Viewpoint: an unscheduled meeting with action research

Provides an insight into the processes of action research. Refers to a case 40 years ago, long before the term “action research” was coined. The process was used to redesign a company’s marketing effort in Sweden. Discusses a team approach to bringing about change. Describes how the team had members from three levels of management, how all the knowledge generated was treated as collective knowledge, how anyone at any time could and was expected to contribute, how criticism was invited and conflict recognised and how both was substantiated by the promulgators and evaluated by the team. Discusses the benefits of teamwork and action research.