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In this paper I present a study of leadership and learning in one complex environment, in this case the school sector within a municipality in Sweden. I chose this 'organisation' in order to be able to analyse a truly complex situation with many subcultures such as political actors, civil servants and headteachers (a triad). This choice was the result of previous studies (Hultman, 1989; 1998; 2001a, b; 2004b) where different subcultures were studied (headteachers, teachers, preschool teachers). In this study my focus will be on the interplay and interaction between subcultures and the ambition to better understand how actors learn and how they execute leadership.

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This article describes the Human Development and Technology Renewal project. The focus is on the close interaction between action and research and between theory and practice. The project is aimed at developing educational material and carrying out training courses mainly for small or medium-sized companies in the chemical-technical industry. The article begins with a description of the four phases of Scandinavian action research, then shifts onto the different types of action research and the tasks of the researcher. This is followed by a brief description of the companies participating in the project. The case study methods and outcomes lead to the conclusion that there is a relationship between the two cultures, companies and researchers. This is explored in the final section of the article. Show less