The transformation team: An enabling structure for organizational learning in action

Scot Evans, Natalie Kivell

Research output: Contribution to journalArticle

1 Scopus citations

Abstract

The majority of work occurring in human service organizations (HSOs) today, is ameliorative in nature, leaving the original sources of problems in our communities or society unchanged. The current tendency is to unreflectively reproduce these ameliorative practices that at best are superficially addressing a problem, and at worst are perpetuating the issues our communities face. In this paper we bring in two key concepts from Organizational Theory to inform Community Psychology theory and practice: reflective practice and organizational learning. We demonstrate the necessity of critically reflective practice in HSOs to promote learning, critical consciousness and critical community practice, in order to create more transformative rather than ameliorative practices. Utilizing our learning from three case studies, we propose the use of a Transformation-team (T-team) model as an enabling structure for reflective practice and organizational learning. Outlining benefits as well as eight necessary conditions of a successful T-team, we delve into the possibilities that such an organizational structure can offer our HSOs.

Original languageEnglish (US)
Pages (from-to)760-777
Number of pages18
JournalJournal of Community Psychology
Volume43
Issue number6
DOIs
StatePublished - Aug 1 2015

ASJC Scopus subject areas

  • Social Psychology

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