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Permanent URI for this collectionhttp://192.9.200.215:4000/handle/123456789/196
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Item Participative Research on the Transfer of Laboratory Training(0000) Brown, L. Dave; Brown, Jane C.This study rests on the assumption that training and research activities can be interdependent and mutually enhancing. Concepts about transfer of laboratory training and "participative research" methodology were used to develop a training and research design in which the two activities were closely integrated. The design made use of a variety of dual-purpose mechanisms to facilitate the transfer process and to provide data for an exploratory study. Results suggested that success in training transfer was related to specific goal-setting, development of support systems, and the gap between laboratory and "real world" cultures, and that "participative research" produced a flow of information that was high in quantity and quality. The effort to Integrate training and research appeared in this case to enhance both. Implications for further "synergic" combinations of research and action are considered.Item Organization-Building for Rural Development: An Experiment in India(The Journal of Applied Behavioral Science, 1981) Tandon, Rajesh; Brown, L. DaveThis paper argues that local organizations able to act on behalf of the rural poor are critical to constructive social change in developing societies. An intervention for building such local organizations is described conceptually and its implementation illustrated in work with small farmers in rural India. Time series data collected over 30 months revealed significant changes in activities by trained groups. Trained groups undertook more initiatives that were planned, informed, collectively organized, successful in influencing the village as a whole, and successful in influencing agencies out-side the village. Qualitative data also indicated important changes in trained-group activities. The relevance of applied behavioral science theory and technology to rural development and social change is discussed in the light of these findings.Item Can "Haves" and "Have-Nots" Cooperate? Two Efforts to Bridge a Social Gap(The Journal of Applied Behavioral Science, 1977) Brown, L. DaveThis paper examines two workshops that brought together chief executive officers of large organizations and activists from community groups to pro-mote better intergroup communications and long-term cooperation for social projects. The workshops are described as attempts to create cooperation between noninterdependent and unequally powerful groups. The events /the workshops-one a success and one a failure are analyzed in terms of the evolution of boundaries and the development of power relations. The roles of third parties as influencers of boundary development and power asymmetries are discussed.Item Designing an 'Empathic Questionnaire' for Organizational Research(1972) Alderfer, Clayton P.; Brown, L. DaveIn organizational field research, the investigator often finds that he must earn the trust of organization members before they will provide him with information that they consider threatening to themselves. One way that trust can be earned is by demonstrating some awareness and acceptance of the respondent's life dilemmas. This study tested and found support for the hypothesis that a questionnaire showing that the researchers already knew about key issues in the organization would elicit more information threatening to the respondent than would an instrument based solely on general morale and satisfaction topics.Item Designing an "Empathic Questionnaire" for Organizational Research(1972) Alderfer, Clayton P.; Brown, L. DaveThis study explores the impact of empathic design in organizational research, focusing on sarcasm and its effects on social interactions within organizations. A questionnaire-based methodology was employed to assess organizational members' perceptions, examining the influence of sarcasm in interpersonal communication. The research highlights the role of emotional expression in organizational dynamics and discusses the implications for understanding human behavior in social contexts.Item Research Action: Organizational Feedback, Understanding, and Change(1972) Brown, L. DaveThis article explores the synergistic and complex relationship between research and action, challenging the traditional separation of the two. Using a case study of a private boys' boarding school, the author examines how mutual information exchange between investigators and respondents fosters better understanding and change. Results indicate that shared information enhances trust, improves diagnosis quality, and strengthens relationships. The implications of combining research and action for achieving effective organizational change are discussed, grounded in the principle that understanding a system can also facilitate its transformation.Item Interviews as Catalysts in a Community Setting(American Psychological Association, 1978) Brown, L. Dave; Tandon, RajeshThis study examines the effects of interviews about community experience on the attitudes and behavior of adult residents in two newly developed condominium communities. Volunteers and a randomly selected experimental group were interviewed, and their responses to community experience questionnaires were analyzed shortly after the interviews and again six months later. Interviewed respondents reported more involvement in their communities and exhibited more activism in community affairs than non-interviewed controls. The study explores the dynamics of interviews as catalytic events and discusses the implications of these findings for future research involving interviews.