action research in organizational development. action research coined by kurt lewin (mit) in 1944...

Action ResearchIn Organizational Development

Action Research

Coined by Kurt Lewin (MIT) in 1944

Reflective process of progressive problem solving

Also called participatory action research

Action Research in OD

OD is at one point defined as Organization improvement through action research

Action research involves the process of actively participating in an organization change situation whilst conducting research

Action research model is the most widely used model for bringing about organizational change by an external consultant

Steps in Action Research

Entry

Formal introduction

To know about clientNature of the organization

Problems faced

Client requirements

To know about consultantQualification

Previous achievements

To build a positive relationship

Start up and contracting

Decision to work together

Jointly decide on the followingProject objective

Project approach

Project milestones

Deliverables

To develop a basic document (Terms of Reference TOR)

Data gathering and diagnosis

Data gathering done in 2 ways

Secondary dataData and information collected from official records

Information given by top management

Primary dataCollected through staff surveys

Direct observation

Diagnosis and analysis performed by consultant

Feedback

Very critical stage

Diagnosis results shared with all stake holdersTo determine the consequent steps rather than dictating

Shared vision guarantees cooperation in subsequent stages

Consultant to present summary reportShare findings

Form conclusions

Recommend actions

Feedback

The problem indicated by the top management is quantified and acknowledged by all stake holders

Even if managers disagree with findings, they would agree with recommendations

Individual feedback sessions

Planning change

Deep exploration of potential solutionsNot just solutions discussed

Sub dividing activitiesTraining activities

Admin changes

Planning resources required for activitiesTraining material

Meeting schedules

Intervention

Consultant moves from “expert” to “facilitator”

Client and managers are made accountable

Consultant responsible forClear communication

Coordination

Monitoring and reporting

Evaluation

Evaluation takes place at the end of each phase of action research

Effectiveness of each activity in intervention phase to be quantified and monitored by the consultant

Standard protocol to be followed

Future scope to be defined and link to be established for further interactions

Adoption

Many suggested changes require continuous monitoring

Consultant to get commitment from client on follow up processes

Client and managers are to be equipped with knowledge and tools to carry on the activities

Separation

Consultant has to move on to other clients

Clients have to focus on other pressing issues

Continued involvement can become counter productive

Problems faced

Organization is dynamicChanging priorities

Changing employees / sponsors

Changing environment

Success is not measured by effort but through results

Thank You