Abstract
The literature on the relationship between practitioners and researchers in "quasi-experimental" field studies in which the two roles are not filled by one person describes strains, tensions, and conflicts. This paper analyzes the strains that result from an intensive community renewal and development project that was accompanied by intensive process- and-outcome evaluation research. Although the two parts are inherently independent in their objectives, they become dependent because of their design and hence provide escalated chances for strains. Strains resulting from the participation of the three parties—the community (as client), the practitioner, and the researcher—are identified. The case study, which took place in an Israeli kibbutz, illustrates a dynamic develop ment of an alternative interaction model with split-role differentiation. The model starts with coordination with relatively high differentiation and moves through cooperation to develop a collaborative relationship without jeopardizing the basic roles for successfully obtaining the ob jectives of both parties. Some conclusions are derived for the basic interpersonal values and ethics needed to conduct such a relationship successfully. Implications are suggested for planners (both practitioners and researchers) of training programs and for the management of tem porary interdisciplinary teams.
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