| Abstract: | How far is it possible to capture the lessons tobe drawn from successive projects that involveintervention by social scientists within or betweenorganizations, whether acting as researchers, asconsultants, as agents of change, or in some combination ofthese roles? This paper outlines the way in which aframework was developed, by staff and associates of TheTavistock Institute, for examining the varied and often subtle influences of successive“negotiated project engagements” on thedevelopment of wider personal, institutional, anddisciplinary programs. This framework is designed totake into account the contrasting perspectives of the investigatorsthemselves, of their organizational hosts, and of anyexternal sponsors whose primary concern will normally bewith project outcomes at a more generalized level. As an illustration, particular reference ismade to the experience of a pioneering project concernedwith policy-making in city government. This project wasundertaken to advance the understanding and practice of public planning, while also exploring thepotential for synergy between the perspectives ofoperational research and applied social science. Thepaper concludes with some speculations about thepotential for further developing this kind of frameworkin supporting experiential learning. |
