This paper examines power dynamics and political challenges which an insider action researcher without line authority or formal power encountered while leading cross-functional New Service Development (NSD) initiatives in a traditional, publicly funded university. NSD, as any development activity, faces competing interests in organisations and often power dynamics and political tactics which may impede service actors’ development endeavours. The paper describes and reflects on how an insider action researcher together with service staff, managers and directors, conducted several different types of NSD initiatives. The paper draws on insider action research (IAR) principles, which engage theory with practice, and action with reflection. The study was carried out over an extended time period of almost three years. The paper concludes with a framework for addressing power dynamics and political action, identifying tactics available to service development actors when engaging in NSD.

本文研究了没有直线权威或正式权力的内部行动研究人员在传统公立大学领导跨职能新服务开发 (NSD) 计划时遇到的权力动态和政治挑战。与任何发展活动一样，NSD 面临着组织中的竞争利益，并且常常面临可能阻碍服务参与者发展努力的权力动态和政治策略。该论文描述并反思了内部行动研究人员如何与服务人员、经理和主管一起实施几种不同类型的 NSD 计划。该论文借鉴了内部行动研究 (IAR) 原则，即理论与实践相结合，行动与反思相结合。这项研究是在近三年的延长时间内进行的。