Since 1990, the University of Michigan (UM) has worked closely with the UAW to evaluate the union's NIEHS funded health and safety training programs. Intensive case studies conducted by the UM at several of the facilities receiving these training programs suggested that establishment of an on-going relationship between evaluation staff and personnel at a local site was associated with somewhat greater long-term impacts of the training program, particularly in the area of organizational change. However, the researchers were largely limited to traditional evaluator roles and were not seen as active participants in the change process. In 1995 the UM, working with the UAW, a launched a participatory action research (PAR) project at an auto parts supplier in which union members, salaried personnel and the UM researchers are involved in a joint, cyclical, problem-solving process addressing occupational health and safety. Substantial evidence indicates that health and safety issues have been addressed more effectively because of the PAR process. However, it has proved difficult to change cultural norms in the plant concerning group process and decision making in ways in keeping with the principles of PAR. This presentation reviews the lessons learned while setting up and participating in this PAR project.
Learning Objectives: At the conclusion of the session, the participant (learner) in this session will be able to: 1. articulate the basic principles of PAR. 2. describe the procedure and criteria utilized for site selection of an occupational health and safety based PAR project. 3. apply lessons learned from this project to other health and safety based PAR projects
Keywords: Workplace Safety, Organizational Change
Presenting author's disclosure statement:
Organization/institution whose products or services will be discussed: None
I do not have any significant financial interest/arrangement or affiliation with any organization/institution whose products or services are being discussed in this session.