The Change Laboratory : A Tool for Collaborative Development of Work and Education.

Intro -- The Change Laboratory: A Tool for Collaborative Development of Workand Education -- CONTENTS -- List of Figures and Tables -- List of Boxes -- Foreword: Formative interventions for expansive learning -- Authors' preface -- Acknowledgements -- Introduction -- 1. MEETING THE NEW CHALLENGES OF LEARNING AT WORK -- Historical Change in Challenges and Forms of Work-related Learning -- The Need for a New Method of Intervention in Work Activities -- The Concept of Intervention -- The Difference between a Change Intervention and a Formative Change Laboratory Intervention -- Outcomes of Formative Change Laboratory Interventions -- 2. THE CHANGE LABORATORY-AN INSTRUMENT FOR AGENCY BUILDING AND EXPANSIVE LEARNING -- Description of the Change Laboratory Method -- The Setting and the Tools of the Change Laboratory -- The Change Laboratory Process -- Socio-cognitive Processes Called for in the Change Laboratory -- The Historical Background of the Change Laboratory Method -- The Developmental Work Research Methodology -- The Change Laboratory as a Method for Carrying out Developmental Work Research -- 3. THE THEORETICAL BASIS OF THE CHANGE LABORATORY METHOD -- Activity System as the Object of Intervention -- Dialectical View of Development -- Human Activity as a Cultural System -- An Activity System in the Societal Division of Labor -- The Hierarchical Structure of Human Activity -- Cultural Mediators of Action as Generalizations -- The Interplay between the Situational and the Cultural in Human Action -- Levels and Types of Mediating Cultural Artifacts -- Concepts as Mediators of Thinking and Acting -- Human Development as Re-mediation -- Concrete, Creative Thinking -- Re-mediation as a Process of Turning an Artifact into an Instrument- The Process of Double Stimulation -- Re-mediation in Collective Activities: Expansive Learning and Concept Formation.

The Dynamics of Expansive Development of an Activity System -- Historical Types of Work -- 4. PREPARING A CHANGE LABORATORY INTERVENTION -- The Three Levels of Planning a Change Laboratory Intervention -- Negotiating the Mandate for the Change Laboratory Intervention and Anchoring It to the Organizational Context -- Preparing the Change Laboratory process -- Involving the Participants in the Change Laboratory Process -- Collecting Data for the Change Laboratory Process -- Outlining the sequence of Change Laboratory sessions -- 5. PREPARING AND CARRYING OUT CHANGE LABORATORY SESSIONS -- The Three Aspects of Session Planning -- Participants' Tasks in Change Laboratory Sessions -- The Structure of Tasks in Change Laboratory Sessions -- Planning Tasks to Stimulate the Participants to Take Expansive Learning Actions of Questioning -- Planning Tasks to Stimulate the Participants to Analyze Their Activity System -- Planning Tasks to Stimulate the Participants to Model the New Object and Form of the Activity -- Planning Tasks to Stimulate the Participants to Examine and Test the New Model -- Planning Tasks to Stimulate the Participants to Implement the New Model Experimentally -- Planning Tasks to Stimulate the Participants to Reflect on the Learning Process -- Planning Tasks to Stimulate the Participants to Consolidate and Generalize the New Practice -- Leading the Discursive Learning and Development Process in the Change Laboratory Sessions -- The Researcher-Interventionist's Varying Roles in Conducting the Work in the Change Laboratory Sessions -- Fostering the Dynamics of the Expansive Learning Process -- The Dialectic of Collective Thinking in the Change Laboratory -- Introduction of the Case Examples -- 6. A CHANGE LABORATORY IN A SCHOOL IN BOTSWANA -- ICT Revolution-A Challenge of School Development.

Digital Information and Communication Technology-A Media Revolution -- The Application of ICTs in Schools -- The Change Laboratory in Molefi Senior Secondary School -- Preparing the Change Laboratory Process -- Carrying Out the Analysis and Design Phase of the Change Laboratory -- First Session -- Second Session -- Third Session -- Fourth Session -- Fifth Session -- Sixth Session -- Seventh Session -- Participants' Comments on the Analysis and Design Process -- Experimenting with the New Solutions -- Evaluation of the Change Laboratory Process -- 7. A CHANGE LABORATORY IN THE CENTRAL SURGICAL UNIT OF OULU UNIVERSITY HOSPITAL -- The Activity of the Central Surgical Unit -- The Change Laboratory Intervention -- Data Collection before the Intervention -- The Plan of the Intervention -- First Session -- A Video Meeting between the Researchers and the Management -- Second Session -- Third Session -- Planning Group -- Fourth Session -- Personnel Meeting -- Fifth Session -- Follow-up of the Experimental Implementation of the New Model -- Long-term Consequences of the New Model -- Methodologically Interesting Features in the Central Surgical Unit's Change Laboratory Process -- The Difference between the Concepts of 'Organizational Task' and 'Object of Activity -- Changes in the Double-Stimulation Structure in the Change Laboratory Process -- Overcoming the Management-Practitioner Divide in Transforming the Activity -- Specific Features of the Implementation of the Intervention -- Sustained, Multifaceted Collaboration between Researchers, the Management, and the Practitioners of the Central Surgical Unit -- Writing a Document of the New Management and Organization Model -- Sustained Follow up and Researcher-Practitioner Collaboration -- 8. A BOUNDARY CROSSSING CHANGE LABORATORY IN AN AUTOMATION SYSTEMS FIRM -- The Organization and the Activity.

Pulp Production and the Two Levels of Its Automation -- The Different Logics of the Provision of Basic Automation Systems and Optimization Automation -- The Purpose and Plan of the Intervention -- Specific Features of a Boundary-Crossing Change Laboratory -- Preparatory data collection -- Participants and Session Plan of the Boundary Crossing Change Laboratory -- Carrying Out the Intervention -- Analysis of the Causes of Problems in the Activities -- The Results of the Historical Analysis -- Development of the New Model -- The Implementation of the New Model and the Results of the Change Laboratory -- 9. COMPARISON OF THE THREE CASE EXAMPLES -- Differences in the Practical Realization of the Three Change Laboratory Interventions -- An Activity Theoretical Perspective on the Differences in the Three Change Laboratory Interventions -- The Relation of the Observations Made in the Three Interventions to Related Theoretical Discussions -- 10. THE FUTURE OF THE CHANGE LABORATORY METHOD -- The Change Laboratory as a New Phase in the Development of Developmental Work Research Methodology -- The Cycle of the Creation of the Developmental Work Research Methodology -- The Cycle of Change Laboratory-Based Developmental Work Research Activity -- Studies of Aspects of Expansive Learning in Change Laboratories -- Concept Formation -- Dimensions and Forms of Expansion in Expansive Learning in Change Laboratories -- Manifestations of Inner Contradictions in Change Laboratory Participants' Activity System in Their Discussions in the Change Laboratory -- Change in the Participants' Way of Thinking -- Cycles of Expansive Learning Actions in the Change Laboratory -- The Development of Practitioners' Transformative Agency in the Change Laboratory -- The Zone of Proximal Development of the Change Laboratory-based Developmental Work Research Activity.

Appendix 1: Session Planning Sheet -- Appendix 2: Disturbance Diary -- Appendix 3: Cultures of Dealing with Disturbances and Problems in Organizations -- Appendix 4: Methods for Collecting Historical Mirror Data -- Appendix 5: Change Matrix -- References -- Index.

The Change Laboratory is a method for formative intervention in work communities that supports this kind of organizational learning. It is a path breaker in the area of work place learning due to its strong theoretical and research basis and the way that it integrates the change of organizational practices and individuals' learning. It provides a way to develop practitioners' transformative agency and capacity for creating and implementing new conceptual and practical tools for mastering their joint activity.

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Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.