Anti-groups and action research in organizations

This article focuses on power and participation in action research. The aim is to illustrate the conditions that apply to interpersonal relationships between group, management and organization when a staff group has developed an anti-group pattern (Nitsun, 2006). We show how a psychodynamic approach offers paths to change and participation when poor social and emotional relations between organizational members have emerged over long time. In the design of action research processes some conditions in relation to power, participation and the researchers roles will be discussed because the roles as both external consultants and researcher influences both power and participation when working with the conscious and unconscious interpersonal processes in the organization.