ABSTRACT This paper examines a Revans led action learning / action research project in services for people with learning disabilities which took place between 1969 and 1972 across seven local authorities in the UK. It explores aspects of social and political history as the project unfolded, including the notable scandals in hospital and social care which occurred around the time of Revans’ work, starting with the Ely hospital scandal in 1967. The paper identifies some of the lessons from the project and from some of the social history of the period which may prove useful to practitioners engaged in social action work currently. Recommendations from hospital inquiries are often repeated, and many from the 1960s and 1970s included themes which obsessed Revans at the time, such as the need for better communications, inter-disciplinary working and stronger leadership and coordination of services. Key lessons and themes which emerge from his own intervention and from social history include the need to equip staff with the tools of analysis to carry out their own service investigations and evaluations, more honest sharing of ‘chronicles of failure’, and encouraging a climate of openness in which the need to speak out and challenge what is already known and believed is more fully supported.

中文翻译：

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社会行动的工具：政治历史背景下的 Revans 学习障碍项目（1969-1972）

摘要 本文考察了 1969 年至 1972 年间在英国七个地方当局开展的由 Revans 领导的行动学习/行动研究项目，该项目为学习障碍者提供服务。随着项目的展开，它探讨了社会和政治历史的各个方面，包括从 1967 年的伊利医院丑闻开始，发生在 Revans 工作期间的医院和社会护理方面的显着丑闻。项目和该时期的一些社会历史，这可能对目前从事社会行动工作的从业者有用。医院询问的建议经常被重复，1960 年代和 1970 年代的许多建议都包含了当时让 Revans 着迷的主题，例如需要更好的沟通，跨学科工作和加强服务的领导和协调。从他自己的干预和社会历史中得出的关键教训和主题包括需要为员工配备分析工具以进行他们自己的服务调查和评估，更诚实地分享“失败的编年史”，以及鼓励一种氛围公开性，其中需要大声疾呼和挑战已知和相信的东西得到了更充分的支持。