1. Action Research In Organizational Development

2. Action Research Coined by Kurt Lewin (MIT) in 1944 Reflective process of progressive problem solving Also called participatory action research

3. Action Research in OD OD is at one point defined as Organization improvement through action research Action research involves the process of actively participating in an organization change situation whilst conducting research Action research model is the most widely used model for bringing about organizational change by an external consultant

4. Steps in Action Research 1 Entry 2 Set up and contracting 3 Data gathering and diagnosis 4 Feedback 5 Planning change 6 Intervention 7 Evaluation 8 Adoption 9 Separation

5. Entry Formal introduction To know about client Nature of the organization Problems faced Client requirements To know about consultant Qualification Previous achievements To build a positive relationship

6. Start up and contracting Decision to work together Jointly decide on the following Project objective Project approach Project milestones Deliverables To develop a basic document (Terms of Reference TOR)

7. Data gathering and diagnosis Data gathering done in 2 ways Secondary data Data and information collected from official records Information given by top management Primary data Collected through staff surveys Direct observation Diagnosis and analysis performed by consultant

8. Feedback Very critical stage Diagnosis results shared with all stake holders To determine the consequent steps rather than dictating Shared vision guarantees cooperation in subsequent stages Consultant to present summary report Share findings Form conclusions Recommend actions

9. Feedback The problem indicated by the top management is quantified and acknowledged by all stake holders Even if managers disagree with findings, they would agree with recommendations Individual feedback sessions

10. Planning change Deep exploration of potential solutions Not just solutions discussed Sub dividing activities Training activities Admin changes Planning resources required for activities Training material Meeting schedules

11. Intervention Consultant moves from “ expert ” to “ facilitator ” Client and managers are made accountable Consultant responsible for Clear communication Coordination Monitoring and reporting

12. Evaluation Evaluation takes place at the end of each phase of action research Effectiveness of each activity in intervention phase to be quantified and monitored by the consultant Standard protocol to be followed Future scope to be defined and link to be established for further interactions

13. Adoption Many suggested changes require continuous monitoring Consultant to get commitment from client on follow up processes Client and managers are to be equipped with knowledge and tools to carry on the activities

14. Separation Consultant has to move on to other clients Clients have to focus on other pressing issues Continued involvement can become counter productive

15. Problems faced Organization is dynamic Changing priorities Changing employees / sponsors Changing environment Success is not measured by effort but through results

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