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Dealing with Power in Organisational Intervention: The Place of Methodology

In: Synergy Matters

Author

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  • Brian Lehaney

    (University of Luton, Department of Finance, Systems and Operations Luton Business School)

  • Steve Clarke

    (University of Luton, Department of Finance, Systems and Operations Luton Business School)

Abstract

Conclusions The findings of this study point to issues of power and coercion being addressed through critical social theory. For intervention in business organisations, management science has used this as a foundation for the development of critical systems thinking, which, since its commencement in the early 1980s, has relied almost entirely on the theories of Habermas, and more particularly his theory of knowledge constitutive interests. Such approaches can be demonstrated as having a limited domain of application, with participatory action research, human inquiry, and diversity management offering a possible way forward.

Suggested Citation

  • Brian Lehaney & Steve Clarke, 2002. "Dealing with Power in Organisational Intervention: The Place of Methodology," Springer Books, in: Adrian M. Castell & Amanda J. Gregory & Giles A. Hindle & Mathew E. James & Gillian Ragsdell (ed.), Synergy Matters, chapter 64, pages 379-384, Springer.
    • Handle: RePEc:spr:sprchp:978-0-306-47467-5_64
    DOI: 10.1007/0-306-47467-0_64
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