ABSTRACT
This chapter presents a model for organizational change that shows how learning and participation are related. Pragmatic philosophy serves as the conceptual fundament for the co-generative learning model as well as the model for participatory organizational change. The change starts with a clarification of the direction and objectives for the development work. A common approach is to see this phase as a task for management levels, sometimes assisted by analysis or diagnosis shaped by outside experts. From a management perspective, organizational change is to design and lead learning processes. The essence is to structure the interaction between leaders and participants. Planning in organizational change implies arrangement of processes and not 'engineering' of results. In participatory change it is important to escape from the classical organization division between actors who simply decide and plan for others' actions and those who merely contribute to achieving the goals.
