THE GENERATION OF USEFUL KNOWLEDGE IN COLLABORATIVE WORK: LEARNING MECHANISMS, RIGOR AND COMMUNITY

THE GENERATION OF USEFUL KNOWLEDGE IN COLLABORATIVE WORK: LEARNING MECHANISMS, RIGOR AND COMMUNITY Professor A.B. Rami Shani Action Research Colloquium, Waterford Institute of Technology, Keynote Address, Ireland, May 24, 2012 rami.shani@polimi.it; ashani@calpoly.edu

Premises The contexts in which individuals, teams, and organizations operate are changing relentlessly and fundamentally Relentless and fundamental change demands new knowledge solutions and new knowledge creation processes to complex problems Organizational knowledge is applied in context Useful knowledge is knowledge that is actually used and results in improving practice

Premises (continued) Generating knowledge to solve complex problems - USEFUL KNOWLEDGE -requires the combination of many knowledge bases to create novel approaches Organizational researchers, action researchers, consultants, and practitioners must increasingly rely on rich and diverse networks in order to generate knowledge, learn, and change Collaborative research approaches offer a way to combine diverse knowledge bases in pursuit of knowledge to solve complex problems

REFLECTING ON INDIVIDUAL EXPERIENCES BASED ON WHERE YOU ARE IN YOUR CURRENT COLLABORATIVE WORK, I) IDENTIFY THE COMPLEX PROBLEM THAT YOU ARE TRYING TO UNDERSTAND/SOLVE II) IDENTIFY THE CHALLENGES THAT YOU FACE III) IDENTIFY THE DIFFERENT KNOWLEDGE BASES THAT CAN POSSIBLY PROVIDE INSIGHTS THAT MIGHT BE BENEFICIAL IV) REFLECT ON SOME OF THE CAPABILITIES AND USEFULNESS DIMENSIONS GENERATED THUS FAR

UNPACKING COLLABORATIVE CMR IS A RESEARCH EFFORT THAT INCLUDES THE ACTIVE INVOLVEMENT OF MANAGERS AND RESEARCHERS IN THE FRAMING OF THE RESEARCH AGENDA, THE SELECTION AND PURSUIT OF METHODS, AND THE DEVELOPMENT OF IMPLICATIONS FOR ACTION. COLLECTIVE INQUIRY IS THE CORE ACTIVITY IN THE JOINT PURSUIT OF ANSWERS TO QUESTIONS OF MUTUAL INTEREST THROUGH DIALOGUE, EXPERIMENTATION, KNEW KNOWLEDGE CREATION, JOINT DATA SENSE-MAKING, OR OTHER MEANS. DIFFERENT DEGRESS OF COLLABORATION ARE POSSIBLE

Collaborative Management Research (1) Collaborative Management Research (CMR) is an emergent and systematic inquiry process, embedded in agreed upon partnership between actors with an interest of influencing a certain system of action and researchers interested in understanding and explaining such systems. The CMR process integrates scientific knowledge, methods and values with practical knowledge, ways of working and values. CMR Process generates solutions to emerging problems

CMR A PLACE TO START What are some of the key features of collaborative management research?

Collaborative Management Research (2) One aim for the new knowledge generation through CMR is that it should be actionable for those who in practice intend to influence the system. Another aim is that the researchers should be able to claim that it is scientifically relevant and useful for the development of their field.

Collaborative Management Research (3) Collaborative Research is an effort by two or more parties, at least one of whom is a member of an organization or a system under study and at least one of whom is an external researcher, to work together in learning about how the behavior of managers, employees, management methods, or organizational arrangements affect outcomes in the system under study, using methods that are scientifically based and intended to reduce the likelihood of drawing false conclusions from data collected, with the intent of improving performance of the system and adding to the broader body of knowledge in the field of management» (Shani, Mohrman, Pasmore, Sytmne & Adler, 2008, p. 20).

CMR VS. TRADITIONAL RESEARCH CMR, at the most basic level, attempts to refine the relationship between academic researchers and organizational actors from research on or for to research with. In doing so, it attempts to integrate knowledge creation with problem solving and inquiry from the inside with inquiry from the outside. CMR generates knowledge and develop capabilities for addressing org l challenges in real time. CMR works from philosophical principles that are different from those of traditional distanced idea of social science.

CMR: A FAMILY OF APPROACHES Over the last 65 years, Collaborative research has developed into a family of approaches, each of which has the same core but vary in terms of emphasis. Examples of the different orientations of collaborative research include: action research, action science, appreciative inquiry, research circle, clinical inquiry, cooperative inquiry, developmental action inquiry, intervention research, participatory action research, table-tennis research, learning forums and, collaborative management research.

Action research and collaborative management research: Comparative perspective on key features (Shani & Coghlan, 2012) Action Research Collaborative Management Research Essence (ontology) Why * Action and intervention * Collaboration and intervention * Enabling a system change and/or supporting new initiative. *Research interest * Investigating a red and hot management and research topic of mutual interest. Context Relation to senior management Role of senior management Role of the researcher *Wide variety of organizations and loosely coupled organizations *Initial interface with members at all levels *Senior management as a possible partner in the process *Sanctions the effort but not necessarily involved in the framing of the research focus nor its design *Possible ongoing engagement with senior management *Facilitating the inquiry process *Facilitating the ongoing learning process *Business context with complex and competitive business environment *Initial interface with senior management *Senior management as key partner in the process *Involved in the initial framing of the research focus and the study design *Ongoing engagement with the senior management *Maintaining the balance between involvement and detachment of senior management *Facilitating the mutual education and inquiry process

CC via CMR@MC COMPANY (1) Actors Purpose Activities Initial CMR Activities (4 WEEKS) Polimi Team, CEO, CEO Exec Administrator Establish basic commitment for a collaborative project. Mutual education about MC and CMR. - Preliminary dialogue with top management about common areas of interests exploration of red and hot issues. Establishing the CMR mechanism & setting direction (6 WEEKS) Polimi Team, CEO, CEO Exec Administrator, 3 MC members Establish the CMR team, developing an understanding of the CMR purpose, process, mechanism, redefining the scope of the project -Dev. criteria for CMRT selection & creating the CMRT -Mutual education about MC & CMR -Initial decisions about time line & data collection process Developing the CMR Design, methods & process (4 WEEKS) CMR team Refining the research design, methods, data collection process and protocol -Exploring alternative research design and research methods options -Developing the data collection tools (interview protocols) -Establishing data collection timeline.

CC via CMR@MC COMPANY (2 cont.) Actors Purpose Activities Data Collection and shared data interpretation (8 WEEKS) CMR Team and top management team Data collection and the facilitation of the creation of shared meaning. Interviews of top mgt team and the members of three organizational teams. Initial content analysis of the data by RT. Data analysis and interpretation by CMR Team. Creating shared meaning of data with Top Mgt team Creating an Org shared meaning of data and charting a course of action (4 WEEKS) CMR Team, organizational members and top management team Creating org wide shared meaning and generating ideas for change and improvement Move towards actions based on new insights and understanding *Org wide meeting and workshop. *Creating shared meaning. *Generating ideas/ suggestions for action *Top mgt commitment to 3 projects/actions and timeline for actions. Project I: PPR (20 WEEKS) Formation of PPR study team by steering committee Study design, data collection, data interpretation, experimental design for two alternative PPR processes

CC via CMR@MC COMPANY (3 cont.) Actors Purpose Activities Project II: BCC (Bringing the customer closer) Project - phase 1 (8 WEEKS) Formation of BCC study team by steering Exploring ways to integrate customers input into the design phase focusing on three major clients (each from a different product division) Data collection and the facilitation of the creation of shared meaning. Mapping of key informants to be interviewed Interviews of key informants within and outside the specific collection design team Initial content analysis of the data by Research Team (RT) Data analysis and interpretation by Study Team (ST). Creating shared meaning of data with Top Mgt team BCC (Bringing the customer closer) Project - phase 2 (16 WEEKS) *Study team *Company library *Key customers of three teams, each in a different company division New collection development launch with key customer at the company library Mapping out a protocol for integrating key customers into the early phase of collection design Developing integration mechanism for the customers input into key mile stones in the design process Protecting the CC process by limiting customers involvement/input.

Outcomes Mgt Actions (partial list) Development of new org vision Redesign of org structure and the creation of New Product Dev. Dept. (VP Level). Experimental design of alternative processes for new collection teams Development of an electronic platform to capture progress of all new collection teams. Development of PPR protocol for all new collection teams.

Outcomes Research (partial list) Four Master of Science Thesis One Doctoral Dissertation Three published or accepted manuscripts for journal publications Three manuscripts for journal publications under development Early negotiations with two new companies for new projects, triggered by some of the findings.

Contextual Factors Quality of the Collaborative Relationships Quality of the Collaborative Management Research Process Outcomes of the Collaborative Effort 1. External Context - State of economy - Industry characteristics - National and regional characteristics (cultural, political, educational) 2. Organization Features - Strategy & design - Key mgt. processes - Key org. cultural features - Company performance 3. Initial Research Activities - Preliminary dialogue with top management about common areas of interests - Perceived legitimacy and added value of a collaborative orientation - Past experiences in collaborative research 1. Establishing the Collaborative Context - Perceived need for the collaboration - Assessment of collaboration potential - Balance and equality of influence - Alignment of interests and values - Alignment of languages and meanings - Establishing a shared definition and agreement on study scope 2. Nurturing a Collaborative Climate - Pioneering logic - Learning approach - Level of trust, openness - Concern for others, respect, acceptance 3. Designing and Establishing Research Mechanism - Exploring alternative research mechanisms - Establishing a collaborative steering research team & shared project vision - Designing and developing research teams, roles, resources, representation 4. Skills and Competencies - Top managers leadership - Team members planning skills and coordination skills - Research teams scientific methods skills and knowledge. 1. Collaborative Research Process Design - Mutual education and learning with top mgt about the emerging issue for the collaborative effort - Establishing the research mechanisms, scope, resources, timeline and further mutual learning about the issue and the possible scientific research methods to be used - Communication with the org l members about the study 2. Understand the Phenomenon Under Inquiry - Finalizing the data collection methods and process - Training research team in data collection - Systematic data collection - Initial data analysis by research team - Developing shared meaning/ interpretations of data 3. Implementation Process - Identify and formulate possible managerial implications and actions and possible additional research actions, based on the shared data meaning/ interpretation - Presentation of the possible actions for change to top management - Top management decision about next actions and steps - Actual implementation of the actions 1. Change Implementation in the Organization - Specific organizational improvements - Specific learning on the studied phenomenon - Development of organizational learning competencies - Observation and analysis of learning and change processes 2. Creation of New Scientific Knowledge - Scientific production - Research group development 3. Evaluation Features - Post-study review - Continuous monitoring 4. Consolidate a Collaborative Research Protocol - Protocol for on going organizational learning - Tools and processes for continuous discovery

LEARNING MECHANISMS Learning Mechanisms are defined as the conscious, planned proactive features that enable and encourage organizational learning. As such, LM are viewed as the formalized strategies (policies, structures, procedures, rules, processes, methods, and tools) that are created within the firm for the purpose of enhancing learning. The literature of LM identifies three focuses: Cognitive, Structural and Procedural.

Cognitive or cultural mechanisms CMs are the bearers of language, concepts, symbols, theories, frameworks, and values for thinking, reasoning, and understanding with the new capabilities. CMs are management s main means for creating an understanding among all employees on the character, need, and priority. CMs include company values and mission statements, strategy documents, policies and plans, management-union or companypartner joint agreements.

Structural mechanisms (SMs) SMs are organizational, physical, technical and work system infrastructures that encourage practice-based learning. SMs house and enable the collaboration and discourse required for collective learning of new practice. SMs may include the following: communication channels; the establishments of lateral structures to enable learning of new practice across various core organizational units; changes to the work organization; formal and informal for joint exploration and debates; learning specific structures such a parallel learning structures, bench-learning structures and process improvement teams.

Procedural Mechanisms (PMs) PMs concern the rules, routines, methods and tools that can be institutionalized in the organization to promote and support learning. PMs include: Tests and assessment tools and methods Standard operating procedures Methods for specific types of collective learning, such as action learning or debriefing routines PMs may be within or cross organizational (such as start conferences, democratic dialogues, work-based dialogue, debriefing procedures) allow participants to systematically learn from each other s experience through reflection and encoding of new knowledge in new practices..

Some reflections Our challenge is how to learn and facilitate learning from and with every individual/system Understanding the context is critical to understanding a system. Each system is different and function in unique context. Do not be afraid to ask if you do not understand Having honest conversations (no mind or game playing.. Facilitate a conversation that maters) Always strive towards deeper level of understanding. Do not stay on the surface. Learn the local rules. Challenge them politely - the why or I do not understand generate a more meaningful conversation Invest in developing relationships Balance research with helping / problem solving Balance business cycle time and research cycle time Community learning is critical. They can be designed and managed. Focusing on future opportunities, ideas or future work seems to generate platforms for conversations.. Be reflective, reflective-in-action.

WHAT DO WE KNOW ABOUT COLLABORATIVE RESEARCH 1. CONDITIONS FOR UNDERTAKING CMR ARE SELDOM OPTIMAL 2. THE BEST WAY TO MAINTAIN AND ENHANCED COLLABORATION IS TO WORK COLLABORATIVELY 3. OPPORTUNITIES FOR USING CMR TO ENHANCE ORGANIZATIONS AND SYSTEMS ARE MUCH BROADER THAN WE IMAGINE 4. IF METHODS ARE HAMMERS, OPPORTUNITIES MAY LOOK LIKE NAILS BUT FITTING THE TOOL TO THE OPPORTUNITY IS A CRITICAL PART OF THE RESPONSIBLE COLLABORATIVE RESEARCH 5. RESEARCHERS AND MANAGERS LIVE DIFFERENT EXPERIENCES, BUT THE GREATEST PROGRESS OCCURS WHEN THEIR DREAMS ALIGN NATURALLY 6. DEVELOPING THE CAPACITY TO CONDUCT CMR MAY BE THE ONLY WAY TO ADDRESS THE GROWING KNOWLEDGE RELEVANCY GAP 7. SUSTAINABILITY OF CMR PARADIGM WILL DEPEND ON THE ETHICS AND BEHAVIORS OF MEMBERS OF THE COMMUNITY