Creating organisational and practice change through the use of co-operative inquiry groups in healthcare settings

Abstract

This paper explores the challenges and learning achieved in utilising co-operative inquiry groups as an action research method through the presentation and critical reflection of two different research projects located in health and social care settings. One study was based in a domestic violence agency and the other was based in an age-related healthcare multidisciplinary team in an acute hospital. The paper compares and contrasts the use of a co-operative inquiry approach in these different contexts and explores how the action-based approach affected the way in which practitioners shaped, developed and implemented improved responses and work practices. The paper offers a vivid insight into the complexities of establishing, maintaining and negotiating research relationships where there are inherent power differentials and reveals the strong parallels that can be drawn between research and professional relationships. Learning points fell into three broad areas: participation and engagement within the inquiry group process, power and decision-making and the influence of organisational structures on practice and policy changes. A significant strength of this paper is the reflexive and inquiring conversations which took place between the researchers which facilitated a critical reflection of shared experiences, dilemmas and action learning from utilising a co-operative inquiry group approach.