Participatory Organizational Change in Community-Based Health and Human Services: From Tokenism to Political Engagement

Community psychologists have long worked with community-based human service organizations to build participatory processes. These efforts largely aim at building participatory practices within the current individual-wellness paradigm of human services. To address collective wellness, human service organizations need to challenge their current paradigm, attend to the social justice needs of community, and engage community participation in a new way, and in doing so become more openly political. We use qualitative interviews, focus groups, organizational documents, and participant observation to present a comparative case study of two organizations involved in such a process through an action research project aimed at transforming the organizations’ managerial and practice paradigm from one based on first-order, ameliorative change to one that promotes second-order, transformative change via strength-based approaches, primary prevention, empowerment and participation, and focuses on changing community conditions. Four participatory tensions or dialectics are discussed: passive versus active participation, partners versus clients, surplus powerlessness versus collective efficacy, and reflection/learning versus action/doing.     

At a Crossroad: Standing Still and Moving Forward

Reading the article, "Community psychology at the crossroads: Prospects for interdisciplinary research" (Maton, Perkins & Saegert, this issue), there is a sense that community psychology is at a crossroad with regard to being an interdisciplinary field. This paper aims to offer insight and guidance to proponents of interdisciplinary research in the community psychology field by drawing on experiences in urban studies, which shares similar origins and interdisciplinary claims.