Chapter 7 introduces how you might use organizational frameworks to help you categorize data, enhance understanding, interpret data and provide a common short hand language. Such frameworks typically describe relationships between organizational dynamics, such as purpose, strategy, structure, control systems, information systems, rewards systems and culture, and help organize data into useful categories and point to what areas need attention. Systems thinking is a most useful way of mapping what goes on in an actionn research project.
Some guidelines are useful for selecting and using frameworks. Guidelines for selecting a framework include: adopting one that you understand and with which you feel comfortable. The framework you select needs to fit the organization as close as possible and it needs to be comprehensive enough to cover as many aspects of the organization as appropriate and to be clear enough for members of the organization to grasp. The framework needs to be sufficiently comprehensive to enable data gathering and interpretation without omitting key pieces of information. As a word of caution, remember that you may become trapped by your frameworks, so that your way of seeing becomes a way of not seeing. So as an action researcher, you need to critique the frameworks you use.