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Models of
Planned
Change II
Action
Research
LEARNING OUTCOMES
By the end of this topic, you should be able to:
1.
2.
3.
4.
X INTRODUCTION
The previous topic presents Kurt Lewins force field analysis and three-step
model of change. This topic continues with his work on action research, which is
an action- and research-oriented change process. The action research model
comprises a series of steps but its main feature is on diagnosis and problemsolving. It is an iterative cycle of research and action involving considerable joint
efforts between the change agent (the behavioural science expert) and
organisation members. The techniques and practices of action research help
managers unfreeze an organisation, move it to its new desired state, and refreeze
it so that the change is sustained.
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5.1
TOPIC 5
5.1.1
George and Jones (2005) model of action research includes the following five
steps:
(a)
(ii)
TOPIC 5
W 49
(c)
Implementing Action
Implementing action involves three activities:
(i)
(ii)
(iii) Determining the specific change strategy that will most effectively
unfreeze, change and refreeze the organisation. Specific change
techniques will be chosen and implemented.
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TOPIC 5
(d)
(e)
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W 51
SELF-CHECK 5.1
1.
2.
5.1.2
Rollinsons (2005) model of action research includes the following six steps:
(a)
Problem Identification
This step involves the identification of an existing problem in the
organisation. For example, the change agent may identify that the way the
customer service department handles queries and complaints is not
efficient. As a result, customers experience delay and frustration in getting
an answer.
(b)
(c)
Feedback
Action research requires extensive involvement from the change target.
Whoever will be influenced by the change intervention must be actively
involved in identifying both the problem and solution. Feedback requires
sharing of information with the target of a change (employees) which has
been found in the diagnosis and analysis steps.
(d)
Action Plan
Both parties will jointly develop action plans for the needed changes.
Working together, both the change agent and employees develop a
potential solution to the problem. The proposed solution plans to unfreeze
the status quo of the organisation.
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TOPIC 5
(e)
Action
The proposed solution is put into practice by the employees who adopt the
new changes new patterns of behaviour, new systems, new work
processes, new methods of production, new customer services, etc.
(f)
Evaluation
The last step is the evaluation of the effectiveness of the action plan. Data is
gathered after the implementation to determine whether there is an
improvement, how much of an improvement has been made, or how
workable the solution is.
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SELF-CHECK 5.2
Describe the six-step action research cycle.
5.1.3
Cummings and Worley (2005) presented eight cyclical phases or steps of planned
change as defined by the original action research model. This classic model is an
iterative cycle of research and action involving considerable joint efforts between
the change agent and organisation members. The iterative cycle process involves
data collection after actions are implemented to guide further action.
The eight steps of the classic research action are:
(a)
Problem Identification
The action research begins with the recognition of problems existing in the
organisation by a key organisation member who may be a manager, staff
specialist, or some other key participant. The problems may be specific (e.g.,
decreased market share or increased employee turnover) or general (e.g,
we are moving too fast or we need to prepare for environmental
changes). It is believed that the problems might be solved with the help of
a consultant or change agent.
(b)
(c)
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TOPIC 5
(d)
(e)
(f)
(g)
Action
The proposed action plan is put into practice. The change agent and the
employees carry out the action plan to correct the problem that has been
identified. This stage involves the actual change from one organisational
state to another. For example, implementing new work methods and
operating procedures, restructuring, job redesigns, and reinforcing new
performance standards.
(h)
Figure 5.3 depicts the eight steps and the cyclical phases of the action research
model.
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The steps of the three models of action research which we had just discussed are
summarised in Table 5.1 for comparison purposes.
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TOPIC 5
Diagnosing the
organisation
Problem identification
Problem identification
Determining the
desired future state
Consultation with a
behavioural science
expert
Implementing action
Feedback
Action plan
Institutionalising action
research
Action
Evaluation
6
7
Action
(b)
(c)
(d)
The people who have to implement changes and those who are affected by
the changes are involved at an early stage.
TOPIC 5
(e)
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The early involvement of people in the change process will help reduce
resistance to change.
(b)
(c)
Action research underlies the most current approaches to planned change and is
often considered synonymous with organisation development (OD), which will
be discussed in the next chapter.
SELF-CHECK 5.3
1.
2.
3.
ACTIVITY 5.1
Examine the change processes in your organisation and determine
whether they follow the eight steps as defined by the original action
research model action research approach.
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TOPIC 5
The main advantage of action research is that the people who have to
implement any changes and those who are affected by the changes are
involved at an early stage. The early involvement of people in the change
process will help reduce resistance to change.
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The action research underlies the most current approaches to planned change
and is often considered synonymous with organisation development (OD).
Action research
Change agent
Change target
Action-oriented
Cyclical process
Research-oriented