Resistance to Research and Research Utilization: The Death and Life of a Feedback Attempt
dc.contributor.author | Chesler, Mark A. | en_US |
dc.contributor.author | Flanders, Mary | en_US |
dc.date.accessioned | 2010-04-13T18:39:47Z | |
dc.date.available | 2010-04-13T18:39:47Z | |
dc.date.issued | 1967 | en_US |
dc.identifier.citation | Chesler, Mark; Flanders, Mary (1967). "Resistance to Research and Research Utilization: The Death and Life of a Feedback Attempt." The Journal of Applied Behavioral Science 3(4): 469-487. <http://hdl.handle.net/2027.42/66593> | en_US |
dc.identifier.issn | 0021-8863 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/66593 | |
dc.description.abstract | Some of the problems scientists encounter in making their feedback of research findings relevant and useful to educational practitioners are explored in this paper. Feedback of research findings is considered as the transmission-reception link in the research utilization chain. Two sessions of scientist-practitioner collaboration are described: one in which their interaction was unproductive and alienative, and one in which major progress was made in the direction of scientist clarity and utility and practitioner trust and acceptance. Drawing from the events of these two sessions, a conceptualization of the feedback process is made, with force fields representing the dilemmas facing practitioners in their postures toward scientists and scientific resources, and vice versa. A series of suggested "rules of the game" includes attention to the client's preparation and contract formation, the establishment of trust, the demonstration of valued resources, and the facilitation of client autonomy.a | en_US |
dc.format.extent | 3108 bytes | |
dc.format.extent | 1782690 bytes | |
dc.format.mimetype | text/plain | |
dc.format.mimetype | application/pdf | |
dc.publisher | Sage Publications | en_US |
dc.title | Resistance to Research and Research Utilization: The Death and Life of a Feedback Attempt | en_US |
dc.type | Article | en_US |
dc.subject.hlbsecondlevel | Management | en_US |
dc.subject.hlbsecondlevel | Psychology | en_US |
dc.subject.hlbsecondlevel | Economics | en_US |
dc.subject.hlbtoplevel | Business | en_US |
dc.subject.hlbtoplevel | Social Sciences | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | Center for Research on Utilization of Scientific Knowledge, The University of Michigan. | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/66593/2/10.1177_002188636700300403.pdf | |
dc.identifier.doi | 10.1177/002188636700300403 | en_US |
dc.identifier.source | The Journal of Applied Behavioral Science | en_US |
dc.identifier.citedreference | In W. Bennis, K. Benne, & R. Chin (Eds.), The planning of change. New York: Holt, Rinehart and Winston, 1961: | en_US |
dc.identifier.citedreference | Glidewell, J. The entry problem in consultation. Pp. 653-660. | en_US |
dc.identifier.citedreference | Gouldner, A. Engineering and clinical approaches to consulting. pp. 643-653. | en_US |
dc.identifier.citedreference | Jenkins, D. Force field analysis applied to a school situation. Pp. 238-244. | en_US |
dc.identifier.citedreference | Lippitt, R. Value judgment problems of the social scientist in actionresearch. Pp. 689-698. | en_US |
dc.identifier.citedreference | Mann, F. Studying and creating change. Pp. 605-617. | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
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