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Research Action: Organizational Feedback, Understanding, and Change
(1972) Brown, L. Dave
This article explores the synergistic and complex relationship between research and action, challenging the traditional separation of the two. Using a case study of a private boys' boarding school, the author examines how mutual information exchange between investigators and respondents fosters better understanding and change. Results indicate that shared information enhances trust, improves diagnosis quality, and strengthens relationships. The implications of combining research and action for achieving effective organizational change are discussed, grounded in the principle that understanding a system can also facilitate its transformation.