J. Barton Cunningham – författare

Action Research and Organizational Development describes a process of change that encourages research and consulting skills. In this process, research data about an organization or culture is systematically collected to develop an understanding of the needs, issues and problems. The information provides the impetus for focusing the change and making discoveries. This work describes the characteristics of the action research process and the procedure for its implementation. This particular type of applied social research differs from other varieties in the immediacy of the researcher's involvement and collaboration in each stage of researching, focusing, and implementing. The work describes the continuous process of research and learning in relation to the researcher's long-term relationship with a problem or issue. This book is relevant for all those who share the goal of positive change within the organization.

Emerged from the Lewinian tradition of research into organizational behavior, motivation, and change, here is a conceptual but practical way for HR professionals and others in today's organizations to understand better, more quickly and reliably, what the underlying human problems in their organizations are. Cunningham proceeds from the conviction that the key to solving organizational problems is in the hands of people, and that when people talk about the problems they experience they are reflecting their values and beliefs. The way to get people to do that is through a style of inquiry called indirect questioning--the Echo approach. This approach, which managers and executives in all types of organizations will find helpful and extensively useful is the subject of Cunningham's examination.The Echo approach is designed to bring to the surface and measure the values and beliefs held by a group of people and the organizations they comprise. Cunningham illustrates how this approach works, how to design interviews, surveys, and observations that actually echo peoples' values and beliefs--the obvious ones and those they keep hidden. Readable, well illustrated with cases and examples, this book will help executives at all levels understand better what people in these organizations are actually thinking and saying. In doing so it will help organizations become more productive and be more desirable places to work.