OPR = (IM + IN) – T,
where IM is the assigned value for the Impact criterion, IN is the
assigned value for the Influence criterion, and T is the assigned value
for the Time criterion. This formula summarizes the criteria values
assigned to each driver and provides a relative numerical ranking (OPR
range -8 to 19) that can be used for decisions about prioritization.
Problems addressed in action research are situationally-dependent and
often complex (Berwick, 2008); and the values applied to these criteria
are sensitive to researcher interpretation and contextual factors
(Polkinghoime, 2000). Variation would be expected if these were
generated for the same problem by different researchers or for different
locations.
Plan for Research
The final step of the analysis process is to plan for upcoming research
to address the problem by developing a theory of action. Solutions to
problems are often proposed and implemented without a clear
understanding of the situation or larger strategic vision (Williams &
Cloninger,
2018).
An effective theory of action provides this strategic vision by
establishing a process for addressing the problem, and a rationale that
is situationally grounded in the problem framing and identified
contextual factors. This is not a hypothesis nor an explication of
methods; rather, a theory of action provides a broad argument for why a
problem should be addressed in a particular way given its current
framing and deconstruction.
This analysis process is grounded in the belief that research is more
actionable when addressing problems that have been deconstructed into
their root causes. Prioritization of these identified root causes (i.e.,
drivers) points to those areas of the problem that should be addressed
first; therefore, priority should be given here to drivers with
relatively larger OPRs. A well-developed theory of action summarizes all
steps of the analysis process and can serve as the nexus for follow-on
studies targeting each of the identified drivers.