This article describes an attempt to use a collaborative action research ap
proach to enquire into the gender implications of seemingly neutral organiz
ational practices, and thereby bring about change. The methodology draws on
both the feminist critique of objective research, and thinking on particip
atory and action-oriented research strategies. Working with a work group in
a manufacturing plant, a project was devised to establish a self-managing
team on the shop-floor, with a view to shifting gendered patterns of work w
hile also enhancing performance. Dilemmas of balancing support and challeng
e in the collaboration process are discussed, in connection with the gender
ing of collaboration. The importance of creating opportunities for feedback
, reflection, and the reviewing of deep assumptions in this type of work is
highlighted.