ACTION RESEARCH

There are five core theories that provide a solid foundation for the work that OD practitioners
do. Good grounding in theory is essential for every OD practitioner. The better you understand
the theory, the better you will understand the complex and intricate nature of the OD process
and OD tool kit.

Lewin developed a unified change theory based on four distinct elements; Field Theory, Group
Dynamics, Action Research and the Three step model of Change. All have been criticised and all
are necessary to bring about planned change.
Lewin is one of the founding fathers of Organisation Development, especially the pursuit of the
commitment to humanistic values in developing society, facilitating change through learning and
the pursuit of changing an individuals mental models and perceptions of the world that they
inhabit in order to move forward.
Action Research is the foundation stone of Organsation Development practice, it is what
underpins the theory and practice of the discipline in the organisation. The theory is based on
what Lewin advised, no action without research, no research without action.
The theory provides the very heart of the purpose of the OD diagnostic phase in the OD cycle. It
provides the opportunity to build the knowledge of the causes and dynamics of organisational
issues, the understanding of organisational change and the basis of the need for collaboration and
joint inquiry between the OD practitioner and the organisational players experiencing the change.
Ultimately though it is a theory based on pragmatism, data itself is no the answer to change, but
data regarding the issues that the organisation is experiencing provides the catalyst for change
and provides the basis for practical solutions owned by all members affected by the change.
Action Research provides both the theoretical underpinnings and the practical application of
organisational change.
Key Points
1.
Action Research is a four step continuous process; Diagnosis, Planning, Action and
Evaluation
2.
Action Research Theory provides the bridge between knowledge building and data
gathering with effective action

3.
4.
5.
1.
2.
3.
4.
5.
6.
7.
8.
9.

It empowers employees and enables the organisation to sustain the change by providing
data not only of how to make the changes required today but also on the change process itself
Action refers to the OD interventions that are implemented to develop the organisation
All organisational stakeholders are involved in the collaborative process of creating and
executing the planned changes.
Applying Action Research Theory in an OD intervention
Involve the people affected by the change so that they become co-investigators into the
reasons for change, and participate in analysing the current reality
Let individuals discuss the future they need to move toward
Work to increase the amount and quality of inquiry between people so that they can learn
from each other and gather a rich mix of data
Secure a commitment to give some decision making power to the people involved in
collecting the data so that real change can be achieved
Set up a temporary diagnostic team by using those key individuals who have to support
the implementation of change.
Provide space for individuals to reflect on the insights they have gained
Plan the direction of change/OD intervention in collaboration with all stakeholders
Implement decisions that employees and leaders make democratically
Provide a learning zone where individuals and groups can self organise for change.
#1 People
Any organisation development intervention must have people at its centre. Organisation
Development is about allowing the people in the organisation to create the change the
organisation is looking for. OD is a holistic intervention, and therefore isnt restricted to the top
brass. In fact, it works quite the opposite in that it releases everyone from the bottom up to have
a say, and share their knowledge, talent and skills in developing the organisation.
If your OD intervention isnt people centred, and unashamedly humanistic it is probably not an
OD intervention.
#2 Know you Tools, Know your Theory
Whether it is Complexity theory, Action Research Theory, Lewins Change Theory, Systems
Theory or Appreciative inquiry the cross discipline theoretical background of OD is essential to
understanding the tools that an OD practitioner will use in their OD practice. If you dont
understand the behavioural sciences, sociology and psychology behind methods such as
gamestorming, focused conversations or world cafes you wont know which tools to use to
deliver the results the organisation needs for sustainable performance and organisational
effectiveness.
A mechanic doesnt try to fix your car engine without knowing how the combustion engine
works in theory by understanding the process the mechanic can quickly identify where the
process is broken and know what tool/method required to make the engine roar back into life.
OD is no different.
Many practitioners dismiss academic theory as ridiculous ivory tower thinking and not
applicable to the real world. The interesting thing is that the theory that OD is built on is often
criticised by the academic community because it is built on practice and field work
experimentation, worse still, in the eyes of academics, it takes bits of different disciplines

because those bits are relevant and ignores the stuff that doesnt add value to the process. Get
to know your theory and youll get to understand How the OD toolkit works and when to use the
different tools.
#3 Be Sustainable
I could have chosen a number of things for number three, but the one I plugged for is that of
legacy. The OD practitioner is the catalyst in OD interventions. They must have the ability to
build the business case for the leadership team, get the leadership team on board to sponsor the
programme, build relationships with key change agents within the business and draw together
disperate groups to make the intervention successful. They become the centre of the
intervention. The use of self as a catalyst of change is a central pillar of OD practice. BUT.
What happens when the OD intervention comes to an end? How do you prevent the
organisation from slipping back into old habits?
This is the paradox of the life of the OD practitioner. You are the centre of changewhilst at the
same time building a legacy which means that the organisation learns how to change itself. The
OD practitioner must translate the practices, and toolsthat they use so they become embedded
into the way that the organisation does things. The questions you ask, become the organisations
questions. The techniques you use, are understood and used by the organisation you are working
with and more importantly you leave the organisation in a positon where they have learnt how to
develop themselves without the self of the OD practitioner being present.
When the OD practitioner is no longer needed then the OD intervention has worked.