|
Figure 1 |
| Kuhne and Quigley (1997) | Altrichter, Posch and Somekh (1993) |
|
Planning Phase |
Finding a Starting Point and Clarifying the
Situation |
|
Action Phase |
Developing Action
Strategies |
|
Reflection Phase |
Analysis and Theory
Generation |
|
Another common element between the two models is that there are several sequences in the change process. In both models, successful problem or need identification is the crux of the actual research effort. One of the difficulties of the word problem is that it implies that something is wrong. However, in the action research context, a problem is a definition of need for change that helps describe how certain issues can be addressed. Successful problem identification must meet certain criteria: the problem must be important to the person naming them and also significant for the workplace; the problem must be manageable; and problem statements must reveal some fundamental criteria for assessing a solution. In other words, the goal of the action researcher is to define the problem in a way that summarizes various perspectives and takes into account the organizations needs, managerial needs, union needs and membership needs. Similar to both models is the gathering and analysis of data. Data collection is a process of selecting the people or the sources of information that can assist in providing information on an issue or problem being researched. The goal is to define the population of individuals or the types of information sources than can provide a perspective on this issue. There are a variety of ways of collecting data from people sources and these include structured or unstructured interviews, focus groups, and survey questionnaires. One of the best data gathering methods in action research is the open-ended interview. |
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