Develop a plan for inquiry addressing an issue or problem of practice at your organization.
Introduction
Logic Models
The logic model is a multipurpose tool that can be used for planning and designing a program, creating an implementation plan, evaluating a program, and/or communicating with stakeholders.
Like many effective and versatile tools, it is simple without being simplistic. Like a blueprint, which can be a simple floor plan or a complete set of specifications for the building, a logic model’s level of complexity depends on the program or project at hand and the needs of the user.
When you have defined inputs; activities; outputs; short-, medium-, and long-term outcomes; and longer-term impacts, you will have a relatively complete overview—or model—of your program or project. When you include assumptions you and other stakeholders bring to the project, your model will be even more nuanced and informative.
A simple logic model has a lot in common with a basic systems feedback loop: Inputs or resources lead to activities or processes and then to outputs of the activities. A feedback loop from the output provides information that leads to modification of inputs and resources—even assumptions.
A logic model provides an effective visual representation for communicating a project or program to others. It is also a valuable tool for program planners in that it requires specific identification of model elements and exposes gaps in alignment or reasoning that may then be addressed.
Cycles of Inquiry
Inquiry cycles can be any investigative process that involves a creative questioning and testing process. The purpose of the inquiry cycle in any organization is continuous improvement of practice and better outcomes or results. Because improvement is always possible, one cycle of inquiry tends to lead to another—and another. An inquiry cycle can be an action research cycle; a plan, do, study, act cycle; or a design thinking cycle. While there are differences, the inquiry and thinking process for each type of improvement cycle is very similar for all.
As noted by Childress and Marietta, “The first and most critical step of solving a performance problem is to accurately identify it” (2017, p. 2). Only after the problem is defined can an appropriate way to improve the situation be planned, implemented, and evaluated. We’re ready now to expand our focus and consider the inquiry cycle as a whole.
Design Thinking
Design thinking represents a way to create and innovate in virtually any environment, in a series of cyclical, iterative steps. It is, in fact, another form of an inquiry cycle. A series of quick-and-dirty design cycles enhance creative capacity to try out a variety of ideas. Designers create prototypes and ask end users, “Is this what you need (or want)? Does this solve the problem?” The expectation is that it will not solve the problem, at least not at first. Quick iterative cycles of prototyping enhances learning from failures and keeps failure fast and inexpensive. Can you think of any projects that might have benefitted from a little more trial and error (and feedback from users) before implementation?
Design thinking—like most thinking—is full of stops and starts. In the words of David Kelley (IDEO U, n.d.), “Design thinking is not a linear path. It’s a big mass of looping back to different places in the process.” This is just one-way design thinking is akin to action research, with its multiple cycles of improvement. In addition, both involve participants in the design of the intervention (or new solution/product) and the research study (design process) itself in the quest to improve, innovate, and close the gap between current reality and the desired future.
Note: David Kelley founded IDEO, a design company, and the Stanford d. school (also known as the Hasso Plattner Institute of Design).
Instructions
For this assessment, use the Cycle of Inquiry Plan Template [DOCX] to develop a plan for an inquiry into an issue or problem of practice at your organization. The template includes details about the expected components of your analysis.
How would you gather the people and information and learn what you need to know to understand as much as possible about the problem or issue and move to action planning? How might design thinking cycles and action research cycles provide frameworks to guide your inquiry?
The plan will include what you will need to accomplish in order to complete your deep dive. Remember, this is a plan. You don’t need to be concerned about implementation. Think big. Be imaginative. But make it feasible.