This paper reports on an action research project about organizational change by a regional food bank in New York State’s southern tier. While the project team initially included a sociologist, food bank leadership and staff, it expanded to involve participants in food access programs and area college students. This paper combines findings from qualitative research about the food bank with findings generated through a collaborative inquiry about a ten-year process of organizational change. We ask how a regional food bank can (...) change its approach to address root causes of hunger. Acknowledging that narrow, pragmatic definitions of hunger promote charitable responses, our collaboration is grounded in structural understandings of poverty that refuse to blame the poor or treat poverty as an accident. Decades-long economic restructuring, deindustrialization and a rise in the service economy have resulted in growing inequality and long-term demand for “emergency” food in New York State. We outline critiques by scholars and practitioners of the emergency food regime. Description and analysis of the organizational change efforts of the Food Bank of the Southern Tier combine discourse analysis, collaborative inquiry, interviews, and participant observation. Discourse analysis of the agency’s strategic plans documents changes in aspirations, exposure to new epistemic communities and repertoires of actions. Interviews with participants evidence impacts of the organization’s advocacy and education programs on people with lived experience in poverty. Through a participatory process, we developed a collaborative chronology of phases of organizational change. Collaborative analysis of organizational changes demonstrates new definitions of the problem, a shift in service focus, changing outcomes and increased funding for advocacy. While recognizing substantial constraints, this project contributes to evidence that food banks may shift their discourse and practices beyond charity. (shrink)

This article analyzes learning in context through the prism of a sustainable dairy-farming project. The research was performed within a nutrient management project that involved the participation of farmers and scientists. Differences between heterogeneous forms of farmers’ knowledge and scientific knowledge were discursively constructed during conflict and subsequent alignment over the validity and relevance of knowledge. Both conflict and alignment appeared to be essential for learning in context. Conflict spurred learning when disagreeing groups of actors developed their knowledge in order (...) to strengthen their arguments. Conflict caused self-referentiality when the actors no longer listened to each other. This inhibited self-reflection, thus blocking ongoing learning. Nevertheless, after a period of alignment, scientific models and knowledge of farmers were reevaluated and recontextualized. Through determining how to use scientific models and farmers’ knowledge for further learning, aimed at a shared goal, the participating actors also learned how to learn. (shrink)