(3) What is a workable management of the action researcher's role? This dilemma points to how each action researcher was able to “play” his/her role as expert and to manage in a workable and variable way, the presence of power asymmetry (i.e. relinquishing being at the center of things or the difficulty of being at the center, if needed). Managing this asymmetry varied during the phases: at the beginning it was necessary that we acted, even if to a limited degree, with power and authority (e.g. in proposing setting and work‐objects) in order to allow the involved people initially one pitted against the other to experience spaces in which dialogue was possible; later the process became more participatory.