lewin's theory of change
6.Lewin's view of action research: A philosophy of science perspective
7.Some conclusions
Reflections
Chapter 4 The origin of socio-technical systems thinking- Studies at British coal mines in the 1950s
What and why
1.Introduction and aims
2.The Tavistock group's experiences before, during and after the Second World War
3.Initial studies at the Haighmoor mine
4.Follow-up studies in the Durham collieries
5.The new paradigm
6.Socially engaged accompanying research: between research 'on' and research 'with'
7.Conclusion
Reflections
Chapter 5 Industrial democracy: Experiments in Norway in the 1960s
What and why
1.Introduction
2.Background: the democratic endeavour
3.Analysis of two field studies
4.A democratic paradox?
5.Discussion of NIDP as applied research
6.ConclusionsReflections
Chapter 6 Democratic dialogues-Dialogue conferences in Norway and Sweden in the 1980s
Chapter 1 An example of tensions and dilemmas in organizational action research
'On the infinitely large in the infinitely small' in Team Product Support
What and why
1.Tensions between participation as involvement and/ or as co-determination
2.Tensions, positionings and the exercising of power
3.Experimental change of communication patterns in Team Product Support
4.Tensions between the smaller project context and larger organizational, societal and global agendas
5.Tensions in the management of organizational difference through dissensus
Reflections
Chapter 2 A historical view of employee participation: four understandings
What and why
1. Participation in working life: a mixed bag
2. Participation as industrial democracy
3. Two phases of participation as individualized involvement
4. Participation as autonomy
5. Some conclusions
Reflections
Part II: An empathetic-critical view of participation in organizational action research in the twentieth century- From self-managing groups to co-generation of practical and theoretical change?
Chapter 3 Change-oriented social science: Early organizational action research in the USA in the 1940s
What and why
1.Aims and perspectives
2.The Harwood studies: Action research at Harwood
3.The Harwood Experiments
4.Discussion of Lewin's view of participation
5.Discussion of Lewin's theory of change
6.Lewin's view of action research: A philosophy of science perspective
7.Some conclusions
Reflections
Chapter 4 The origin of socio-technical systems thinking- Studies at British coal mines in the 1950s
What and why
1.Introduction and aims
2.The Tavistock group's experiences before, during and after the Second World War
3.Initial studies at the Haighmoor mine
4.Follow-up studies in the Durham collieries
5.The new paradigm
6.Socially engaged accompanying research: between research 'on' and research 'with'
7.Conclusion
Reflections
Chapter 5 Industrial democracy: Experiments in Norway in the 1960s
What and why
1.Introduction
2.Background: the democratic endeavour
3.Analysis of two field studies
4.A democratic paradox?
5.Discussion of NIDP as applied research
6.ConclusionsReflections
Chapter 6 Democratic dialogues-Dialogue conferences in Norway and Sweden in the 1980s
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