Reason, P. (Ed.). (1988). Human inquiry in action: Developments in new paradigm research London, UK: Sage.

In 1980 Reason and Rowan co-edited the volume (Human inquiry) that introduced the emerging paradigm of co-operative experiential inquiry. This later volume reports on the model as it has been used in research practice. Several new methodological approaches are covered as are examples of actual research projects form different domains. The research process is discussed in detail as are criteria for validity. This important contribution to the literature is valuable to anyone interested in collaborative research.

Reason, P. (Ed.). (1995). Participation in human. London, UK: Sage.

A companion volume to Human Inquiry in Action: Developments in New Paradigm Research this book develops further the participatory world-view upon which co-operative inquiry rests. It attempts to integrate the theory and practice of co-operative inquiry with action inquiry and participatory action research. The first part of the book addresses the Western world-view as it is and then explores participation as an aspect of human consciousness. The practice of human inquiry is proposed as a way to develop a more participatory consciousness. The second part of the book provides examples of participatory research. These cases demonstrate that although it is often difficult, it is possible to do research with people in a truly collaborative manner. The cases involve issues in health care, organization, and learning institutions.

Reason, P., & Bradbury, H. (2001). Handbook of action research: Participative inquiry and practice London, UK: Sage.

This is wide reaching volume of 45 chapters presents the latest developments in social inquiry and participatory practices. The four parts of the book are entitled ‘groundings’, ‘practices’, ‘exemplars’, and ‘skills’. Respectively they cover the variety of paradigms and theories behind the different practices of action research, these practices themselves, cases of these approaches, and finally some of the competencies suggested to successfully carry out.

Revans, R.W. (1980). Action learning : New techniques for management. London, UK: Blond and Briggs.

Despite being over two decades since publication, this book is valuable for anyone concerned with industry and organization. It is a seminal work that is referred to by later authors in the field. Written by the man who was engaged in 1946, by the then newly established National Coal Board of Britain, to educate the miners in to productivity. The first nine chapters present case studies of action learning, including foreign examples in places like India, Belgium, Nigeria, and Australia. The thesis of action learning is simply that one learns best by doing and thinking about this doing. In the second part Revan promotes small as the optimal size for a working unit. This, at the time, was very significant because it contradicted the current tendency toward economy of scale models. The next part of the book covers action learning in its social, cultural, and historic contexts. In particular, the author traces the split between scribe and artisan that has developed since the Industrial Revolution, and proposes action learning as an avenue to bring these the respective talents of the two groups together. The final part of the book is concerned with the logistics of action learning.