THE GENERATION OF USEFUL KNOWLEDGE IN COLLABORATIVE …arcolloquium.weebly.com/uploads/6/9/2/5/6925239/... · Figure 1: A hybrid process model of collaborative management research

A.B. “Rami” Shani, Ph.D.

THE GENERATION OF USEFUL

KNOWLEDGE IN

COLLABORATIVE WORK:

LEARNING MECHANISMS,

RIGOR AND COMMUNITY

Professor A.B. Rami Shani Action Research Colloquium, Waterford Institute of

Technology, Keynote Address, Ireland, May 24, 2012

[email protected]; [email protected]

mailto:[email protected]

mailto:[email protected]


Premises

• The contexts in which individuals, teams,

and organizations operate are changing

relentlessly and fundamentally

• Relentless and fundamental change

demands new knowledge solutions and

new knowledge creation processes to

complex problems

• Organizational knowledge is applied in

context

• “Useful knowledge” is knowledge that is

actually used and results in improving

practice



Premises (continued) • Generating knowledge to solve complex

problems - USEFUL KNOWLEDGE -requires

the combination of many knowledge bases to

create novel approaches

• Organizational researchers, action

researchers, consultants, and practitioners

must increasingly rely on rich and diverse

networks in order to generate knowledge,

learn, and change

• Collaborative research approaches offer a

way to combine diverse knowledge bases in

pursuit of knowledge to solve complex

problems


REFLECTING ON INDIVIDUAL EXPERIENCES

BASED ON WHERE YOU ARE IN YOUR

CURRENT COLLABORATIVE WORK,

I) IDENTIFY THE COMPLEX PROBLEM

THAT YOU ARE TRYING TO

UNDERSTAND/SOLVE

II) IDENTIFY THE CHALLENGES THAT YOU

FACE

III) IDENTIFY THE DIFFERENT KNOWLEDGE

BASES THAT CAN POSSIBLY PROVIDE

INSIGHTS THAT MIGHT BE BENEFICIAL

IV) REFLECT ON SOME OF THE

CAPABILITIES AND USEFULNESS

DIMENSIONS GENERATED THUS FAR


UNPACKING “COLLABORATIVE”

– CMR IS A RESEARCH EFFORT THAT

INCLUDES THE ACTIVE INVOLVEMENT OF

MANAGERS AND RESEARCHERS IN THE

FRAMING OF THE RESEARCH AGENDA, THE

SELECTION AND PURSUIT OF METHODS,

AND THE DEVELOPMENT OF IMPLICATIONS

FOR ACTION.

– COLLECTIVE INQUIRY IS THE CORE ACTIVITY

IN THE JOINT PURSUIT OF ANSWERS TO

QUESTIONS OF MUTUAL INTEREST

THROUGH DIALOGUE, EXPERIMENTATION,

KNEW KNOWLEDGE CREATION, JOINT DATA

SENSE-MAKING, OR OTHER MEANS.

– DIFFERENT DEGRESS OF COLLABORATION

ARE POSSIBLE


Collaborative Management Research (1)

• Collaborative Management Research (CMR)

is an emergent and systematic inquiry process, embedded in agreed upon partnership between actors with an interest of influencing a certain system of action and researchers interested in understanding and explaining such systems.

• The CMR process integrates scientific knowledge, methods and values with practical knowledge, ways of working and values.

• CMR Process generates solutions to emerging problems


CMR – A PLACE TO START

• What are some of the

key features of

collaborative

management research?



• One aim for the new knowledge

generation through CMR is that it

should be actionable for those who

in practice intend to influence the

system.

• Another aim is that the researchers

should be able to claim that it is

scientifically relevant and useful for

the development of their field.



• Collaborative Research is an effort by two or more parties,

• at least one of whom is a member of an organization or a system under study and at least one of whom is an external researcher,

• to work together in learning about how the behavior of managers, employees, management methods, or organizational arrangements affect outcomes in the system under study,

• using methods that are scientifically based and intended to reduce the likelihood of drawing false conclusions from data collected,

• with the intent of improving performance of the system and adding to the broader body of knowledge in the field of management”

» (Shani, Mohrman, Pasmore, Sytmne & Adler, 2008, p. 20).


CMR VS. TRADITIONAL RESEARCH

• CMR, at the most basic level, attempts to

refine the relationship between academic

researchers and organizational actors from

research “on” or “for” to research “with”.

• In doing so, it attempts to integrate

knowledge creation with problem solving

and “inquiry from the inside” with “inquiry

from the outside”.

• CMR generates knowledge and develop

capabilities for addressing org’l challenges

in real time.

• CMR works from philosophical principles

that are different from those of traditional

distanced idea of social science.


CMR: A FAMILY OF APPROACHES

• Over the last 65 years, Collaborative

research has developed into a family of approaches, each of which has the same core but vary in terms of emphasis.

• Examples of the different orientations of collaborative research include: action research, action science, appreciative inquiry, research circle, clinical inquiry, cooperative inquiry, developmental action inquiry, intervention research, participatory action research, table-tennis research, learning forums and, collaborative management research.


Action Research Collaborative Management Research

Essence

(ontology)

* ‘Action’ and ‘intervention’ * ‘Collaboration’ and ‘intervention’

Why * Enabling a system change and/or

supporting new initiative.

*Research interest

* Investigating a ‘red and hot’

management and research topic of

mutual interest.

Context *Wide variety of organizations and

loosely coupled organizations

*Initial interface with members at all

levels

*Business context with complex and

competitive business environment

*Initial interface with senior

management

Relation to

senior

management

*Senior management as a possible

partner in the process

*Senior management as key partner

in the process

Role of senior

management

*Sanctions the effort but not

necessarily involved in the framing of

the research focus nor its design

*Involved in the initial framing of the

research focus and the study design

Role of the

researcher

*Possible ongoing engagement with

senior management

*Facilitating the inquiry process

*Facilitating the ongoing learning

process

*Ongoing engagement with the

senior management

*Maintaining the balance between

involvement and detachment of

senior management

*Facilitating the mutual education

and inquiry process

Action research and collaborative management research:

Comparative perspective on key features (Shani & Coghlan, 2012)


CC via CMR@MC COMPANY (1) Actors Purpose Activities

Initial CMR Activities

(4 WEEKS)

Polimi Team,

CEO,

CEO Exec

Administrator

Establish basic

commitment for a

collaborative

project.

Mutual education

about MC and

CMR.

- Preliminary

dialogue with top

management about

common areas of

interests –

exploration of red

and hot issues.

Establishing the

CMR mechanism &

setting direction (6

WEEKS)

Polimi Team,

CEO, CEO

Exec

Administrator,

3 MC

members

Establish the CMR

team, developing

an understanding

of the CMR

purpose, process,

mechanism,

redefining the

scope of the

project

-Dev. criteria for

CMRT selection &

creating the CMRT

-Mutual education

about MC & CMR

-Initial decisions

about time line &

data collection

process

Developing the

CMR Design,

methods & process

(4 WEEKS)

CMR team

Refining the

research design,

methods, data

collection process

and protocol

-Exploring

alternative research

design and

research methods

options

-Developing the

data collection tools

(interview protocols)

-Establishing data

collection timeline.


CC via CMR@MC COMPANY (2 cont.)

Actors Purpose Activities

Data Collection

and shared data

interpretation

(8 WEEKS)

CMR Team and top

management team

Data collection and

the facilitation of the

creation of shared

meaning.

Interviews of top mgt

team and the members

of three organizational

teams.

Initial content analysis

of the data by RT.

Data analysis and

interpretation by CMR

Team.

Creating shared

meaning of data with

Top Mgt team

Creating an Org

shared meaning of

data and charting

a course of action

(4 WEEKS)

CMR Team,

organizational

members and top

management team

Creating org wide

shared meaning and

generating ideas for

change and

improvement

Move towards actions

based on new

insights and

understanding

*Org wide meeting and

workshop.

*Creating shared

meaning.

*Generating ideas/

suggestions for action

*Top mgt commitment

to 3 projects/actions

and timeline for actions.

Project I: PPR (20

WEEKS)

Formation of PPR

study team by

steering committee

Study design, data

collection, data

interpretation,

experimental design

for two alternative

PPR processes


CC via CMR@MC COMPANY (3 cont.) Actors Purpose Activities

Project II: BCC

(Bringing the

customer closer)

Project - phase 1

(8 WEEKS)

Formation of BCC

study team by

steering

Exploring ways to

integrate customers’

input into the design

phase – focusing on

three major clients

(each from a

different product

division)

Data collection and

the facilitation of the

creation of shared

meaning.

Mapping of key

informants to be

interviewed

Interviews of key

informants within and

outside the specific

collection design team

Initial content analysis

of the data by

Research Team (RT)

Data analysis and

interpretation by Study

Team (ST).

Creating shared

meaning of data with

Top Mgt team

BCC

(Bringing the

customer

closer)

Project -

phase 2 (16

WEEKS)

*Study team

*Company library

*Key customers of

three teams, each in

a different company

division

New collection

development launch

with key customer at

the company library

Mapping out a protocol

for integrating key

customers into the

early phase of

collection design

Developing integration

mechanism for the

customers input into

key mile stones in the

design process

Protecting the CC

process by limiting

customers

involvement/input.


Outcomes – Mgt Actions (partial list)

• Development of new org vision

• Redesign of org structure and the

creation of New Product Dev. Dept.

(VP Level).

• Experimental design of alternative

processes for ‘new collection teams’

• Development of an electronic platform

to capture progress of all ‘new

collection teams’.

• Development of PPR protocol for all

new collection teams.


Outcomes – Research (partial list)

• Four Master of Science Thesis

• One Doctoral Dissertation

• Three published or accepted

manuscripts for journal

publications

• Three manuscripts for journal

publications under development

• Early negotiations with two new

companies for new projects,

triggered by some of the findings.


Figure 1: A hybrid process model of collaborative management research

Contextual Factors

Quality of the

Collaborative

Relationships

Quality of the Collaborative

Management Research

Process

Outcomes of the

Collaborative Effort

1. External Context - State of economy

- Industry characteristics

- National and regional

characteristics (cultural,

political, educational)

2. Organization Features - Strategy & design

- Key mgt. processes

- Key org. cultural features

- Company performance

3. Initial Research Activities - Preliminary dialogue with top

management about common areas

of interests

- Perceived legitimacy and added

value of a collaborative orientation

- Past experiences in collaborative

research

1. Establishing the

Collaborative Context - Perceived need for the collaboration

- Assessment of collaboration

potential

- Balance and equality of influence

- Alignment of interests and values

- Alignment of languages and

meanings

- Establishing a shared definition and

agreement on study scope

2. Nurturing a Collaborative

Climate - Pioneering logic

- Learning approach

- Level of trust, openness

- Concern for others, respect,

acceptance

3. Designing and Establishing

Research Mechanism - Exploring alternative research

mechanisms

- Establishing a collaborative steering

research team & shared project vision

- Designing and developing research

teams, roles, resources,

representation

4. Skills and Competencies - Top managers’ leadership

- Team members’ planning skills and

coordination skills

- Research teams’ scientific methods

skills and knowledge.

1. Collaborative Research

Process Design - Mutual education and learning with top

mgt about the emerging issue for the

collaborative effort

- Establishing the research

mechanisms, scope, resources, timeline

and further mutual learning about the

issue and the possible scientific research

methods to be used

- Communication with the org’l

members about the study

2. Understand the Phenomenon

Under Inquiry - Finalizing the data collection methods

and process

- Training research team in data

collection

- Systematic data collection

- Initial data analysis by research team

- Developing shared meaning/

interpretations of data

3. Implementation Process - Identify and formulate possible

managerial implications and actions and

possible additional research actions,

based on the shared data meaning/

interpretation

- Presentation of the possible actions for

change to top management

- Top management decision about next

actions and steps

- Actual implementation of the actions

1. Change Implementation in

the Organization - Specific organizational

improvements

- Specific learning on the

studied phenomenon

- Development of

organizational learning

competencies

- Observation and analysis of

learning and change processes

2. Creation of New Scientific

Knowledge - Scientific production

- Research group development

3. Evaluation Features - Post-study review

- Continuous monitoring

4. Consolidate a Collaborative

Research Protocol - Protocol for on going

organizational learning

- Tools and processes for

continuous discovery






LEARNING MECHANISMS

• Learning Mechanisms are defined as the

conscious, planned proactive features

that enable and encourage

organizational learning.

• As such, LM are viewed as the

formalized strategies (policies, structures,

procedures, rules, processes, methods,

and tools) that are created within the firm

for the purpose of enhancing learning.

• The literature of LM identifies three

focuses: Cognitive, Structural and

Procedural.


Cognitive or cultural mechanisms

• CMs are the bearers of language, concepts, symbols, theories, frameworks, and values for thinking, reasoning, and understanding with the new capabilities.

• CMs are management’s main means for creating an understanding among all employees on the character, need, and priority.

• CMs include company values and mission statements, strategy documents, policies and plans, management-union or company-partner joint agreements.


Structural mechanisms (SMs) • SMs are organizational, physical, technical and

work system infrastructures that encourage practice-based learning.

• SMs house and enable the collaboration and discourse required for collective learning of new practice.

• SMs may include the following:

– communication channels;

– the establishments of lateral structures to enable learning of new practice across various core organizational units;

– changes to the work organization;

– formal and informal for joint exploration and debates;

– learning specific structures such a parallel learning structures, bench-learning structures and process improvement teams.


Procedural Mechanisms (PMs) • PMs concern the rules, routines,

methods and tools that can be institutionalized in the organization to promote and support learning.

• PMs include: – Tests and assessment tools and methods

– Standard operating procedures

– Methods for specific types of collective learning, such as action learning or de-briefing routines

– PMs may be within or cross organizational (such as ‘start conferences’, democratic dialogues, work-based dialogue, de-briefing procedures) allow participants to systematically learn from each other’s experience through reflection and encoding of new knowledge in new practices..


Some reflections • Our challenge is how to learn and facilitate learning

“from” and “with” every individual/system

• Understanding the context is critical to understanding a system. Each system is different and function in unique context.

• Do not be afraid to ask if you do not understand

• Having honest conversations (no mind or game playing.. Facilitate a conversation that maters)

• Always strive towards deeper level of understanding. Do not stay on the surface.

• Learn the local rules. Challenge them politely - the “why” or “I do not understand” generate a more meaningful conversation

• Invest in developing relationships

• Balance “research” with “helping”/”problem solving”

• Balance business cycle time and research cycle time

• Community learning is critical. They can be designed and managed.

• Focusing on future opportunities, ideas or future work seems to generate platforms for conversations..

• Be reflective, reflective-in-action.


WHAT DO WE KNOW ABOUT

COLLABORATIVE RESEARCH 1. CONDITIONS FOR UNDERTAKING CMR ARE

SELDOM OPTIMAL

2. THE BEST WAY TO MAINTAIN AND ENHANCED COLLABORATION IS TO WORK COLLABORATIVELY

3. OPPORTUNITIES FOR USING CMR TO ENHANCE ORGANIZATIONS AND SYSTEMS ARE MUCH BROADER THAN WE IMAGINE

4. IF METHODS ARE HAMMERS, OPPORTUNITIES MAY LOOK LIKE NAILS – BUT FITTING THE TOOL TO THE OPPORTUNITY IS A CRITICAL PART OF THE RESPONSIBLE COLLABORATIVE RESEARCH

5. RESEARCHERS AND MANAGERS LIVE DIFFERENT EXPERIENCES, BUT THE GREATEST PROGRESS OCCURS WHEN THEIR DREAMS ALIGN NATURALLY

6. DEVELOPING THE CAPACITY TO CONDUCT CMR MAY BE THE ONLY WAY TO ADDRESS THE GROWING KNOWLEDGE RELEVANCY GAP

7. SUSTAINABILITY OF CMR PARADIGM WILL DEPEND ON THE ETHICS AND BEHAVIORS OF MEMBERS OF THE COMMUNITY

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THE GENERATION OF USEFUL KNOWLEDGE IN COLLABORATIVE …arcolloquium.weebly.com/uploads/6/9/2/5/6925239/... · Figure 1: A hybrid process model of collaborative management research