Concepts & Principles – Assignment #2

Concepts & Principles – Assignment #2 image1.png image2.png Unit 1 GM 505 Action Research and Consulting Skills

Identify a current problem that needs changing, describe your access to an inquiry team of stakeholders, and propose how you will determine and implement a change to resolve the problem. Cite appropriate sources following APA format, respond thoroughly with specific examples, and ensure your writing is well-organized, logical, original, and insightful. Submit your paper as a Word document in the designated Dropbox by the end of Unit 1.

Paper For Above instruction

In the realm of organizational development and continuous improvement, identifying a specific problem that warrants change is the foundational step toward effective action research. For this project, I have chosen to focus on employee engagement levels within my department, which has been declining over the past six months. The problem manifests in decreased productivity, lower morale, and increased turnover rates, all of which negatively impact organizational performance. Addressing this issue is crucial not only for enhancing current work conditions but also for fostering a more collaborative and motivated workforce.

My access to an inquiry team comprises key stakeholders who are directly impacted by or have influence over employee engagement initiatives. These include department managers, team leaders, human resources personnel, and frontline employees. Building rapport and trust with these stakeholders is essential for collaborative data collection and implementing sustainable changes. I plan to convene a diverse inquiry team that will work collectively to analyze the root causes of engagement decline and co-create solutions, ensuring buy-in and shared responsibility. Engaging stakeholders at various organizational levels enhances the richness of data, enriches perspectives, and facilitates the practical application of research findings (Stringer, 2014).

The proposed approach to resolving the identified problem involves several sequential steps. Initially, I will conduct a diagnostic assessment using surveys, interviews, and focus groups to gather qualitative and quantitative data on employee perceptions, motivations, and barriers to engagement. This triangulation ensures validity and a comprehensive understanding of the current situation (Creswell & Creswell, 2018). Based on the insights obtained, the inquiry team will collaboratively identify specific areas of improvement, such as communication practices, recognition programs, or workload management.

Subsequently, a tailored intervention will be designed and implemented. For example, if the data reveal communication gaps, a series of team-building and feedback sessions may be introduced. To measure effectiveness, clear evaluation criteria will be established, such as increased survey scores, higher participation rates in engagement activities, and reduced turnover numbers. Continuous feedback loops will facilitate adaptive modifications, fostering a dynamic and responsive change process (Kemmis et al., 2014).

Throughout this process, I will employ action research principles, emphasizing cyclical data collection, reflection, and iterative improvements. Engaging stakeholders not only aids in problem diagnosis but also enhances their commitment to the change process, increasing the likelihood of sustainable success. The overarching goal is to create an environment where employee engagement is actively nurtured through participative and evidence-based strategies.

In summary, this action research project focuses on a pressing organizational problem—declining employee engagement—and intends to leverage stakeholder collaboration to identify causes and implement solutions. The research will be grounded in systematic data collection, participative decision-making, and continuous evaluation. Such an approach aligns with best practices in organizational change management and contributes to building a resilient, motivated, and high-performing team.

References

• Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.
• Kemmis, S., McTaggart, R., & Easton, G. (2014). Action research. The Sage encyclopedia of social science research methods, 34-36.
• Stringer, E. T. (2014). Action research. Sage Publications.
• Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25-32.
• Kemmis, S., & McTaggart, R. (2005). Participatory action research: Communicative action and the public sphere. In N. K. Denzin & Y. S. Lincoln (Eds.), The Sage handbook of qualitative research (3rd ed., pp. 559–604). Sage Publications.
• Reason, P., & Bradbury, H. (Eds.). (2008). The sage handbook of action research: Participative inquiry and practice. Sage Publications.
• McNiff, J., & Whitehead, J. (2010). You and your action research project. Routledge.
• Levin, M. (2016). Action research, participatory research, and community-based research: What’s the difference? IBM Center for The Business of Government.
• Bryman, A., & Bell, E. (2015). Business research methods. Oxford University Press.
• Argyris, C., & Schön, D. A. (1996). Organizational learning II: Theory, method, and practice. Addison-Wesley.