Research that Moves from Knowledge to Action Chapter 9

‘A thought which does not result in an action is nothing much, and an action which does not proceed from a thought is nothing at all.’ -Georges Bernanos O'Leary, Z. (2005) RESEARCHING REAL-WORLD PROBLEMS: A Guide to Methods of Inquiry. London: Sage. Chapter 9.

The Potential of Action Research Researching real-world problems is about making a contribution that can lead to real change In most research approaches, however, this contribution is limited to ‘knowledge’ Enter ‘action research’, which embeds the actioning of change into the research process O'Leary, Z. (2005) RESEARCHING REAL-WORLD PROBLEMS: A Guide to Methods of Inquiry. London: Sage. Chapter 9.

Action Research Action research covers a broad array of research strategies that are dedicated to the integrated production of knowledge and the implementation of change Action research addresses practical problems generates knowledge enacts change is participatory and relies on a cyclical process O'Leary, Z. (2005) RESEARCHING REAL-WORLD PROBLEMS: A Guide to Methods of Inquiry. London: Sage. Chapter 9.

The Action Research Process observe (research/ data collection) plan (strategic action plan) act (implementation) reflect (critical reflexivity) Etc. O'Leary, Z. (2005) RESEARCHING REAL-WORLD PROBLEMS: A Guide to Methods of Inquiry. London: Sage. Chapter 9.

Action Research Outcomes In business, education, and healthcare, action research can be a practical means for improving practice policy programmes In community development work, action research is also expressly used to empower community members O'Leary, Z. (2005) RESEARCHING REAL-WORLD PROBLEMS: A Guide to Methods of Inquiry. London: Sage. Chapter 9.

Participatory and Cyclical Because action research shares some key elements with quasi-experimentation and evaluative research, it’s important to understand how its dual agendas and its participatory and cyclical nature set it apart O'Leary, Z. (2005) RESEARCHING REAL-WORLD PROBLEMS: A Guide to Methods of Inquiry. London: Sage. Chapter 9.

Empowerment A common goal in action research is to empower practitioners to improve their practice by recognizing how they can make a contribution to their own learning and development O'Leary, Z. (2005) RESEARCHING REAL-WORLD PROBLEMS: A Guide to Methods of Inquiry. London: Sage. Chapter 9.

Action Research and Organizational Change Action research can be utilized at the organizational level to enact change But while action research can offer much to the management of organizational change, it is generally seen as a research strategy rather than a core management strategy O'Leary, Z. (2005) RESEARCHING REAL-WORLD PROBLEMS: A Guide to Methods of Inquiry. London: Sage. Chapter 9.

PAR Participatory action research (PAR) is explicit in its agenda of empowerment A central goal is to help community groups construct their own knowing in order to create and action their own plan for a better future O'Leary, Z. (2005) RESEARCHING REAL-WORLD PROBLEMS: A Guide to Methods of Inquiry. London: Sage. Chapter 9.

Challenges Facilitating a participatory process can be both rewarding and challenging Challenges include facilitating rather than directing managing a project’s scope, pace, and momentum managing people working ethically being multi-skilled negotiating ownership O'Leary, Z. (2005) RESEARCHING REAL-WORLD PROBLEMS: A Guide to Methods of Inquiry. London: Sage. Chapter 9.