5. ACTION
PLANNING
Considering
alternative courses
of action
TAKING ACTION
Selecting a course
of action
SPECIFYING
LEARNING
Indentifying general
findings
EVALUATING
Studying the
consequences of an
action
DIAGNOSING
Indentfying or
defining a problem
adapted from Susman 1983
8. •Traditional: Maintaining Status quo of
power structure(Lewin’sWork)
•Contextual: Reconstituting the structural
relations among actors in a social relation
(Trist’ Work)
•Radical: Transformation by Participation
(Marx Work)
•Educational (John Dewey’s Work)
9. Quantitative
Descriptive statistics such as
student percentages, Range,
exceptions, Frequency,
averages etc. can be used
Qualitative
A rich, thick description and
logical analysis.
10. Outcome Validity
Concerns the extent to which
actions occur that lead to a
resolution of the problem
Process Validity
Involves examination of the
adequacy of the processes
used in different phases of
the action research
11. Democratic Validity
The extent to which the action research
project is done in collaboration with all
parties who have a stake in the problem
being investigated
Dialogic Validity
Reflects the value of dialogue with peers in
the formation and review of the action
researcher's findings and interpret
12. Catalytic Validity
The extent to which an action
research project reorients,
focuses, and energies
participants such that they
are open to transforming
their view of reality in
relation to their practice