ACTION LEARNING, FRAGMENTATION AND INTERACTION: A CASE OF GAY AND LESBIAN WORKPLACE ADVOCACY.

Abstract

Academy of Management Annual Meeting Proceedings includes abstracts of all papers and symposia presented at the annual conference, plus 6-page abridged versions of the “Best Papers” accepted for inclusion in the program (approximately 10%). Papers published in the Proceedings are abridged because presenting papers at their full length could preclude subsequent journal publication. Please contact the author(s) directly for the full papers. ArticlesACTION LEARNING, FRAGMENTATION AND INTERACTION: A CASE OF GAY AND LESBIAN WORKPLACE ADVOCACY.Erica Foldy and W.E. Douglas CreedErica Foldy and W.E. Douglas CreedPublished Online:13 Dec 2017https://doi.org/10.5465/ambpp.1997.4983793AboutSectionsPDF/EPUB ToolsDownload CitationsAdd to favoritesTrack Citations ShareShare onFacebookTwitterLinkedInRedditEmail AbstractThis paper builds on action learning (AL) theory by decomposing AL method--single, double or triple loop--into three components: argument, action and outcome. This enables AL theory to illuminate the fragmented nature of change. The new framework is applied to a case of gay and lesbian workplace advocacy. The power of the AL framework, we believe, is diminished by this kind of global characterization. Does any substantial change effort happen entirely within a current operating framework, without any challenge to that framework? Can a more radical change effort which takes on the current frame succeed without appealing to some of that Frame's traditional values? Can a change effort bold enough to challenge societal norms happen without transforming individuals? We argue that the interaction of single, double and triple loop methods of change, rather than their independence, should be the focus of analysis. Influenced by postmodern organization approaches (e.g., Boje, 1993, 1995; Cooper and Burrell, 1988; Martin, 1992), we extend the use of AL as an analytic tool by treating change efforts as multi-layered and fragmented. Rather than focusing on single, dominant understandings, we create a framework that listens to local accounts and attends to internal inconsistencies. Instead of using AL to neatly summarize change efforts, we use it to illuminate different and sometimes contradictory facets of a single change effort. To illustrate, we apply our approach to a company's decision to dramatically change its attitude towards its gay and lesbian employees by instituting new policies and institutionalizing an employee network. While a shorthand characterization of this change effort would view it as an unqualified success, our framework will add complexity and nuance to the picture by showing how even such a successful change is rough and unfinished. We start with the story of the change effort, followed by an analysis of the case. As part of the analysis, we su...FiguresReferencesRelatedDetails Vol. 1997, No. 1 Permissions Metrics in the past 12 months History Published online 13 December 2017 Published in print 1 August 1997 InformationCopyright of Academy of Management Journal is the property of Academy of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder’s express written permission. However, users may print, download, or email articles for individual use.KeywordsACTIVE learningORGANIZATIONAL learningKNOWLEDGE managementORGANIZATIONAL change -- ResearchGAY men -- EmploymentLESBIANS -- EmploymentCORPORATE cultureDECISION makingWORK environmentORGANIZATIONAL sociologyDownload PDF