Problem-Solving versus Problem-Setting: The Case of the Jesuit General Survey
This paper describes a single research project, the Jesuit General Survey, that led to particular policy decisions about Jesuit organization and activities in the United States. Of special interest are the strategies that facilitated use of the research in formulating organizational policy and helpe...
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| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | Drawer...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Published: |
Sage Publications
1982
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| In: |
Review of religious research
Year: 1982, Volume: 23, Issue: 4, Pages: 337-353 |
| Online Access: |
Volltext (lizenzpflichtig) Volltext (lizenzpflichtig) |
| Parallel Edition: | Non-electronic
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| 520 | |a This paper describes a single research project, the Jesuit General Survey, that led to particular policy decisions about Jesuit organization and activities in the United States. Of special interest are the strategies that facilitated use of the research in formulating organizational policy and helped to reduce potential tension between researchers and decision-makers. Central to these strategies was an underlying conception of policy research as a problem-setting (rather than a problem-solving) enterprise. This conception probably contributed more than any other factor to the success of the research effort and to the legitimacy accorded to subsequent policy decisions. The lessons learned from this project may be useful to others involved in the religious research-policy alliance. | ||
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