Balancing research and action: Reflection on an action research project in a social services department

Abstract

The relationships between social research, policy development and implementation are complex. External researchers are frequently employed by agencies to research their activities, with the expectation that the results will lead to organizational development. In some research traditions this takes place after the presentation of a final report. In the action research approach the two are integrated and action is a part of the inquiry process. Frequently, however, despite the best intentions of the commissioners and researchers, little action ensues. Influential factors, including issues arising from changes of key research personnel, shifts in organizational staff and roles, multiple agendas, and issues in presenting findings, dissemination and feedback dilemmas, are explored, using a case study of the introduction of care management in one local authority social services department. Finally, the usefullness of this type of research by an outsider in a context of very rapid change is assessed.