The Action Researcher as Chameleon

Abstract

This paper describes how the constraints and problems the writers faced in a large scale action research project problematised their use and development of formal theory. In particular we address the issues around building collaborative agenda, reconnaissance, dissemination of ‘findings’ and ‘jump starting’ institutional change. The writers argue that action researchers within their praxis need to be more aware of the dialectical relationship between formal theory and the context of action research; in that theory is conditioned by the very context it seeks to change. © 1995, Taylor & Francis Group, LLC. All rights reserved.