“The concept of action research arises in the behavioural sciences and is obviously applicable to an examination of human activity systems carried out through the process of attempting to solve problems. This core is the idea that the researcher does not remain an observer outside the subject of investigation but becomes a participant in the relevant human group. The researcher becomes a participant in the action, and the process of change itself becomes the subject of research. In action research the roles of researcher and subject are obviously not fixed: the roles of the subject and the practitioner are sometimes switched: the subjects become researchers… and researchers become men of action.”

Source: Systems Thinking, Systems Practice, 1981, p. 152 as cited in: R.L. McCown (2001) "Learning to bridge the gap between science-based decision support and the practice of farming". In: Aust. J. Agric. Res., Vol 52, p. 560-561

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Peter Checkland 10
British management scientist 1930

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“In June of 1964 the research group and academic program moved to Penn bringing with it most of the faculty, students, and research projects. Our activities flourished in the very supportive environment that Penn and Wharton provided. The wide variety of faculty members that we were able to involve in our activities significantly enhanced our capabilities. By the mid-1960s I had become uncomfortable with the direction, or rather, the lack of direction, of professional Operations Research. I had four major complaints.
First, it had become addicted to its mathematical tools and had lost sight of the problems of management. As a result it was looking for problems to which to apply its tools rather than looking for tools that were suitable for solving the changing problems of management. Second, it failed to take into account the fact that problems are abstractions extracted from reality by analysis. Reality consists of systems of problems, problems that are strongly interactive, messes. I believed that we had to develop ways of dealing with these systems of problems as wholes. Third, Operations Research had become a discipline and had lost its commitment to interdisciplinarity. Most of it was being carried out by professionals who had been trained in the subject, its mathematical techniques. There was little interaction with the other sciences professions and humanities. Finally, Operations Research was ignoring the developments in systems thinking — the methodology, concepts, and theories being developed by systems thinkers.”

Russell L. Ackoff (1919–2009) Scientist

Preface, cited in Gharajedaghi, Jamshid. Systems thinking: Managing chaos and complexity: A platform for designing business architecture http://booksite.elsevier.com/samplechapters/9780123859150/Front_Matter.pdf. Elsevier, 2011. p. xiii
Towards a Systems Theory of Organization, 1985

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“The development (rather than the history) of operations research as a science consists of the development of its methods, concepts, and techniques. Operations research is neither a method nor a technique; it is or is becoming a science and as such is defined by a combination of the phenomena it studies.”

Russell L. Ackoff (1919–2009) Scientist

Source: 1950s, The development of operations research as a science, 1956, p. 265, the lead paragraph ; Cited in: Joe Kelly (1969) Organizational behaviour. p. 26.

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“Research is the process of going up alleys to see if they are blind.”

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The Nature of Natural History (1950)

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