outcomes.  In other respects, they are similar to team building.  They, too, typically move from information exchange to interpretation to planning. The point is this...  Techniques such as role negotiation and search (and many others) generate and interpret information.  For the most part they are used primarily to bring about change.  They can also be pressed into effective service as tools for action research.  When used for action research, more care is usually taken to validate the information and interpretation.  They then also become more effective tools for change. The selection criterion for planners is:  Who is best placed to convert the understanding of the situation into plans for change?  All else being equal, my own usual answer is:  those who are going to be affected by the change. Sometimes, as before, you may decide to include outsiders with special knowledge.  You may then also have to decide if they are to be full participants, or advisors to those more directly affected.  Much of the time you can use them effectively by allowing them to offer information, but leaving the planning to the stakeholders. 8 Participants as implementers Finally, plans are implemented.  Here the choice is usually relatively easy.  The simple criterion is:  who is in a position to implement the plans?  A more effective criterion is:  who is in a position to implement the plans, and is motivated to do so? So far, the participants have been involved only in the content of the study.  In addition, you may