Action research has enormous potential for policymakers, and those who advise them, to work in more iterative, reflective, and collaborative ways. For complex systems facing wicked problems, any approach that gets it closer to framing a problem well and drawing upon diverse forms of knowledge to bring about change, is good. Advisors who do action research in policymaking or political settings should be sensitive to the fact that this methodology may confound expectations regarding the ‘traditional’ advisor role. As such, some careful navigation of this approach (and what it means for the relationship and perception policymakers may have with those they engage to advise them) is required. This opinion piece shares lessons from an advisor working in the OECD’s innovation team, which embraced the action research methodology to reflect on and design innovative policy interventions with public sector policymakers. Action researchers who are using this methodology to produce policy advice may be more successful in auguring, and better navigating, new kinds of relationships with government if they heed the following lessons: frame the value of action research with decision makers, diversify your data and follow the story, and prime practitioners to participate.
Assessment for Faculty Advising: Beyond the Service Component