Dealing with Power in Organisational Intervention: The Place of Methodology

Brian Lehaney and Steve Clarke
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Brian Lehaney: University of Luton, Department of Finance, Systems and Operations Luton Business School
Steve Clarke: University of Luton, Department of Finance, Systems and Operations Luton Business School

Chapter 64 in Synergy Matters, 2002, pp 379-384 from Springer

Abstract: Conclusions The findings of this study point to issues of power and coercion being addressed through critical social theory. For intervention in business organisations, management science has used this as a foundation for the development of critical systems thinking, which, since its commencement in the early 1980s, has relied almost entirely on the theories of Habermas, and more particularly his theory of knowledge constitutive interests. Such approaches can be demonstrated as having a limited domain of application, with participatory action research, human inquiry, and diversity management offering a possible way forward.

Keywords: Participatory Action Research; Diversity Management; Problem Context; Personal Construct; Soft System Methodology (search for similar items in EconPapers)
Date: 2002
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-0-306-47467-5_64

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DOI: 10.1007/0-306-47467-0_64

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