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The action research model is a cyclical process for organizational change introduced by Kurt Lewin in the 1930s. It involves 7 main steps: 1) problem identification, 2) contracting with experts, 3) data gathering and diagnosis, 4) feedback to key groups, 5) joint action planning, 6) intervention and action, and 7) evaluation after action. Through this collaborative process, practitioners work with organizations to understand issues, plan and implement changes, then assess the results to continually improve. Action research is useful for facilitating successful organizational development by involving clients throughout the diagnostic, problem-solving, learning, and change process.

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319 views12 pages

Project Od

The action research model is a cyclical process for organizational change introduced by Kurt Lewin in the 1930s. It involves 7 main steps: 1) problem identification, 2) contracting with experts, 3) data gathering and diagnosis, 4) feedback to key groups, 5) joint action planning, 6) intervention and action, and 7) evaluation after action. Through this collaborative process, practitioners work with organizations to understand issues, plan and implement changes, then assess the results to continually improve. Action research is useful for facilitating successful organizational development by involving clients throughout the diagnostic, problem-solving, learning, and change process.

Uploaded by

8662
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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TOPIC

ACTION RESEARCH MODEL AND ITS APPLICATION IN


ORGANIZATIONAL DEVELOPMENT
Action Research Model

 The Action Research Model (ARM) was introduced by Kurt Lewin in the
late 1930’s
 The action research model focuses on planned change as a cyclical process
in which initial research about the organization provides information to
guide subsequent action. Then the results of the action are assessed to
provide further information to guide further action, and so on.
The main steps involved

1. Entry (Problem identification):


This stage usually begins when a key executive in the organization or
someone with power and influence senses that the organization has one or
more problems that might be solved with the help of an OD practitioner.
Contact between the consultant and client is what initiates the entry phase.
After the contact, the consultant and the client begin the process of exploring
with one another the possibilities of a working relationship. During this
process, the consultant assesses: a. The probability of relating with the client
b. The motivation and values of the client c. The client’s readiness for change
d. The extent of resources available e. Potential leverage points of change
2.Contracting (Consultation with a behavioral
science expert)
 During the initial contact, the OD practitioner and the client carefully
assess each other. The practitioner has his or her own normative,
developmental theory or frame of reference and must be conscious of those
assumptions and values. Sharing them with the client from the beginning
establishes an open and collaborative atmosphere
Unlike other types of contracts, the OD contract
states three critical areas:

 a. What each expects to get from the relationship


 b. How much time each will invest, when, and at what cost
 c. The ground rules under which the parties will operate.
3. Diagnosis (Data gathering and preliminary
diagnosis):
 This step is usually completed by the OD practitioner, often in conjunction
with organization members. It involves gathering appropriate information
and analyzing it to determine the underlying causes of organizational
problems.
4. Feedback (Feedback to a key client or group):

 Because action research is a collaborative activity, the diagnostic data are


fed back to the client, usually in a group or work-team meeting. The
feedback step, in which members are given the information gathered by
the OD practitioner, helps them determine the strengths and weaknesses of
the organization or the department under study.
5. Planning Change (Joint action planning):

 Next, the OD practitioner and the client members jointly agree on further
actions to be taken. This is the beginning of the moving process (described
in Lewin's change model).At this stage, the specific action to be taken
depends on the culture,technology, and environment of the organization;
the diagnosis of the problem; and the time and expense of the intervention.
6. Intervention (Action):

 This stage involves the actual change from one organizational state to
another. It may include installing new methods and procedures,
reorganizing structures and work designs, and reinforcing new behaviors.
Such actions typically cannot be implemented immediately but require a
transition period as the organization moves from the present to a desired
future state.
7. Evaluation (Data gathering after action):

 Because action research is a cyclical process, data must also be gathered


after the action has been taken to measure and determine the effects of the
action and to feed the results back to the organization. This, in turn, may
lead to re-diagnosis and new action.
Application In OD

 The Action Research Model is the standard process used in organization


change. Through Action Research, the OD Practitioner begins to understand
the system in which s/he is involved, and the client group begins to take
responsibility for the system in which they live.
 Action Research is a useful method for facilitating organizational change by
collaborating and involving the client in the entire process of diagnostic,
problem identification, experiential learning, and problem-solving process.
The entire process of action research is action oriented with the objective of
making the change happen successfully. The process equally involves
experimentation with the various frameworks in practical situation and
application of various theories in various contexts which require change.
THANKYOU
KRISHNA THIRUKULAM
TY BMS C HR
8662

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