Criticisms of Action Research

David Cooperrider and Suresh Srivastava (1987) highlight two main criticisms of Action Research:

• Negative Focus: Action Research often starts with problem identification, potentially overlooking positive aspects or opportunities within the organization. This has led to the development of Appreciative Inquiry, which focuses on strengths and potentials. However, the dichotomy between focusing solely on problems or opportunities can be overstated; ideally, both should be considered for a comprehensive understanding.
• Mutual Exclusivity: Critics argue that the practical consulting aspect of Action Research might overshadow the theoretical research component, suggesting these roles are inherently separate. Yet, Lewin did not delineate these functions, allowing for a more integrated approach.