Buttonwood Park, New Bedford: from conflict to partnering

Abstract

Purpose

To offer a narrative account of an intervention to resolve a conflict and thus enable a community to mobilize against a threat to its Olmsted Park and, simultaneously, to showcase a participatory action research (PAR) approach to change.

Design/methodology/approach

A detailed description of the action from the inception of the conflict through the partnering behavior among some of the former adversaries. The narrative account, combined with reflections on the role of the researcher as both a stakeholder in the outcome and a leader of the action provides a complete picture of the PAR approach.

Findings

There were four main findings. First, the ultimate divide in this conflict was between the pragmatists and the ideologues. The former could finally compromise; the later could not. Second, personality clashes often masked substantive differences. Third, the PAR approach, which combined quantitative as well as qualitative techniques and which crossed political, organizational, and community change boundaries, was effective in bringing about the partnering. Finally, once the crisis was over, the PAR researcher could not continue in that role.

Practical implications

PAR practitioners have a role to play in situations where they share the stake that others have in the outcome of change.

Originality/value

Offers a contribution to the very sparse literature on PAR as well as some practical advice on community activism.

Citation

Fine, H. (2005), "Buttonwood Park, New Bedford: from conflict to partnering", Journal of Organizational Change Management, Vol. 18 No. 5, pp. 469-481. https://doi.org/10.1108/09534810510614959