Making Action Research Mainstream: a postmodern perspective on appraisal

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Abstract
This is an account of a relatively large organisation's experience of the design and implementation of a radical appraisal system. A brief description of the context is followed by a rationale for the development of the appraisal system via a series of formal, informal, predictable and unpredictable processes. The aim to produce a flexible, innovative, reflexive and decentralised scheme, stems from a post‐modern approach to the management of change, individual change and organisational pathology. The account ends at the point at which the appraisal interviews (reviews) are taking place, after a two year cycle. However, in this system, their significance, though not negligible, is only one aspect of the collage, which is the appraisal process.

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