ActionResearch

Quite theoretical approach to evaluation that recognizes that the real world is not as neat as controlled scientific experiements

"developmental evaluation" contrasted with traditional: Complexity-Based, Developmental Evaluations... provide feedback, generate learnings, support direction or affirm changes in direction. develop new measures and monitoring mechanisms as goals emerge & evolve. position evaluation as an internal, team function integrated into action and ongoing interpretive processes. design the evaluation to capture system dynamics, interdependencies, and emergent interconnections. aim to produce context-specific understandings that inform ongoing innovation. accountability centered on the innovators' deep sense of fundamental values and commitments. learning to respond to lack of control and stay in touch with what's unfolding and thereby respond strategically. evaluator collaborates in the change effort to design a process that matches philosophically and organizationally. evaluation supports hunger for learning.

This editorial comments on some innovations in creating change to address the issue of bullying, including an effort called Roots of Empathy. The approach described here is interesting because rather than addressing a problem directly by creating a structure around it, enforcing reward and punishment, and convincing others about right and wrong, the approach is indirect -- it involves setting up a certain environment and tapping into people's innate abilities to behave in positive and productive ways.

Dean Ornish's organization. Journal artciles evaluating effects

Spiritual principles of organizations from someone who is a respected trainer, emerging from the "agile" approach to software development. It would be interesting to compare and contrast these principles with those animating the cycles and epicycles of action research.

randomized control trials used in medicine to evaluate the effectiveness of drugs are now being used to evaluate policies -- some people get assistance; others don't.\nthis can be read in conjunction with the course reading by Muir, Hazel. 2008. Science rules OK: Running societies the rational way. New Scientist (24 May):40-43.

Reynolds, leader of Chicago study of early childhood interventions, discusses the need "to identify... the causal mechanisms or active ingredients of intervention effects"

checklist on resistance to change "The top reason for resistance by managers in the 2005 study [Prosci's 2005 Best Practices in Change Management] was loss of power and control, followed by an overload of current responsibilities and a lack of awareness of the need for change. Notice that none of the top reasons for resistance by managers or employees are related to the particular solution, rather they are tied to how the change is introduced and managed into these groups. "

Questions a paper that claimed that retrieval practice produced meaningful learning of concepts and did so better than concepts mapping

access to materials from 2011 conference

The chapter headings make this book seem relevant to Action Research that emphasizes reflection.

A range of approaches loosely linked by the value of getting people to tell stories about their lives. Some influence from White and Epston's narrative therapy in some chapters. A chapter of autobiographical narratives of people in the field (incl. Sternberg) mostly emphasizes who helped them on their paths; not much insight into how we address challenges.

"we ought to ask why meditation is useful. So I polled a group of meditation researchers, teachers and practitioners on why they recommend it. I liked their answers, but none of them were unique to meditation. Every benefit of the practice can be gained through other activities. This is the conclusion from an analysis of 47 trials of meditation programs, published last year in JAMA Internal Medicine: "We found no evidence that meditation programs were better than any active treatment (i.e., drugs, exercise and other behavioral therapies)." "