Sanction: A Critical Element in Action Research

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Abstract
Analysis of this case study supports the view that broad-based and continuous sanction is critical in the practice of action research. An attempt was made to create the conditions for change in an organisation by helping its members develop a statement of their philosophy of management. This was intended to provide a shared basis for action. Sanction for the change in values was not, however, sufficiently established. Members sensed this, particularly as they were exposed to conflicting messages from powerful figures. For instance, words often implied approval whereas action implied otherwise. Caught in this double bind, pivotal members first vacillated then withdrew their participation and support. The practitioners' position became untenable and the programme collapsed.

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