19-11-2012, 02:16 PM
Action Research
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Action research is a research initiated to solve an immediate problem or a reflective process of progressive problem solving led by individuals working with others in teams or as part of a "community of practice" to improve the way they address issues and solve problems. Action research involves the process of actively participating in an organization change situation whilst conducting research.
The process of Action Research
The overall process of performing an action research broadly involves 9 steps:
1. Entry
This phase consists of finding needs for change within an organization. It is also the time to quickly grasp the nature of the organization, identify the appropriate decision maker, and build a trusting relationship.
2. Start-up and contracting
In this step, critical success factors and the real issues are identified. We link into the organization's culture and processes, and clarify roles for the consultant(s) and employees. This is also the time to deal with resistance within the organization. A formal or informal contract will define the change process.
3. Assessment and diagnosis
Here data is collected to find the opportunities and problems in the organization. This is also the time for the consultant to make a diagnosis, in order to recommend appropriate interventions.
4. Feedback
This two-way process serves to tell what was found out, based on an analysis of the data. Everyone who contributed information should have an opportunity to learn about the findings of the assessment process (provided there is no apparent breach of anyone's confidentiality.) The feedback should start with the executive client and his/her team. Usually it is cascaded down through the organization to reach all who have participated. This provides an opportunity for the organization's people to become involved in the change process, to learn about how different parts of the organization affect each other, and to participate in selecting appropriate change interventions.
5. Planning Change
In this step recommendations are distilled from the assessment and feedback. Alternative actions are considered and the focus of the intervention(s) is on activities that have the most leverage to effect positive change in the organization. An implementation plan is developed that is based on the assessment data, is logically organized, results- oriented, measurable and rewarded. The next step is to plan for a participative decision-making process for the intervention.
6. Intervention
Now, and only now, the actual change process is carried out. It is important to follow the action plan, yet remain flexible enough to modify the process as the organization changes and as new information emerges.
7. Evaluation
Successful OD must have made meaningful changes in the performance and efficiency of the people and their organization. An evaluation procedure to verify this success, identify needs for new or continuing OD activities, and improve the OD process itself to help make future interventions more successful is needed.
8. Adoption
After steps have been made to change the organization and plans have been formulated, follow-up is started by implementing processes to insure that this remains an ongoing activity within the organization, that commitments for action have been obtained, and that they will be carried out.
9. Separation
It must recognize when it is more productive for the client and consultant to undertake other activities, and when continued consultation is counterproductive. The change should be monitored for its success possibly to plan for future change activities.
For successful OD to take place, all of these steps must be followed. It works best if they are taken in the order described. And, since learning is really an iterative, not a sequential process, we must be prepared to re-enter this process when and where appropriate.