{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2024,7,26]],"date-time":"2024-07-26T10:34:13Z","timestamp":1721990053892},"reference-count":37,"publisher":"Emerald","issue":"9\/10","license":[{"start":{"date-parts":[[2014,11,3]],"date-time":"2014-11-03T00:00:00Z","timestamp":1414972800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2014,11,3]]},"abstract":"\n Purpose<\/jats:title>\n \u2013 During discussions at the ASC 2013 Conference, the authors were stimulated to consider acting, learning and understanding in the context of organizational change, and in particular the relationship between organizational actors and external analysts. The purpose of this paper is to review from a cybernetic perspective how a socio-technical toolbox can help to facilitate organizational change, and to examine issues involved in use of such a toolbox by organizational actors supported by expert analysts. <\/jats:p>\n <\/jats:sec>\n \n Design\/methodology\/approach<\/jats:title>\n \u2013 The paper is conceptual and adopts a critical stance, i.e. to provide support for emancipation of individuals through ownership and control of their own analyses. <\/jats:p>\n <\/jats:sec>\n \n Findings<\/jats:title>\n \u2013 Drawing on work by e.g. Bateson, the authors consider organizations as dynamic and complex human activity systems, and how actors can be helped to develop a productive learning \u201cspiral\u201d of acting and reflecting by means of a proposed socio-technical toolbox. Acting and reflecting upon action can be seen to form a \u201cdouble helix\u201d of learning, leading to richer understandings of contextual dependencies. Engaged actors need support to surface their contextually dependent understandings, individual and collectively and engage in a \u201cdance of change\u201d. <\/jats:p>\n <\/jats:sec>\n \n Practical implications<\/jats:title>\n \u2013 Change is endemic in organizational life. When engaging with change activity that attempts to address complexity (as opposed to complicatedness), contextual experts need to be the key decision takers. This means a redistribution not only of responsibility and action but also decision-taking power. <\/jats:p>\n <\/jats:sec>\n \n Originality\/value<\/jats:title>\n \u2013 The paper suggests augmentation of traditional socio-technical methods to address dynamic complexity.<\/jats:p>\n <\/jats:sec>","DOI":"10.1108\/k-07-2014-0156","type":"journal-article","created":{"date-parts":[[2014,11,5]],"date-time":"2014-11-05T13:02:57Z","timestamp":1415192577000},"page":"1310-1318","source":"Crossref","is-referenced-by-count":6,"title":["Contextual inquiry and socio-technical practice"],"prefix":"10.1108","volume":"43","author":[{"given":"Peter","family":"Bednar","sequence":"first","affiliation":[]},{"given":"Christine Elizabeth","family":"Welch","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2020122720224512600_b1","doi-asserted-by":"crossref","unstructured":"Argyris, C.\n (2004), \n Reasons and Rationalizations\n , Oxford University Press, New York, NY.","DOI":"10.1093\/acprof:oso\/9780199268078.001.0001"},{"key":"key2020122720224512600_b2","unstructured":"Argyris, C.\n and \n Sch\u00f6n, D.\n (1978), \n Organizational Learning\n , Addison Wesley, Reading, MA."},{"key":"key2020122720224512600_b3","unstructured":"Bateson, G.\n (1972), \n Steps to an Ecology of Mind\n , University of Chicago Press, Chicago, IL."},{"key":"key2020122720224512600_b4","unstructured":"Bateson, G.\n (1991), \u201cSacred unity\u201d, in \n Donaldson, R.E.\n (Ed.), Harper, San Francisco, CA, p. 260."},{"key":"key2020122720224512600_b5","doi-asserted-by":"crossref","unstructured":"Bednar, P.M.\n (2000), \u201cA contextual integration of individual and organizational learning perspectives as part of IS analysis\u201d, \n International Journal of an Emerging Transdiscipline\n , Vol. 3 No. 3, pp. 145-156.","DOI":"10.28945\/590"},{"key":"key2020122720224512600_b6","doi-asserted-by":"crossref","unstructured":"Bednar, P.\n and \n Welch, C.\n (2007), \u201cA double helix metaphor for use and usefulness in informing systems\u201d, \n Informing Science: International Journal of an Emerging Transdiscipline, in Monograph\n , Vol. 10, pp. 273-295.","DOI":"10.28945\/468"},{"key":"key2020122720224512600_b7","unstructured":"Bednar, P.\n and \n Welch, C.\n (2008), \u201cBeyond the usual suspects: critically informed research\u201d, in \n Brown, A.\n (Ed.), \n Proceedings of the 7th European Conference on Research Methodology for Business and Management Studies, London, 19-20 June\n , Academic Conferences and Publishing International Limited, Reading, pp. 73-80."},{"key":"key2020122720224512600_b36","unstructured":"Beer, S.\n (1979\/1988), \n The Heart of Enterprise\n , John Wiley, London and New York, NY."},{"key":"key2020122720224512600_b8","unstructured":"Checkland, P.\n and \n Poulter, J.\n (2006), \n Learning for Action\n , J. 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