Triple Task Method: Systemic, Reflective Action Research
- 380 Downloads
Do purposeful groups always produce the most insightful outcomes?
Do conflictual groups produce incoherent results?
What makes a ‘good’ group?
KeywordsTriple task method Participatory approaches Action research
The research leading to these results has received funding from the European Commission’s Seventh Framework Programme (FP7/2007-2013) under the Grant Agreement No. 217207 (POINT Project, www.point.pb-works.com).
- Barnes M, Newman J et al (2007) Power, case studies in public participation, participation and political renewal. London Policy Press, LondonGoogle Scholar
- Bell S (2000) Finding out rapidly: a soft systems approach to training needs analysis in Thailand. In: Wallace T (ed) Development and management. Oxfam Publication in association with the Open University, OxfordGoogle Scholar
- Bell S, Morse S (2009) Participatory visioning of indicator use. In: International sustainable development research conference, UtrechtGoogle Scholar
- Bridger H (2007) The consultant and the consulting process. In: Handout at the midhurst working conference, The Bayswater Institute LondonGoogle Scholar
- Chambers R (2002) Participatory workshops: a sourcebook of 21 sets of ideas and activities. Earthscan, LondonGoogle Scholar
- Checkland P, Jayastna N (2000) The soft systems reseach discussion group: taking stock, background, current position, future direction. Universtiy of Salford, SalfordGoogle Scholar
- Checkland PB, Scholes J (1990) Soft systems methodology in action. Wiley, ChichesterGoogle Scholar
- Creighton J (2005) The public participation handbook: making better decisions through citizen involvement: a practical toolkit. Pfeiffer Wiley, ChichesterGoogle Scholar
- Haynes M (1995) Soft systems methodology. In: Ellis K (ed) Critical issues in systems theory and practice. Plenum, New York, pp 251–257Google Scholar
- Nowack W (1987) SYMLOG as an instrument of internal and external perspective taking—construct-validation and temporal change. Int J Small Group Res 3(2):180–197Google Scholar
- Open University (2000) T306 managing complexity: a systems approach. Open University, Milton KeynesGoogle Scholar
- Park JH (1985) SYMLOG as a method of a team diagnosis of soccer teams. Int J Sports Psychol 16(4):331–332Google Scholar
- Wall VDJ, Galanes GJ (1986) The SYMLOG dimensions and small group conflict. Cent States Speech J 37(2):61–78Google Scholar
- Winter M, Checkland P (2003) Soft systems: a fresh perspective for project management. Civil Eng 156:187–192Google Scholar