Action Research

1. CET7034:
Action Research
Unit 7: Planning your Work-based Action Research Project

2. Unit 7: Planning a Work-based
Action Research Project
During this Unit you will document the planning for your Work-based project.
• Review the module Assessment Proforma to identify the areas you need
to consider.
• Ensure you set Project Goals and Scope your project to keep it focused and
manageable
• Use project planning tools where possible to help you. You can attach
outputs from these as Appendices to your assessment proforma.
• Continue reading the literature to ensure that you refer to evidence to
back up your ideas. Ensure you cite sources accurately in the references
section of the proforma.

3. Planning a Work-based
Action Research Project
Projects vary in size and complexity, but, no matter how large or small, all projects can be mapped
to the sequence below.
During the current module, your task is to engage with the first two phases: Initiate and Plan.
The next phases Execute and Close, will take place in your CET7036 Work-based Project module

4. Planning a Work-based
Action Research Project
Project Planning Tools
You may wish to use project planning tools to support the first phases : Initiate and Plan.
There is a selection of simple planning tools here:
https://www.projectsmart.co.uk/tools.php or you can choose to use/design your own.

5. Scoping your Action
Research Project
Scoping
• What range of activities needs to be done, and by when?
• Think about design, test, pilots, getting access to respondents, analysing, checking
out your interpretation, getting sign off .......
• Think about contingencies... What if... no one responds etc.
• What obstacles might get in the away?
• What might be the problems with data collection?
• Who are the key stakeholders in this project?
o Are they likely to be working to the same agenda, you are?
o Are their time-scales the same as yours?
• What about your own commitments, work, family etc.?

6. Planning a Work-based
Action Research Project
S.M.A.R.T. Goal-Setting:
You may already be familiar with this popular method of ensuring project goals are
thoroughly considered at the outset of the planning phase.
• Specific – To set specific goals, answer these questions: who, what, where, when,
which, and why.
• Measurable – Create criteria that you can use to measure the success of a goal.
• Attainable – Identify the most important goals and what it will take to achieve them
within budget, time and resource constraints.
• Realistic – You should be willing and able to work toward a particular goal.
• Timely – Create a timeframe to achieve the goal.

7. Planning a Work-based
Action Research Project
C.L.E.A.R. Goal-Setting: – A newer method for setting goals takes into consideration some
pragmatic aspects of project development - such as motivation and taking a flexible approach.
• Collaborative -Goals should encourage people (researchers, colleagues, stakeholders) to work
together collaboratively and in teams.
• Limited -Goals should be limited in both scope and duration.
• Emotional -Goals should make an emotional connection, tapping into participants' energy
and passion. Try to find ways that you can make an emotional connection with the outcomes.
If you believe in your own project then it will be much easier and more enjoyable to achieve
your goals
• Appreciable -Large goals should be broken down into smaller goals so they can be
accomplished more quickly and easily for long-term gain. This also ensures that your project is
not an 'all or nothing' event. If you only partially accomplish your goals, you still have scope to
analyse where the issues lay and how this experience can feed into future work.
• Refinable -Set goals with a steadfast objective, but as new situations or information arise,
give yourself permission to refine and modify them. Set your direction but prepare to be
flexible and respond to changing conditions.

8. References
• Burke & Litwin, ‘A Causal Model of Organisation Performance and Change’, Journal of
Management, Vol 18, No 3 (1992), pp 523–545.
• Coghlan, D. & Brannick, T. (2001) Doing Action Research in Your Own Organisation. London:
Sage Publications, Ltd.
• Coghlan, D. (2001). Insider action research projects: Implications for practising
managers. Management Learning, 32(1), 49-60.
• Kemmis, S.; Mctaggart, R. (1988). The action research planner. Victoria: Deakin University
Press.
• Lewin, K. (1948) Resolving social conflicts; selected papers on group dynamics. Gertrude W.
Lewin (ed.). New York: Harper & Row, 1948.
• McNiff, J. (2010) Action Research for Professional Development: Concise advice for new and
experienced action researchers (2nd edition). Bodmin and King’s Lynn: MPG Books Group.
• Susman, G.I. "Action Research: A Sociotechnical systems perspective," in Beyond Method:
Strategies for Social Science Research, G. Morgan (ed.), Sage Publications, London, 1983