Abstract
Public leaders face increasing pressure to build effective organizational communities. However, the purposive-rational foundation of knowledge in existing theory fails to inform the reflective practice necessary for this level of change. This article contrasts the prevailing viewpoint with the notion of changing organizations, an approach rooted in critical theory in which large group intervention methods are employed to foster participation and emancipatory change across organizational communities. The article features a case study involving a local government grant-making agency to show how participants engaged in reflective practice as a way of patterning community-wide change.
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Grubbs, J.W. Participation and Change: Using Large Group Intervention Methods to Inform Reflective Practice in a Community of Public Organizations. Public Organization Review 2, 285–303 (2002). https://doi.org/10.1023/A:1020248631233
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DOI: https://doi.org/10.1023/A:1020248631233