Virkkunen The Change Laboratory

A Tool for Collaborative Development of Work and Education
2013
ISBN: 978-94-6209-326-3
Verlag: Sense Publishers
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 270 Seiten, eBook

Zielgruppe

Research

Autoren/Hrsg.

Virkkunen, Jaakko

Inhaltsverzeichnis

"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 Process; 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."