1. CHAPTER 14 Action-Oriented Research and Action Research

2. Is it Action Research? Action Research describes a cyclic process of planning, action and evaluation directed towards improving both understanding and action. Action Research involves an ongoing development of ideas through (often collaborative) reflection on actions.

3. Action research as a spiral Note opportunity Diagnose/ investigate Plan action Take action etc Evaluate

4. Most action-oriented research is not Action Research Action Research is a flexible approach which may involve a number of different methods. It rests upon a pragmatic interest in knowledge as a tool for action and further knowing, and a belief that knowing takes place in a social context. It involves a series of cycles of investigation, planning, action and evaluation. Critical and usually collaborative reflection is a key feature.

5. Reflection is central Reflection is an integral component of action research, which is based upon developing ideas that work in action. Personal reflection is the foundation upon which collaborative reflection rests. It needs to be critical and disciplined. Collaborative reflection requires an open and flexible mind – it accesses the perceptions and ways of thinking that typically form a substantial part of an organisational mess.

6. Evaluation criteria Different evaluation criteria are needed for Action Research. Ask whether the research: produces enduring (and not initially anticipated) consequences deals with pragmatic issues to do with practice demonstrates democracy and collaboration addresses questions of significance takes into account a number of different ways of knowing (Reason and Bradbury, 2001)

7. Levels of inquiry First person: inquiry into one’s own life and choices – prerequisite for... Second person: collaborative inquiry through cycles of action and reflection leading to lasting change – may feed into... Third person: many views brought together, allowing ‘whole system’ change

8. Challenges of Action Research Multiple cycles require an extended time period Collaborators are needed, willing to contribute substantial time and effort The ‘insider’ position of the researcher raises issues of role conflict and power Clients and researchers need to be able to live with uncertainty Clients may be unimpressed by the seemingly ‘unscientific’ approach

9. Research contributions to change Appropriate research can: create commitment to change through shared diagnosis develop a shared understanding of what change is required build motivation for change ensure that a wider view is taken and coherence achieved develop some of the new skills and understanding required

10. Action Research lessons for any action-oriented project Lessons from Action Research highlight the need for action-oriented research to consider: the perceived ownership of the project stakeholder involvement throughout the project researchers’ ability to live with uncertainty that successful change may be incremental and bottom-up the challenges of insider research

11. Insider-researcher challenges Insiders have: Pre-understanding – ie prior ‘knowledge’, preconceptions and assumptions A dual role as player and researcher A vulnerability to political factors From Coghlan (2001) Plus They may have a strong preference for a particular ‘result’, with a consequent risk of bias

12. Insider-researcher opportunities Similar factors also present opportunities Understanding context may help focus inquiry Insider knowledge may enable access to information Understanding political factors may help gain acceptance of research Contacts may gain resources and access to information.