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Application of Action Research – MGMT 822 Unit 5 - Live Chat 8

Dr. Amine Ayad

4/18/2021

Unit 1 - Introduction to Action Research and Appreciative Approaches to Change

Unit 2 - Application of Theory to Practice: AR and AI

Unit 3 - Preparation for Action Research Project Implementation

Unit 4 - Action Research and the Action Researcher

Unit 5 - Final Project Proposal

Unit 6 - Lessons Learned and Moving Forward

Action Research Theory and Processes

Summary Discussion

Action Research Theory

Appreciative Inquiry Theory

Appreciative Inquiry Theory and Processes

“Self as Instrument for Change”

Basic Structure of an Open System (and its Interdependent Parts)

System Member Participation for Project Success and Sustainability

The "How To" of Working With an Organization

Letter of Intent

Working With Small Organizations

Working With Nonprofit Organizations

Psychological Contracting

What the Facilitators of AR/PC/AI Projects Must Consider

The Reflection Phase of AR

Single- and Double-Loop Learning

Project Evaluation

Revised Proposal

Transferring Skills into Client System

Course Reflections

Final Project

Our objectives this term

Demonstrate the ability to plan and apply effective managerial, change, and intervention theories, models, skills, and competencies in the context of specific organizational opportunities and problems.

Demonstrate the ability to utilize analytical and critical thinking proficiencies as a means of synthesizing, evaluating, and integrating concepts and knowledge for effective decision analysis, and solution generation, in the context of a specific project based in an actual organization.

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Today we will discuss

Quick review of key topics this term.

Final Project Proposal.

Model Answers – Unit 5.

Additional Resources.

Connection of today’s live chat to professional and/or academic lives.

Summary of today’s live chat.

Ten Principles as the Essence of Process Consultation.

Humble inquiry.

Unit 3 / DB - Model Answer.

Additional Resources.

Connection of today’s live chat to professional and/or academic lives.

Summary of today’s live chat.

Single-loop/Double-loop/Triple loop Learning.

Application of “learning loops” in AR/AI.

Self-awareness & system-awareness

Unit 4 / DB – Model Answer.

Additional Resources.

Connection of today’s live chat to professional and/or academic lives.

Summary of today’s live chat.

Quick review of previous live chat.

Ayad (2008) reflection on AR.

Model Answers – Unit 4 IP & Final Project Proposal.

Additional Resources.

Connection of today’s live chat to professional and/or academic lives.

Summary of today’s live chat.

Topics that we have discussed so far include:

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Introduction to " Application of Action Research".

Grading and how to maximize your grades this term.

Introduction to Action Research (AR).

Introduction to Appreciative Inquiry (AI).

Hints on Unit 1 / DB1 & DB2.

Additional Resources.

Connection of today’s live chat to professional and/or academic lives.

Summary of today’s live chat.

Action Research & Appreciative Inquiry (Case Study).

Unit 2 / DB – Model Answer.

Additional Resources.

Connection of today’s live chat to professional and/or academic lives.

Summary of today’s live chat.

Quick review of previous live chat.

Grading and how to maximize your grades this term.

Theory verification.

Unit 2 / DB2 & IP - Model Answer.

Additional Resources.

Connection of today’s live chat to professional and/or academic lives.

Summary of today’s live chat.

How can I maximize my grades in this course?

Originality is vital in grading your posts and assignments.

CTU utilizes the TurnitIn® Originality Verification Tool. This tool assists faculty, students, & staff by ensuring that all student work adheres to the University’s Academic Integrity policy.

Adhere to APA.

Be specific and provide “real-life” examples.

Quality is more important than quantity in this course.

Demonstrate applicability of knowledge.

Avoid redundancy and write at doctoral level i.e. APA/etc.

Key: Performance Values
Unsatisfactory: The submitted work does not meet the project criteria requirements. It does not demonstrate an understanding of course material, and it does not meet course objectives at a satisfactory level.	0–59%
Developing: The submitted work meets some of the project criteria but needs further development. It demonstrates a limited understanding of the course material, and it only meets course objectives at an emergent level.	60–79%
Effective: The submitted work meets most of the project criteria requirements and is missing key details. It demonstrates an understanding of the course material, and it meets most of the course objectives.	80–89%
Proficient: The submitted work meets or exceeds the project criteria requirements. It demonstrates a comprehensive understanding of course material, and it meets the course objectives with proficiency.	90–100%

Project Criteria	% Point Allocation
Task requirements: Does the submission meet the requirements set forth in the task list?	25
Demonstration and application of knowledge: How well does the submission meet the requirements by demonstrating and applying knowledge of the topic?	55
Academic writing and format: Is the assignment written at the appropriate level, and is it in the proper format?	20
Key: Percentage of Point Allocations Across Project Criteria

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These two textbook are essential resources for MGMT822 and MGMT828

Comprehend the required reading materials

Appropriately cite the required reading material; especially the required chapters/ textbook!

Vital to understand the interplay and complexity between the current state, the desired future, the business model, organizational dimensions, and environmental factors

Business Model

Regulations

Social

Trade / Tariffs

Competition

Unemployment

Wages

Climate

Technology

Taxes

Other Environmental Factors

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Structure, Governance, & Power

Culture & Operating Principles

People, Performance & Rewards

Capabilities, Technology, & Processes

Vision, Mission, & Strategy

Unify all participants in an organization towards the goal of making the organization profitable, growth-oriented, and competitive in its external environment

Processes

& Technology

Structure, Governance, & Power

Culture & Operating Principles

Inputs

Outputs

Politics & Regulations

Competition

Economy

Team 1

Team 2

Team 3

People, Performance & Rewards

Vision, Mission, & Strategy

Team 4

Team 6

Team 7

Team 8

Team

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Other external elements

Dig deeper to fix the problem, the root cause, and the system

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Root Cause / Assumption

Action

Gap In Results

System / Context

Triple Loop

Self Awareness

Learn

Tackle the root cause & the system / context

Vital notes regarding systems thinking (part 1)

“Systems thinking is the art of simplifying complexity.”

“To understand complexity, one needs to discover the underlying rhythm — the order by which things repeat themselves.”

“Neither a problem nor a solution can be entertained free of context.”

“In addition to iteration of context, function, structure, and process we also need to identify and understand the parameters that coproduce the whole. These parameters, in my experience, are found in the interactions of the following five dimensions of a social system: wealth, power, knowledge, beauty, and values.”

“People are more likely to implement an idea when they have had a hand in shaping it.”

“Do not use universal constraints such as time and information or resources to define problems.”

Do not entertain any suggestions for possible solutions while you are still engaged in the process of defining the problem.”

Gharajedaghi, J. (2011). Systems Thinking, 3rd Edition. [Bookshelf Online]. Retrieved from https://online.vitalsource.com/#/books/9780123859167/

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Vital notes regarding systems thinking (part 2)

“Separate the process of defining the problem from the process of producing the solution.”

“You can capture the future implicit in the present order by recognizing that (1) cause and effect may form circular relations; (2) events may have multiple outcomes, each with a different time lag; (3) if “X” is good, more “X” is not necessarily better; and (4) tenacity in playing the old game converts success to failure. It is not a good idea to make people feel defensive about their past. Presenting the mess as the consequence of success will go a long way toward getting it accepted.”

“To design a solution, start with an exciting vision of the future that you are capable of producing and then work backward to the existing system.”

“If you are not able to produce an acceptable design within the existing order, despite the absence of imposing constraints, then there might not be a light at the end of the tunnel at all.”

“An architecture consists of a set of distinct, but interrelated, platforms. Each platform hosts a set of special-purpose modules. Relationships and the interfaces among platforms are explicitly defined. Parts operate as independent systems with the ability to be relatively self-controlling and yet act as responsible members of a coherent system with the ability to respond effectively to the requirements of their containing whole.” (Gharajedaghi, 2011, p. 335 – p. 337)

Gharajedaghi, J. (2011). Systems Thinking, 3rd Edition. [Bookshelf Online]. Retrieved from https://online.vitalsource.com/#/books/9780123859167/

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Faure (2006) lists five important functions of appreciate interviews Unit 5 / DB – Model Answer [Due on 4/24/2021]

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Faure, M. (2006). Problem solving was never this easy: Transformational change through appreciative inquiry. Performance Improvement, 45(9), 22–31, 48. ABI Inform

What is working? VS. What is the problem

What is possible? VS. What is the solution to this problem

Positive Energy

Change

Involvement

Buy-In

4-D model of discover, dream, design, deliver.

4-I model of initiate, inquire, imagine, innovate.

Increase organizational capacity to remain competitive in its environment

Setting a positive, energizing tone

Creating personal connections

Reducing differences

Reducing anxiety

Valuing the participants

Your proposal will be 18–25 pages (not including the title page, table of contents, reference list, Appendix A, or Appendix B). The proposal will be constructed using APA, 6th edition formatting. It should be in the following format:

Introduction: Tell the reader what the proposal is about and how the proposal is organized (you will write this after you have written the body of the proposal).

Theoretical Framework

Explanation of the theory of action research that includes at least 5 different sources, properly cited

Explanation of the theory of process consultation that includes at least 3 different sources, properly cited

Explanation of the philosophy of appreciative inquiry that includes at least 3 different sources

Practical Framework: Explain how you will conduct action research. Include the following elements:

Entry, Informal Data Collection, Micro-Diagnosis

Identification of Grand Objective

Identification of First Sub-Objective/Diagnosis

Planning Phase

How will you approach the problem within the confines of your organization?

Action Phase

Emphasis must be on how you will facilitate this phase as you employ appreciative inquiry and action research values.

Facilitation of the Reflection Phase

Identify the new knowledge created during the cycle (covering the "What? So what? Now what?" model), and employ the values of AI/AR.

Evaluation of Project

Facilitation

Discussion of self as instrument and how you will engage this construct of AI/AR, including at least 2 different sources

Discussion of systems theory, leading to a discussion of open systems theory and how you will include an awareness of systems theory

Overview of Organization

Overview of client system: Industry, history of organization, mission, vision (if any), geographic location, and number of employees

Roles: What are the roles and tenure of each of the 2–5 additional people who will participate in the cycles of AI/AR? (Create a pseudonym for each person.)

Presenting issue: Describe the issue or opportunity that will serve as a starting point for your work

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Cycle 1

Cycle 2

Cycle 3

New knowledge and objective connected to next cycle

1. Initial Idea

2. Diagnosis – fact-finding and analysis of the situation

3. Plan actions – steps 1 to n

4. Take actions – execute the planned actions

5. Reflection – what was learned, what did not work, what needs to be improved?

What is the business problem / objective that you are conducting AR/AI/PC for?

Unit 5 / IP – Model Answer Due on 5/2/2021

Introduction: Tell the reader what the proposal is about and how the proposal is organized (you will write this after you have written the body of the proposal).

Theoretical Framework

Explanation of the theory of action research that includes at least 5 different sources, properly cited

Explanation of the theory of process consultation that includes at least 3 different sources, properly cited

Explanation of the philosophy of appreciative inquiry that includes at least 3 different sources

Practical Framework: Explain how you will conduct action research. Include the following elements:

Entry, Informal Data Collection, Micro-Diagnosis

Identification of Grand Objective

Identification of First Sub-Objective/Diagnosis

Planning Phase

How will you approach the problem within the confines of your organization?

Action Phase

Emphasis must be on how you will facilitate this phase as you employ appreciative inquiry and action research values.

Facilitation of the Reflection Phase

Identify the new knowledge created during the cycle (covering the "What? So what? Now what?" model), and employ the values of AI/AR.

Evaluation of Project

Facilitation

Discussion of self as instrument and how you will engage this construct of AI/AR, including at least 2 different sources

Discussion of systems theory, leading to a discussion of open systems theory and how you will include an awareness of systems theory

Overview of Organization

Overview of client system: Industry, history of organization, mission, vision (if any), geographic location, and number of employees

Roles: What are the roles and tenure of each of the 2–5 additional people who will participate in the cycles of AI/AR? (Create a pseudonym for each person.)

Presenting issue: Describe the issue or opportunity that will serve as a starting point for your work

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Cycle 1

Cycle 2

Cycle 3

New knowledge and objective connected to next cycle

1. Initial Idea

2. Diagnosis – fact-finding and analysis of the situation

3. Plan actions – steps 1 to n

4. Take actions – execute the planned actions

5. Reflection – what was learned, what did not work, what needs to be improved?

Discuss advantage and disadvantages of AR/AI/PC

Unit 5 / IP – Model Answer Due on 4/24/2021

Introduction: Tell the reader what the proposal is about and how the proposal is organized (you will write this after you have written the body of the proposal).

Theoretical Framework

Explanation of the theory of action research that includes at least 5 different sources, properly cited

Explanation of the theory of process consultation that includes at least 3 different sources, properly cited

Explanation of the philosophy of appreciative inquiry that includes at least 3 different sources

Practical Framework: Explain how you will conduct action research. Include the following elements:

Entry, Informal Data Collection, Micro-Diagnosis

Identification of Grand Objective

Identification of First Sub-Objective/Diagnosis

Planning Phase

How will you approach the problem within the confines of your organization?

Action Phase

Emphasis must be on how you will facilitate this phase as you employ appreciative inquiry and action research values.

Facilitation of the Reflection Phase

Identify the new knowledge created during the cycle (covering the "What? So what? Now what?" model), and employ the values of AI/AR.

Evaluation of Project

Facilitation

Discussion of self as instrument and how you will engage this construct of AI/AR, including at least 2 different sources

Discussion of systems theory, leading to a discussion of open systems theory and how you will include an awareness of systems theory

Overview of Organization

Overview of client system: Industry, history of organization, mission, vision (if any), geographic location, and number of employees

Roles: What are the roles and tenure of each of the 2–5 additional people who will participate in the cycles of AI/AR? (Create a pseudonym for each person.)

Presenting issue: Describe the issue or opportunity that will serve as a starting point for your work

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Cycle 1

Cycle 2

Cycle 3

New knowledge and objective connected to next cycle

1. Initial Idea

2. Diagnosis – fact-finding and analysis of the situation

3. Plan actions – steps 1 to n

4. Take actions – execute the planned actions

5. Reflection – what was learned, what did not work, what needs to be improved?

Discuss Risks

Unit 5 / IP – Model Answer Due on 4/24/2021

The Inquiry: Exploration with business unit manager

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Collaborative Inquiry

Buy-in

Process Variations

Goals

Cycles of Action & Reflection

The issue

Action research

The inquiry

Cycles of action and reflection

The context

The Results

Action & Reflection: Take action / Learn / Start again

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Inquiry

Goals

Action

Reflection

Celebrate

Calibrate

The issue

Action research

The inquiry

Cycles of action and reflection

The context

The Results

There are three helping/consultation models

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Purchase of Information

Sell me information/expertise I don’t have

Doctor-Patient

Just tell me what I need to do

Works under certain conditions

Process Consultation

Effectively & Collaboratively help me

Higher degree of success in most situations

Works under certain conditions

Interplay between OD, change, AR/AI, science, and solutions/results

Bartunek and Woodman (2012): Through OD the scholar-practitioner term has been developed and many of the scholar-practitioner doctoral programs have links to OD.

Schein (in Reason and Bradbury, 2008: 697) reflects ‘We are still uncertain whether we should (1) be scientific and rigorous, allying ourselves with our academic colleagues who are concerned with knowledge production or (2) be helpful, allying ourselves with our clients and with other practitioners for whom data production is secondary to learning and change'.

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Bartunek, J.M. and Woodman, R.W. (2012) ‘The spirits of organization development or why OD lives despite its pronounced death'. In K.S. Cameron and G.M. Spreitzer (eds), The Oxford Handbook of Positive Organizational Scholarship (pp. 727–736). New York: Oxford University Press.

Reason, P. and Bradbury, H. (2008) Sage Handbook of Action Research (2nd edn). London: Sage Publications.

4/18/2021

Today’s live chat and your professional & academic life

Challenge: AI / 4-D Model vs. 4-I Model

4-D model of discover, dream, design, deliver.

4-I model of initiate, inquire, imagine, innovate.

Additional Resources

Ayad, A. (2008). Optimizing inventory and store results in big box retail environment. International Journal of Retail & Distribution Management, 36 (3), 180-191

Bradbury, H. (2015). The SAGE Handbook of action Research. 55 City Road, London: SAGE Publications Ltd doi: 10.4135/9781473921290

Gharajedaghi, J. (2011). Systems Thinking, 3rd Edition. [Bookshelf Online]. Retrieved from https://online.vitalsource.com/#/books/9780123859167/

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Questions / Comments / Thoughts / Reflections?

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