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The Adecco office in Ikeja branch is of a size of about 180 sq. meters. It is partitioned, with transparent glass-walls, into five sections consisting - the reception, an interview room, a meeting room, two consultants' open-offices, the Manager's office and a kitchenette. Although partitioned, the various office sections are not sound-proof making it possible to talk over the walls to colleagues sitting at the other end of the office space.

The team of consultants, with average age at 27 years, have built a fluid organisational culture that helps team members easily interact without difficulty, thus indicating an environment able to breed Collaborative Learning.

The Group: Activities and Communication tools

The task to set-up a co-operative inquiry group came with a consciousness that this could cause a lot of anxiety being that it usually lacks structure and excitement being open-ended, uncertain and unpredictable - in relation to specifically desired outcome by individuals or the group at large (Traylen, 1994). Although I had a good understand of the purpose and process the research might take, I faced an up-hill task of selling this idea to my 'new' co-researchers. The methodology was not only an 'unusual' or traditional approach to research (as I explained to them), it was also impossible to predict or infer where this could lead us. It seemed like a journey that had a stated goal with no definite expected outcome.

I went through the 'making a proposal' phase treading with a fear of the unknown, realising that this was perhaps the most important phase of the co-operative inquiry. In fact, this phase was to determine its success or failure.

My first thought was to ensure I communicated the right intent of the research work to the Manager (who is a good friend of mine) who could then sell the idea to his team. I soon found out that my assumptions were wrong. He could not sell the idea to his team the way I had expected him to because I realised he did not understand the intent although he was ready to do me a favour. He rather used his 'position and power' in communicating to his team-members my intention to hold a series of sessions with them compelling them to take active role in the process. But nonetheless, there was a need to do the selling if this will be a successful venture.

We held a first session as a first-step in the contracting phase - a two hour session that captured an introduction of myself, a brief information on the Action Research methodology, the background of my interest in the research topic, a 'what's in it for me and us' and the 'rules of engagement' that will define the success or failure of the venture. My interpretation of the member's body language drew me towards a conclusion that they probably felt I only gave a good speech. I was not convinced they got the 'message'.

Since I live in a different city 400 miles away, I convinced the group on the need to set-up a facebook group (online social network) as a platform to harness our interaction and ensure we derive the potential richness in our collective inquiry. Thankfully, the company had no policy restricting access to soci本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。