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Action Inquiry for Performance Management

An Introduction

Derry Habir

ACTION STARTS FROM YOUR DISSATISFACTION OF THE CURRENT SITUATION:

RECOGNIZING UNFULFILLED NEEDS / OBJECTIVES


of the INDIVIDUALS, and of the GROUP or the ORGANIZATION

and from this recognition

comes the intention


to BREAK OUT, to CHANGE, or to IMPROVE
for ACHIEVING THOSE NEEDS or OBJECTIVES

Single- and Double-loop learning model

Governing Values / Knowledge

Actions

Mismatch
Single-Loop Learning

Double-Loop Learning
Chris Argyris, Overcoming Organizational Defenses, Boston: Allyn & Bacon (1990)

ONE OF THE METHODS

IS CALLED
ACTION INQUIRY, or ACTION LEARNING, or ACTION RESEARCH, or Participatory Action Research

To improve knowledge, to change values, belief, assumptions

For better, improved actions and practices

Eliminate mismatch, gain desired needs/ objectives

Governing Values / Assumptions

Actions

Mismatch
Single-Loop Learning

Double-Loop Learning
Chris Argyris, Overcoming Organizational Defenses, Boston: Allyn & Bacon (1990)

Consider these claims:

N.A.T.O (No Action, Talk Only)


and

SPEAKING is the primary and most influential medium of action.

Action Inquiry is based on these assumptions: Speaking is the secret of conscious social life. TALK is the essence of action.

To change from the PASSIVE CONTENT to the DYNAMIC PROCESS of conversation.

Action Inquiry aims at

IMPROVING:
Communication about lack of alignment of individual, group, and organizational objectives/actions, or about lack of validity/clarity of assumptions.

Actions toward alignment between personal needs and organizational objectives.

4 KEY ELEMENTS OF ACTION INQUIRY

FRAMING

ILLUSTRATING

ADVOCATING

INQUIRING

Improving Knowledge and the Quality of Our Actions


FRAMING
Explicitly stating the purpose to the present action/occasion, the assumptions, the problems, etc. Asserting an option, perception, feeling, or proposal for action in relatively abstract terms. Theres a sudden change of our clients schedule ... Send this document ASAP!

ADVOCATING

ILLUSTRATING

Telling more concrete story that puts the meat on the bones of advocacy, thereby orients and motivates others more clearly. Involves asking others in order to learn something from them.

. . Just like Jane did when she took orders from them yesterday.
What do you think? How soon you can do it? Could you ask Jane how to get it?

INQUIRING

William Torbert & Dalmar Fisher, Personal and Organizational Transformation, New York: MacGraw-Hill (1995)

Improving Knowledge and the Quality of Our Actions


FRAMING
Explicitly stating the purpose to the present action/occasion, the assumptions, the problems, etc. Asserting an option, perception, feeling, or proposal for action in relatively abstract terms. I expect my work to be more challenging . . . I dont want to do it! Thats not my responsibility

ADVOCATING

ILLUSTRATING

Telling more concrete story that puts the meat on the bones of advocacy, thereby orients and motivates others more clearly. Involves asking others in order to learn something from them.

. . After all, you asked our driver to do it when I was on leave . . . . Why do you think I should be the one to do this? Perhaps you dont know I have a important deadline to meet?

INQUIRING

William Torbert & Dalmar Fisher, Personal and Organizational Transformation, New York: MacGraw-Hill (1995)

By changing to the DYNAMIC PROCESS (of talk), then Action Inquiry becomes a RISKY business:

By inviting ourselves to engage with others and asking TRUE RESPONSES might disturb our comfort zones (assumptions, belief)

A.I. enhances both the actors and organizations efficiency, effectiveness, and legitimacy, by

Weaving together action and inquiry. Making explicit and testing the appropriateness of strategies, purposes, and outcomes. Testing and potentially redefining assumptions, values, belief, inferences, visions. Developing a better shared purposes. Strengthening visibility of the process.

LEVELS of INQUIRY
INDIVIDUALS / PERSONAL GROUPS INTER-GROUPS ORGANIZATIONAL INTER-ORGANIZATIONS SOCIETAL

PROs AND CONs


PERFORMANCE ORIENTED PRACTICAL INVOLVING ALL STAKEHOLDERS LONG TERM IMPACT REPLICABLE

AMBIGUOUS FOR UNTRAINED PEOPLE NEEDS HIGH FACILITATION SKILLS TIME CONSUMING
PANDORA BOX EFFECTS

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