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1. AN ACTION RESEARCH APPROACH TO
BUILDING A CULTURE OF INNOVATION
Smart City Innovation #2
February 27, 2018
Chester C. Warzynski
c.warzynski@cornell.edu
781-536-8600
2. Action Research and Innovation
Innovation is an Action Research and relationship building process in which a “new”
venture is conceived, reified and adopted within a broad socio-cultural context.
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6. Enhanced Performance with Action Research
With Action Research Without Action Research
Employees
· More prepared for leading change
and managing unit budgets,
projects and resources
· Enhanced skill development.
· Consistency in information,
processes, practices, and
measurement across units.
· Continued reliance on existing systems
and practices for key roles.
· Status quo in capacity and skill
development.
· Variation and inconsistency across units
in expectations, processes, forms,
practices, and results.
Managers and
Supervisors
· Increased budgeting and financial
planning capability with defined
expectations and consistent quality
of information and practices across
the university.
· Improved information,
productivity, efficiency and use of
time.
· Quality of budgeting and financial
planning process in various units affects
effectiveness and efficiency of supervisors.
· Uncoordinated information, processes and
practices resulting in gaps (things fall
through the cracks), uniformed and
unmotivated people, and uneven results
Executives &
Vice-
Presidents
· Consistent budgeting information
and financial applications, practices
and decision making across units.
· More skilled and developed
workforce across the university.
· Expanded budgeting and financial
talent pool within units.
· Application of budgeting and financial
practices dependent on
strengths/weaknesses of supervisory staff.
· Pockets of development, pockets of
stagnation.
· Increased fire-fighting and crisis-
management
Organization
· Improved data-driven decision
making and performance for
academic by administrative leaders,
faculty, research, and students.
· Increased portability of trained staff
across the organization
· Improved financial stewardship
· Continued existence of “silos,”
disaggregated information, and
uncoordinated action of units based on
different expectations, processes, and
practices for budgeting and financial
planning.
7. Benefits of Action Research Based
Culture Change
It facilitates the learning and change through engagement,
research and discovery, collaboration and doing;
It aligns and integrates the technology, culture, structure and
people in the organization;
It reduces the rivalry between technical and functional people;
It eliminates the knowledge – doing gap
It builds and extends the organization’s capacity, strengthens
distributive leadership, and increases the knowledge, skill and
adaptability of the people.
Editor's Notes
Work today is changing rapidly. Every day is fraught with new issues and challenges. Every day is different requiring frequent adjustments and changes – one step forward, three steps back.
Revenues are flat, costs are increasing, jobs are enlarging, and people are frustrated and tired. Energy and inspiration are waning. New technologies offer great hope for increased efficiency and productivity but they are complex and require considerable time, resources and effort to learn and implement, especially while people are simultaneously trying to keep up with the daily work.
At the same time new technologies create a new playing field that go beyond the past practice and experience of their users. The promise of innovation and new technologies to do things faster and better, to save money and increase productivity are not as meaningful to many employees today because they tend to undermine and in many cases even negate the importance of past practices and skills and experience. Moreover, they are often contrary to the culture and past expectations of the organization. So culture change is like trying to build a new performance engine while swimming against a fast moving current in a work stream embedded with obstacles and even sharks, and without a safe platform of support to secure the engine or even a flotation device to tread water and catch your breath. So how can we implement culture change in organizations more effectively under these conditions?
Action Research is the approach that I’ve used for the past 20 years to engage leaders and users in a comprehensive, motivating, enlightening process to learn, test, and integrate the new ideas and technologies in the organization while building a culture of innovation. Next Slide Please.
Every organization is different. Therefore, strategies for implementing new technologies and culture change are hard to prescribe in advance of actually engaging key stakeholders and doing the research to identify the differences in culture, structure, and experience of the people, and to learn how those differences can be aligned and integrated with the new idea or technology. While the change process may be different for each institution, five phases have been recognized as important to successful change including the need to: discover new ideas, engage key stakeholders, utilize different methods in the process, enable and support those stakeholders with tools and resources, and embed the AR methodology together with the new technology in the organization’s culture.
What differentiates the Action Research approach is that it prepares the organization for change through engaging key stakeholders in an action research and learning process while at the same time effecting the desired change, building capacity and strengthening the organization for the future. The action research and learning process is based on the premise that successful culture change occurs when people are engaged in research discovering new ideas and creating new meaning. Engagement in using a variety of different methods is the key to creating new meaning and changing culture. Converging methods from the humanities, sciences, and social sciences are required to create meaning around new technologies. Methods from the humanities, including storytelling and interviewing help to create meaning. Methods from the sciences including experiments, surveys, and modeling create evidence and validate meaning. Methods from the social sciences and network theory embed the meaning of people and new technology into the culture of the organization. Next Slide Please.
Action research includes four converging research methods:
Appreciative Inquiry is a method of research to understand the history and culture of the organization and the experience of the people;
Semiotics is a method for creating common meaning among the members of the organization across personal, cultural, educational, hierarchical, functional and disciplinary boundaries;
Scientific method is a systematic process for establishing proof of concept and creating evidence through formulating hypotheses, gathering data, analyzing data, and designing and testing theories and models; and
Actor Network method is a method for establishing relationships, creating networks, building social capital, and coordinating action to achieve results.
Technological innovation is different in every organization because of differences in people skills and motivation, process and technology differences, and differences in culture. While the change process may be different for each organization, five phases have been recognized as important to successful innovation and change, including the need to engage people in a process of social inquiry to analyze the fit between the new technology and the organization; to construct a grounded theory of action based on the analysis, and to enact and embed the grounded theory of action in the culture. These five phases are summarized in the action research and mixed methods model. Action research includes four converging research methods: Engage, Analyze, Interpret and Construct, Enact, and Embed. Next Slide Please.
Key stakeholders must be engaged and motivated to successfully implement new technologies and create culture change. Action Research has proven to be a powerful enabler of strategic planning and change at all levels of the organization for employees, managers and supervisors, executives and vice presidents. Next Slide Please.
Some of the strategic benefits of the Action Research approach to culture change are:
It facilitates the learning and change through engagement, research and discovery, collaboration and doing;
It aligns and integrates the technology, culture, structure and people in the organization;
It reduces the rivalry between technical and functional people;
It eliminates the knowledge – doing gap
It builds and extends the organization’s capacity, strengthens distributive leadership, and increases the knowledge, skill and adaptability of the people.
