Research Action: Organizational Feedback, Understanding, and Change
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Date
1972
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Abstract
This 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.
Description
The study discusses the integration of research and action in organizational contexts, using methods such as surveys, interviews, and feedback meetings. Findings highlight the role of trust and information sharing in enhancing system understanding and enabling constructive interventions. Detailed empirical analysis and longitudinal data provide insights into the dynamics of respondent-investigator relationships and their impacts on organizational outcomes.
Keywords
Research Action, Organizational Feedback, Constructive Change, Behavioral Science, Trust Building, Action Research, Feedback Mechanisms
Citation
Brown, L. D. (1972). Research Action: Organizational Feedback, Understanding, and Change. Volume 8, Number 6, 697–711.