Manejo integrado de plagas y enfermedades

Action research is the process of systematic reflection, enquiry and action carried out by individuals about their own professional practice in order to improve it (Costello, 2003). It has been described as a model of work practice as well as a model for research by Winter and Munn-Giddings (2005). The same authors suggested that it provides a mechanism to bring professional practice and research together, creating a ‘culture of inquiry’ and in doing so can identify and record best practice (Winter and Munn-Giddings, 2005; Frame, 2013). It is important to make the distinction that action research is research in action as opposed to research about action (Coghlan and Brannick, 2005) and where this research is concerned, it is part of the daily remit of the researcher in her role as Environmental Officer at Goldsmiths.

However, as action research is often designed to effect organisational change, it is likely to encounter resistance by those directly involved in the process, as it is often seen as a subversive exercise (Costley, Elliott and Gibbs, 2010). This was very much the case with the Energy Detectives project and was factored in during the design stages of the web app and during the design strategy of The Stage 3 of the research.

The researcher realised that, much like the resistance of institutions to participating in sustainable ICT projects for various reasons, these needed to be factored into the design of the ICT solution, in order to overcome those very barriers. For these reasons it was designed to be mobile, easy and engaging to use and report ICT related energy waste instantly. It also needed to be cost free to the user. Similar to the reasons for poor participation in The Stage 1 UK SUSTE-TECH project, it was agreed that stakeholders were likely to be resistant to participating in this sustainable ICT project too, unless it was accompanied by a financial or tangible gain (Shin, Taylor and Seo 2012). For this reason a financial reward of a £20 gift voucher as the prize in a monthly draw for participating in the Energy Detective project was also provided.

The Stage 3 of this research mainly involved action research, which is deductive by nature as it was essentially bringing about change after the principal theory was confirmed, refuted or modified (Gray, 2009). When it comes to generating new and practical knowledge that can be used by members of large organisations in solving problems, action research is often introduced.

This action research required an individual (the researcher) who possessed an in- depth understanding of a complex social process and who through methodical reflection, could devise an action research strategy that is open to intervention for change over time (McNiff, 2010). Where this research is concerned, the complex social process was the identification of the barriers and limiting factors of UK and Irish FHE institutions implementing sustainable ICT initiatives. Assuming that the action research strategy can be controlled in an attempt to monitor and measure it, then it has the potential to improve an individual’s professional performance and practice. This will ultimately lead to social and institutional change while simultaneously enabling the researcher to integrate their personal and professional learning (Reed and Procter, 1995). This is essentially what occurred at Goldsmiths where the research for professional doctorate was combined with the with the role of Space, Environmental and Sustainable Officer. An ICT solution was designed to overcome the barriers and limiting factors that were inhibiting the realisation of the

potential benefits to FHEs of adopting sustainable ICT initiatives. Named the Energy Detectives web app, it subsequently helped reduce Goldsmiths ICT energy waste, as it engaged with stakeholders and proved to be a useful tool for under resourced-managers (Hogan, 2016).

Action research was chosen as it provides in-depth insights into practice from an ‘insider perspective’. Hopkins explains it as one which ‘combines a substantive act of research and disciplined enquiry with a personal attempt to understand practice while engaging, improving and reforming it’ (Hopkins, 2002, p.42) and essentially learning from direct work experience (Kemmis and McTaggart, 1992, p.25).

Similarly, Waterman et al. argue that ‘action research is a period of inquiry that describes, interprets and explains social situations while executing a change intervention aimed at improvement’ (Waterman et al., 2001, p.11 via Frame, 2013). Frame adds that ‘this improvement can also affect the performance of the researcher as they reflect on changes made’. This is essentially what occurred at Goldsmiths as action research added a unique dimension to the personal development of the researcher as well as her practice. It proved to be a powerful tool that bridged the gap between theory and practice thereby linking the conceptual with the practical (Winter and Munn-Giddings, 2005) which is essential to a doctoral degree (Trafford and Leshem, 2012). Figure 3.1 and Figure 3.2 illustrate the cycle of action research, both generally (Figure 3.1) where this research is concerned (Figure 3.2).

Design of the Action Research Cycle.

Figure 3.1 Illustration of Action Research.

Source:Melinda Kolk, 2016.

Figure 3.2 Illustration of the Cyclical pattern of the Action Research of this Research.

1. Identify problem

(Barriers and

Limiting Factors etc.)

2. Develop a

Plan of Action.

Partner with

IT department

to create a

mobile web

app that could

help overcome

barriers

3. Collect Data.

Examine ED

reports and

compare against

real time

reduction in

energy waste.

4. Analyse Data and

Form Conclusions.

ED web app works

but only when people

are paid to use it.

4b. Report

the Results

Energy

Savings or

No Energy

Savings.

5. Adjust the Theory

and begin again.

Why did people engage

/ not engage freely

Figure 3.2 pertains to Action Research at Goldsmiths and the use of the Energy Detectives web app. The coloured arrows indicate the ongoing development and progression of the ED web app. The green text pertains to the actions of the researcher.

Action research has also been described as “an emergent enquiry process in which applied behavioural science knowledge is integrated with existing organisational knowledge and applied to solve real organisational problems. It is concerned with bringing about change in organisations in developing self-help competencies in organisational members and adding to scientific knowledge. It is an evolving process that is undertaken in in a spirit of collaboration and co–inquiry” (Shani and Pasmore, 1985, p.439 cited in Coghlan 2011). It is for this reason that it was selected for this project.

This is essentially what was employed when implementing the Energy Detectives initiative across campus at Goldsmiths, University of London. The change that this initiative generated was essentially social research (Bryman, 2014). This is not surprising as action research and social research are typically found to accompany one another. Action research conducted with an intention of creating social justice emphasises a commitment to social transformation, and challenges power relations, shows solidarity and recognises and uses emotions. In short, it is “being the change you want to see” (Keifer-Boyd, 2012, p.203).