case studyThis research has been and is being carried out as a practitioner of leadership development and coaching, and not within an academic institution. The research method combined Action Enquiry Research methods together with traditional methods including interviews and Academic Literature Reviews.

Action Enquiry Research involves actively participating in a change situation, often via an existing organisation, whilst simultaneously conducting research.  Action research can also be undertaken by larger organisations or institutions, assisted or guided by professional researchers, with the aim of improving their strategies, practices and knowledge of the environments within which they practice. As designers and stakeholders, researchers work with others to propose a new course of action to help their community improve its work practices.

The Resilience Engine’s Action Research uses the particular method of Action Research called Cooperative inquiry, also known as collaborative inquiry. This was first proposed by John Heron in 1971 and later expanded with Peter Reason and Demi Brown. The major idea of cooperative inquiry is to “research ‘with’ rather than ‘on’ people.” It emphasises that all active participants are fully involved in research decisions as co-researchers.

Cooperative inquiry creates a research cycle among four different types of knowledge: propositional knowing (as in contemporary science), practical knowing (the knowledge that comes with actually doing what you propose), experiential knowing (the feedback we get in real time about our interaction with the larger world) and presentational knowing (the artistic rehearsal process through which we craft new practices). The research process includes these four stages at each cycle with deepening experience and knowledge of the initial proposition, or of new propositions, at every cycle.

Evidence Milestones

Specifically for the Resilience Engine, the results have been evidenced and have been shown to be robust. The following methods have been applied to ensure robustness:

  • Initial interviews with 25 leaders and 2 psychologists, plus academic literature review. The Resilience Engine® model was born from this process and verified with all participants within the research. Publication 2009.
  • Testing of the research findings, via analysis of practice with individual clients, analysis of outputs and feedback of resilience workshops, and exploration with other practitioners. In this time,  the original definition of resilience, captured by a model named  ‘The Resilience Equation’ was found to be insufficient, and instead has now been replaced with The Resilience Dynamic®. There has been no change to The Resilience Engine® itself in this time.
  • Supervision of the original research findings and impact
  • Further and much more extensive academic literature and book reviews

The current research into Team and Organisational Resilience follows more fully the Cooperative Inquiry method, where teams research themselves with the support of the researchers in the room. This again is informed and backed-up by Academic Literature Reviews and interview.

For further information on participating in our research please get in touch.