2. Unit 2: Models of
Action Research
By the end of this unit you will have compared and contrasted models of
Action Research, and identified variants developed for different contexts. Over
the coming weeks you will identify and provide a rationale for a model of AR
that will provide a framework for you, your organisation and your project.
• Consider AR models in depth, identifying which models are used in which
contexts, and why. You are expected to research beyond the information
presented in the next slides.
• Critically appraise a selection of AR models.
• Choose, or create, a model that is appropriate for your context, and justify
your choice. You will need to be able to say why you chose/created your
preferred model; in comparison with others.
3. Action Research ‘Circle’ Action Research Process
(Lewin, 1946) (Lewin, 1958)
Unfreezing: Faced with a dilemma or
disconfirmation, the individual or group becomes
aware of a need to change.
Changing: The situation is diagnosed and new
models of behaviour are explored and tested.
Refreezing: Application of new behaviour is
evaluated and, if reinforcing, adopted.
A spiral of steps, ‘each of which is composed of a
circle of planning, action and fact-finding about
the result of the action’ (Lewin 1948, p. 206).
The basic ‘circle’ is shown below:
4. Action Research Cycle
(Susman, 1983)
Five phases of an action research cycle,
starting with an identification of a problem,
collection of information about the
problem, an analysis of the data to find
potential solutions, a choice of one
possibility for implementation.
Later, data on the outcome of the
intervention is analysed to evaluate the
implementation of the plan, and the
success of the outcome.
As with the Kemmis model (next slide), the
cycle continues until an adequate solution is
found.
5. The spiral model of action research proposed by
Kemmis and McTaggart (1988).
The authors advise against following the model too
rigidly, as in reality the process may not fit neatly
into the spiral of self-contained cycles of reflecting,
planning, acting and observing.
Kemmis and McTaggart suggest that the stages
overlap, initial plans quickly become obsolete in
the light of learning from experience. In reality the
Action Research process is likely to be more fluid,
open and responsive
The Action Research Spiral
(Kemmis and McTaggart, 1988)
6. Spiral of Action Research Cycles
(Coghlan and Brannick, 2001)
Action research is conducted as a
collaborative partnership between the
researcher and a group in an
organisation or community
Research proceeds as a cycle of
collaboratively ‘diagnosing’, ‘planning’,
‘taking’ and ‘evaluating’ action. The
results are shared amongst participants
and sometimes publicly reported such
as in a dissertation or journal article.
The output of AR is ‘actionable
knowledge’ according to Coghlan
(2007, p.293); useful to both the
practitioner and academic communities.
7. Seven Phase Action Research Model
(Burke, 1994)
A seven-step model associated with Organisational
Development, based on a consultant-researcher /
organisation-client relationship
This model helps clients identify business needs and
challenges, define the deliverables, collect data to
identify problems and root causes, analyse data to
identify priorities, identify necessary interventions,
and create a project plan.
The project plan helps the client achieve long term
goals, implement appropriate interventions, collect
data to measure results, and embed the improvements
into the organisational culture.
Further information:
http://www.nwacademy.nhs.uk/developingtogether/burkes-7-phase-model
8. References
• Burke & Litwin, ‘A Causal Model of Organisation Performance and Change’, Journal of
Management, Vol 18, No 3 (1992), pp 523–545.
• Coghlan, D. & Brannick, T. (2001) Doing Action Research in Your Own Organisation. London:
Sage Publications, Ltd.
• Coghlan, D. (2001). Insider action research projects: Implications for practising
managers. Management Learning, 32(1), 49-60.
• Kemmis, S.; Mctaggart, R. (1988). The action research planner. Victoria: Deakin University
Press.
• Lewin, K. (1948) Resolving social conflicts; selected papers on group dynamics. Gertrude W.
Lewin (ed.). New York: Harper & Row, 1948.
• McNiff, J. (2010) Action Research for Professional Development: Concise advice for new and
experienced action researchers (2nd edition). Bodmin and King’s Lynn: MPG Books Group.
• Susman, G.I. "Action Research: A Sociotechnical systems perspective," in Beyond Method:
Strategies for Social Science Research, G. Morgan (ed.), Sage Publications, London, 1983
