2. Unit 3: Development and
Change through Action Research
In this unit you will investigate how AR approaches support development and change.
By the end of this unit you will have considered your own organisational and
professional context and chosen whether you will plan and carry out a task-based
Organisational Change Project or a people-based Practitioner Development Project.
Organisational
Development
Project
(task-based)
Practitioner
Development
Project
(people-based)
3. Development and Change
through Action Research
• AR is always associated with practical development, innovation,
improvement and change at:
– Organisational/system level
– Individual/Team practitioner level
• Action may be task based:
– implementing new solutions to a workplace issue
– sharing and implementing best practice across the organisation
• Action may be people based:
– communicating, influencing
– developing new skills
– developing new knowledge and critical thinking
– working differently with one another
– working differently with oneself.
4. Development and Change
through Action Research
Organisational Development:
• Diagnosing and finding work-based solutions to work-
based problems, initiating innovation, improvement and
change
Practitioner development
• Finding participants’ solutions to participants’ problems -
thus enabling participants to learn, develop themselves
and so transfer new personal skills into the workplace
5. Development and Change
through Action Research
On an organisational level, change through AR is generally carried out by the
organisation (client) working with a researcher (consultant).
The consultant can be external to the organisation, or an ‘insider’. Sometimes,
securing leadership buy-in to your project may be challenging (unless you are the
CEO)!
If choosing an organisational change project ensure you have discussed your plan
with key stakeholders.
In the context of Practitioner Development, AR provides a framework for
collaborative, critical and self-critical enquiry into a problem or issue of concern
in an individual or team’s own practice.
The team / individuals ‘own’ the problem, and are responsible and accountable
for solving it through following a cyclical path of reflection, planning, action and
observation.
6. Development and Change
through Action Research
Organisational Development Project Practitioner Development Project
Coghlan, D. (2001). Insider action
research projects: Implications for
practising managers. Management
Learning, 32(1), 49-60.
Available on your Moodle Resource list
Extract from:
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.
Available on your Moodle Resource list
Once you have decided between organisational or practitioner development, read the
appropriate article listed below. These are available on your Moodle resource list.
As you read, list the opportunities and challenges you need to consider in your planning.
7. 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
