The Action Research Model

Action research is the model that is most commonly used in OD initiatives. Chances are that you
have already been using it, even if you did not know its name. The term action research first
came from John Collier who, as the commissioner of Indian Affairs, experimented with several
methods for bringing about positive changes in ethnic relations. Picking up on Collier's work,
researcher Kurt Lewin conducted action research projects, which included many of the models
and methods in use today.

Action research is both a model and a process. In its simplest form, action research is a process
whereby research, or fact-finding, precedes action and follows it. The thought process looks
something like this: Fact-finding—action—fact-finding— action—fact-finding—action, and so
on. The action research process takes shape as understanding increases. The process remains
focused on the desired state and the how each systemic element needs to change. This approach
to change and education can be found in many OD practices and methods.

Lewin developed a unified change theory based on four distinct elements; Field Theory, Group
Dynamics, Action Research and the Three step model of Change.  All have been criticised and
all are necessary to bring about planned change.

Lewin is one of the founding fathers of Organisation Development, especially the pursuit of the
commitment to humanistic values in developing society, facilitating change through learning and
the pursuit of changing an individuals mental models and perceptions of the world that they
inhabit in order to move forward.

Action Research is the foundation stone of Organsation Development practice, it is what

underpins the theory and practice of the discipline in the organisation.  The theory is based on
what Lewin advised, “no action without research, no research without action.”

The theory provides the very heart of the purpose of the OD diagnostic phase in the OD cycle.  It
provides the opportunity to build the knowledge of the causes and dynamics of organisational
issues, the understanding of organisational change and the basis of the need for collaboration and
joint inquiry between the OD practitioner and the organisational players experiencing the
change.

Ultimately though it is a theory based on pragmatism, data itself is no the answer to change, but
data regarding the issues that the organisation is experiencing provides the catalyst for change
and provides the basis for practical solutions owned by all members affected by the change. 
Action Research provides both the theoretical underpinnings and the practical application of
organisational change.

Key Points

1. Action Research is a four step continuous process; Diagnosis, Planning, Action and
Evaluation
2. Action Research Theory provides the bridge between knowledge building and data
gathering with effective action
3. It empowers employees and enables the organisation to sustain the change by providing
data not only of how to make the changes required today but also on the change process
itself
4. Action refers to the OD interventions that are implemented to develop the organisation
5. All organisational stakeholders are involved in the collaborative process of creating and
executing the planned changes.

Action Research Model

Perception of Problem

Enter Consultant

Data Are Collected

Feedback Provided to Client

Joint Action Planning

Action

Assessment

Feedback Provided to Client

Joint Action Planning

Action
Achieving a Terminal Relationship
(Continuing Cycle)
AR Model from Organization Development: A Process of Learning and
Changing by Warner Burke p64 Prepared by Kenny Buch, Donna Cook,
and Julie Ramsey for OD Theory at Johns Hopkins University Spring,
2001. Professor: Matt Minahan

Applying Action Research Theory in an OD intervention

1. Involve the people affected by the change so that

they become co-investigators into the reasons for
change, and participate in analysing the current
reality
2. Let individuals discuss the future they need to move
toward
3. Work to increase the amount and quality of inquiry
between people so that they can learn from each
other and gather a rich mix of data
4. Secure a commitment to give some decision making
power to the people involved in collecting the data
so that real change can be achieved
5. Set up a temporary diagnostic team by using those
key individuals who have to support the
implementation of change.
6. Provide space for individuals to reflect on the
insights they have gained
7. Plan the direction of change/OD intervention in
collaboration with all stakeholders
8. Implement decisions that employees and leaders
make democratically
9. Provide a learning zone where individuals and
groups can self organise for change.