Insider action research faces several challenges associated with the political dynamics of the researcher being a member of the system/community/organization he is researching. The political dynamics, if not well managed, have the potential to undermine the research endeavors and impede the planned change (Coghlan, 2007). The main challenge is the challenge of the validity of the data because the inside researcher is suspected to be biased, emotionally attached to the system/organization under study and thus what constitutes valid data is intensely contested and politicized. Other challenges include gaining access to data, using data, publishing and disseminating the results. In addition, the characteristics of AR such emphasis on action, democratic participation, reflection, critical examination of everything and others may threaten the prevailing organizational cultural norms. To survive and thrive in these political dynamics the insider researcher must be politically astute and employ political strategies and tactics. Two key strategies for surviving and thriving in the political dynamics of insider Action Research are performing and backstaging.
Performing has to do with the researcher taking the role of public performance where s/he is actively engaged in the change process by building participation for action/change and rationally and logically pursuing the action/change. As such in performing, the researcher is an active agent of change and thus survives the political forces by “persuading” the power that be that s/he is part of the organization/system desiring change. In this case, the researcher takes a reconciliatory tone as part of the system and builds participation from within the system. In other words, in performing the researcher is friendly to the system and part of the system, which contribute to the trust and vote of confidence. In performing, the data may be more acceptable to the community/organization under study but less acceptable to the academic (outside) community because of the closeness/ proximity of the researcher to the system/community/organization under study. Backstaging on the other hand, has to do with recruiting and maintaining the support of the community/organization and reducing resistance.
While the researcher is an insider, s/he conducts the research as though s/he is an outsider i.e. s/he is a passive agent of change. The researcher tries to keep a distance while intervening in the political and cultural systems by negotiating, influencing, justifying and defeating opposition. In backstaging, as the name suggests, the research employs subtle skills to bringing the organizational power structures on board to support the AR. The researcher must persuade the political forces that s/he will work within the political boundaries and limits in a manner that will neither compromise the organization nor the research project.
References
Coghian, D. (2001). Insider Action Research Projects Implications for Practising Managers. Management Learning , 32 (1), 49-60.
Coghlan, D. (2007). Insider action research: opportunities and challenges. Management Research News , 30 (5), 335-343.
Coghlan, D., & Brannick, T. (2009). Doing Action Research in Your Own Organization (3rd ed.). Uk: Sage Publications.
Ottosson, S. (2003). Participation action research: A key to improved knowledge of management. Technovation , 23 (2), 87-94.
