Topic 5 Models of Planned Change II Action Research

8/10/2019 Topic 5 Models of Planned Change II Action Research

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INTRODUCTION

The previous topic presents Kurt Lewins force field analysis and three-stepmodel of change. This topic continues with his work on action research, which isan action- and research-oriented change process. The action research modelcomprises a series of steps but its main feature is on diagnosis and problem-solving. It is an iterative cycle of research and action involving considerable jointefforts between the change agent (the behavioural science expert) andorganisation members. The techniques and practices of action research helpmanagers unfreeze an organisation, move it to its new desired state, and refreezeit so that the change is sustained.

By the end of this topic, you should be able to:

1. Explain the concept of action research;

2. Describe the steps involved in the respective models of actionresearch;

3. Compare and contrast the various models of action research; and

4. Explain the advantages and disadvantages of action research.

LEARNING OUTCOMES

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55 Models of

PlannedChange II Action

Research


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TOPIC 5 MODELS OF PLANNED CHANGE II ACTION RESEARCH48

LEWINS ACTION RESEARCH MODEL

Lewin also recommended an action research approach to change. An actionresearch approach takes the view that change is a combination of actionorientation and research orientation. An action orientation involves diagnosingcurrent problems and introducing interventions to resolve the problems. Anaction orientation involves collecting data to diagnose the problems and

systematically evaluate how well the problems can be solved.

The action research approach involves a series of steps in the change process. Thenumber of steps described by various authors ranges from five to eight steps. Thefollowing sections present George and Jones (2005) five-step model, Rollinsons(2005) six-step model, and Cummings and Worleys (2005) eight-step model ofaction research.

5.1.1 George and Jones (2005) Five-Step Model ofAction Research

George and Jones (2005) model of action research includes the following fivesteps:

(a) Diagnosis of the Organisation ProblemThe first step in action research is to determine whether there is a need forchange. In general, recognition of the need for change arises because thereis a gap between desired performance and actual performance. Theperformance gap indicates the existence of a problem that needs to besolved. Examples of problems that call for a change to rectify the problems

are:

(i) Sales for products and services are declining;

(ii) Customer complaints about the quality of goods and services haveincreased;

(iii) Operating costs have escalated;

(iv) Profits have declined; and

(v) Turnover among employees is extremely high.

Action research A problem-focused process that involves data collectionand analysis to identify the need for change, implementation of interventionsfor change, and evaluation of the results of the implemented changes.

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TOPIC 5 MODELS OF PLANNED CHANGE II ACTION RESEARCH 49

Diagnosing the problems of an organisation is a complex process. Like adoctor diagnosing the cause of a patients illness, the change agent needs todistinguish between symptoms and causes. Starting with the suspected

symptoms, for example, customer complaints and frustration, data isgathered and analysed to reveal its cause. This involves gatheringinformation from customers and employees to obtain their versions of thematter. The change agent needs to carefully collect information about theorganisation to diagnose the problem correctly and get the change target(employees) committed to the change process.

(b) Determining the Desired Future StateThe second step is to determine the organisations desired future state, thatis, where it needs to be. Determining the desired future state requires the

managers identification with the companys vision, mission, organisationalstructure and strategy. Managers need to plan and develop the best courseof action that can move the organisation to where it wants to be. Forexample, should the organisation focus on cost and production efficiency?Or, are improving product quality and excellent customer service the key tosuccess? What is the appropriate organisational structure to support theachievement of the organisational goals a flexible, organic structure or a

bureaucratic, mechanic type of structure?

(c) Implementing ActionImplementing action involves three activities:

(i) Identifying possible impediments to change at the organisation, groupand individual levels. For example, employees may resist change

because they are afraid of new ways of doing things. Managers mustfind ways to minimise resistance to change;

(ii) Deciding who will be responsible for overseeing the change processand who will actually make the change. The organisation may engagean external change agent an outside consultant who is an expert inchange management, or an internal change agent someone who isknowledgeable and has experience in managing change; and

(iii) Determining the specific change strategy that will most effectivelyunfreeze, change and refreeze the organisation. Specific changetechniques will be chosen and implemented.


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(d) Evaluating the ActionThis step is about evaluating the action that has been taken and assessingthe effectiveness of the change. It is important to develop measures or

criteria in evaluating the change actions. Information can be collected fromthe employees and customers to assess the impact of the changes made. Forexample, managers can obtain the statistics and see whether the number ofcustomer complaints has been reduced.

(e) Institutionalising Action ResearchThe organisation must institutionalise action research, that is, refreezing theorganisation in its new state. The change, such as a new work method, will

become a norm or standard practice adopted by employees of all levels inthe organisation. The change must be reinforced by some rewards, which

are an important motivational tool for learning and sustaining the desiredorganisational behaviour.

Figure 5.1 shows the five steps in action research:

Figure 5.1:The steps in action researchSource:George & Jones (2005)


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5.1.2 Rollinsons (2005) Six-Step Model of ActionResearch

Rollinsons (2005) model of action research includes the following six steps:

(a) Problem IdentificationThis step involves the identification of an existing problem in theorganisation. For example, the change agent may identify that the way thecustomer service department handles queries and complaints is notefficient. As a result, customers experience delay and frustration in gettingan answer.

(b) Data Gathering and DiagnosisThe second step involves the analysis of collected data. The change agent, amanager or an outside consultant begins by collecting information about

problems and issues of concerns. The aim of this step is to diagnose thecurrent situation to determine the cause of the problem. The change agentmay collect data by asking questions, interviewing employees, reviewingrecords and listening to the concerns of employees and customers. Data arethen analysed to determine what is going on and why problems areoccurring.

(c) FeedbackAction 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 requiressharing of information with the target of a change (employees) which hasbeen found in the diagnosis and analysis steps.

(d) Action PlanBoth parties will jointly develop action plans for the needed changes.Working together, both the change agent and employees develop apotential solution to the problem. The proposed solution plans to unfreezethe status quo of the organisation.

1. Explain the concept of action research.

2. Describe the five-step model of action research.

SELF-CHECK 5.1


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(e) ActionThe proposed solution is put into practice by the employees who adopt thenew changes new patterns of behaviour, new systems, new work

processes, new methods of production, new customer services, etc.

(f) EvaluationThe last step is the evaluation of the effectiveness of the action plan. Data isgathered after the implementation to determine whether there is animprovement, how much of an improvement has been made, or howworkable the solution is.

Action research should be seen as a cyclical processin which information aboutthe implemented action will guide subsequent actions. The results of the

implemented action are assessed to provide information to guide further action.The feedback of results will help both the change agent and employees to jointlydevelop a new or modified action plan. The proposed new solution will beimplemented and evaluated again. This cycle of steps will be repeated asnecessary. Figure 5.2 shows the action research cycle graphically:

Figure 5.2:The action research cycle


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5.1.3 Cummings and Worleys (2005) Eight-StepModel of Action Research

Cummings and Worley (2005) presented eight cyclical phases or steps of plannedchange as defined by the original action research model. This classic model is aniterative cycle of research and action involving considerable joint efforts between

the change agent and organisation members. The iterative cycle process involvesdata collection after actions are implemented to guide further action.

The eight steps of the classic research action are:

(a) Problem IdentificationThe action research begins with the recognition of problems existing in theorganisation by a key organisation member who may be a manager, staffspecialist, 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 environmentalchanges). It is believed that the problems might be solved with the help ofa consultant or change agent.

(b) Consultation with a Behavioural Science ExpertThe behavioural science expert refers to the professional consultant orchange agent who is an expert in change interventions. The change agentcan be someone from inside or outside of the organisation. During theinitial contact, the change agent and the client (the organisation seeking forchanges) must carefully evaluate each other to determine whether they can

work together effectively. Both parties must be open to each other tonegotiate a healthy collaborative relationship.

(c) Data Gathering and Preliminary DiagnosisData collected will be analysed carefully to determine the underlyingcauses of organisational problems. The basic methods of data collection areinterviews, observation, survey questionnaires and organisationalperformance data.

Describe the six-step action research cycle.

SELF-CHECK 5.2


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(d) Feedback to a Key Client or GroupThe results of data analysis are fed back to the organisation. The feedbackwill help organisation members to assess their own strengths and

weaknesses and to understand the nature of the existing problems.

(e) Joint Diagnosis of the ProblemWith the feedback, organisation members discuss with the change agentand jointly diagnose the underlying causes of the problems. Both partieswill explore all possible solutions and come up with a solution plan that isacceptable by all members concerned.

(f) Joint Action PlanningIn this step, the change agent and client members jointly agree on the action

plan to be implemented. This is the beginning of the moving process, asdescribed in Lewins three-step model, to reach a different desired endstate.

(g) ActionThe proposed action plan is put into practice. The change agent and theemployees carry out the action plan to correct the problem that has beenidentified. This stage involves the actual change from one organisationalstate to another. For example, implementing new work methods andoperating procedures, restructuring, job redesigns, and reinforcing newperformance standards.

(h) Data Gathering after ActionData must be gathered after the action has been taken to determine theconsequences of the action. This feedback may determine a need forrediagnosis and new action plan. The cycle is then repeated as necessary.

Figure 5.3 depicts the eight steps and the cyclical phases of the action researchmodel.


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Figure 5.3: The cyclical phases of the action research modelSource: Cummings & Worley (2005)

The steps of the three models of action research which we had just discussed aresummarised in Table 5.1 for comparison purposes.


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Table 5.1: Comparison of Action Research Models

Step The Five Step Model The Six Step Model The Eight Step Model

1 Diagnosing theorganisation

Problem identification Problem identification

2 Determining thedesired future state

Data gathering anddiagnosis

Consultation with abehavioural scienceexpert

3 Implementing action Feedback Data gathering andpreliminary diagnosis

4 Evaluating the action Action plan Feedback to a key clientor group

5 Institutionalising actionresearch

Action Joint diagnosis of theproblem

6 Evaluation Joint action planning

7 Action

8 Data gathering afteraction

In conclusion, Lewin developed action research as a means to jointly explore

problems and to find collaborative solutions between the change agent and thechange target. Action research is a strategy designed to achieve organisationalimprovement by increasing the problem-solving capabilities of the organisationand by developing the employees who engage in the planned change.

Clearly, there are advantages and disadvantages to the the action researchapproach. The advantages include:

(a) It is a strategy that managers can use to plan the change processsystematically.

(b) Under this approach, change is objective-centred and can be introduced inincrements.

(c) It is suitable for organisations operating in a stable environment.

(d) The people who have to implement changes and those who are affected bythe changes are involved at an early stage.


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(e) The early involvement of people in the change process will help reduceresistance to change.

The disadvantages of action research include:

(a) It is not suitable for organisations operating in a dynamic and complexenvironment.

(b) It may not be appropriate to use for solving new, unforeseen problems inthe organisation.

(c) The effectiveness of the action research method depends on the ability toobtain accurate data for analysis.

Action research underlies the most current approaches to planned change and isoften considered synonymous with organisation development (OD), which will

be discussed in the next chapter.

1. Describe the eight steps as defined by the original action researchmodel.

2. Compare the three action research models and identify the

common steps of the models.

3. Justify the major advantage and disadvantage of action research.

SELF-CHECK 5.3

Examine the change processes in your organisation and determinewhether they follow the eight steps as defined by the original actionresearch model action research approach.

ACTIVITY 5.1


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Action research is a problem-focused process that involves data collectionand analysis to identify the need for change, implementation of interventionsfor change and evaluation of the results of the implemented changes.

The five-step action research model involves: diagnosing the organisation,determining the desired future state, implementing action, evaluating theaction and institutionalising action research.

The six-step action research model includes: problem identification, datagathering and diagnosis, feedback, action plan, implementing action andevaluation.

The eight-step action research model comprises: problem identification,consultation with a behavioural science expert, data gathering andpreliminary diagnosis, feedback to a key client or group, joint diagnosis of theproblem, joint action planning, action and data gathering after action.

Action research is an iterative cycle of research and action involving datagathering after action to guide further action.

A fundamental part of the action research method is to involve the changetarget in identifying the extent of the problem and suggesting potentialsolutions.

The main advantage of action research is that the people who have toimplement any changes and those who are affected by the changes areinvolved at an early stage. The early involvement of people in the changeprocess will help reduce resistance to change.

There are several disadvantages of action research:

It is not suitable for organisations operating in a dynamic and complexenvironment;

It may not be appropriate to use for solving new, unforeseen problems inthe organisation; and

The effectiveness of the action research method depends on the ability toobtain accurate data for analysis.


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The techniques and practices of action research help managers unfreeze anorganisation, move it to its new desired state, and refreeze it so that thechange is sustained.

The action research underlies the most current approaches to planned changeand is often considered synonymous with organisation development (OD).

Action research

Action research model

Action-oriented

Behavioural science expert

Change agent

Change target

Cyclical process

Research-oriented

Cummings, T. G., and Worley, C. G. (2005). Organization development andchange(8th ed.). Mason, Ohio: South-Western.

George, J. M., and Jones, G. R. (2005). Understanding and managing organizationalbehavior(4th ed.). New Jersey: Prentice Hall.

Rollinson (2005). Organisational behaviour and analysis. Harlow, England:Prentice Hall Financial Times.

Topic 5 Models of Planned Change II Action Research

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