Action research is a systematic participatory method for researching and improving work processes, organisational structures and organisational culture. Action research is primarily aimed at identifying the often implicit or unconscious assumptions, rules and norms that guide the actions of people working in an organisation. This is because these influence behaviour and decision-making in an organisation. The more explicitly such assumptions are reflected upon and discussed, the more proactively work and organisational culture can be shaped.

Experts in their own culture: The fundamental principle of action research is that those who work in an organisation are experts in analysing and shaping their own working environment and should therefore also take an active role in researching their own organisational culture. This is done through close collaboration between the researching employees and/or managers and other stakeholders. The approach makes it possible to conduct an in-depth analysis of the organisational challenges and to initiate changes based on this.

A powerful tool for promoting organisational development: Overall, action research is a powerful tool for promoting organisational development and continuous improvement. It enables employees to actively shape their working environment, influence the organisational culture and ultimately achieve better results. The results of action research can be diverse, from concrete recommendations for action to a deeper understanding of the underlying problems. The approach encourages the active participation of employees and strengthens their ability to organise themselves and take responsibility for solving problems.

 

What characterises action research: Action research

  • is phenomenon-based, i.e. it supports a view of concrete case studies on the challenges and successes of cooperation, helps to reconstruct procedures and processes and to describe similarities and differences in dealing with the challenges of cooperation
  • is systemic, i.e. it helps you to view and understand your own culture from different perspectives. It enables a change of perspective for the interviewer and the interviewee and is interested in interrelationships at the level of work and organisational culture.
  • is holistic. We attach great importance to the factual level, the personal level and the relationship level of the collaboration as well as atmospheric components such as the interview dynamics.
  • This helps to make areas of tension in the collaboration visible and to describe the challenges involved. Such areas of tension often exist between aspects of leadership and personal responsibility, in conflicts of objectives, in cooperation at interfaces, in dealing with expectations of task fulfilment and the scarce resource of time, in understanding the depth of processing, and much more.
  • sensitises all those involved – the interviewer and the interviewee – and thus serves to improve cooperation. The interview itself increases the understanding of managers and employees for their own work and organisational culture and for their own contribution to shaping the culture. The interviews also serve to prepare for planned follow-up processes and workshops.
  • is a learning and collaborative process. We support and accompany the team of interviewing employees and managers, share our experiences and analyse the results together.
  • is confidential, i.e. individual statements are of course anonymised.

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