Knowledge Democracy and Participatory Research

Permanent URI for this communityhttp://192.9.200.215:4000/handle/123456789/123

Welcome to the Knowledge Democracy and Participatory Research Community. This community serves as a comprehensive repository of resources on participatory approaches, community-based research, and collaborative inquiry methods. Our mission is to foster knowledge sharing and support initiatives that empower communities to contribute to research, ensuring their voices shape the knowledge that impacts their lives.

Explore a wealth of materials, including case studies, policy papers, training guides, and research publications that highlight the practice and principles of participatory research worldwide.

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    Participative Research on the Transfer of Laboratory Training
    (0000) Brown, L. Dave; Brown, Jane C.
    This study rests on the assumption that training and research activities can be interdependent and mutually enhancing. Concepts about transfer of laboratory training and "participative research" methodology were used to develop a training and research design in which the two activities were closely integrated. The design made use of a variety of dual-purpose mechanisms to facilitate the transfer process and to provide data for an exploratory study. Results suggested that success in training transfer was related to specific goal-setting, development of support systems, and the gap between laboratory and "real world" cultures, and that "participative research" produced a flow of information that was high in quantity and quality. The effort to Integrate training and research appeared in this case to enhance both. Implications for further "synergic" combinations of research and action are considered.
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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.

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