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Table 1 Four ideal types of OPR

From: A systematic mixed studies review on Organizational Participatory Research: towards operational guidance

The Four Ideal Types of OPR: 1, 1 + 2, 1 + 3, and 1 + 4

1. OPR processes contribute to achieving intended outcomes (basic OPR)

2. …and ‘random sparks’

Successful OPR focuses on a vested interest of organization stakeholders, be it an interpersonal or organizational one. Through ongoing discussion and critical reflection, a Working Group of academic and organization stakeholders reach consensus over time, regarding this focus, together with all other research-related decisions. Working Groups are often multidisciplinary and may include stakeholders from one or multiple organizations with a common interest. Arguments may occur throughout the process, but a structured and supportive environment helps to work through them. Likewise, valuing input, acknowledging and celebrating contributions and outputs, positive attitude, and fostering motivation, teamwork and trust are important for achieving a shared vision for the OPR and reaching objective(s).

Whether the technical work of the analyses is completed by the academic stakeholders or the whole Working Group, communicating preliminary results is important to develop the commitment and motivation of the organisation stakeholders. Moreover, research results help organization stakeholders to see how research can be helpful to them for their health care practice and become a basis for decision making. Preliminary results may include such things are charts, graphs, and fieldwork summaries. Notably, care must be taken to use the right language when communicating research results to assuage potential worries about understanding them. Final results are communicated by the WG to the rest of the organisation and beyond, as needed. This helps to engage additional stakeholders in the OPR. Overall, the OPR processes (ongoing discussion, consensus seeking, data analysis and interpretation of results, decision making, and problem solving) leads to the Working Group achieving its OPR objectives.

Throughout an OPR endeavour, Working Group members learn from one another in myriad ways (e.g., research knowledge and skills, organization or professional constraints, professional knowledge and skills, service users’ and other professionals’ experiences) and some take their learning forward and, for example, enrol in graduate studies or use their new talents in other contexts. Organization stakeholders develop a stronger awareness of contextual issues and concerns in their workplace, gaps in their own professional knowledge and skills, and experience changes in their attitudes toward one another and their practice. Communication, team work, and staff morale improve, and staff turnover decreases. Further, professionals experience increased clinical confidence, empowerment, and job satisfaction. All stakeholders’ perspective of collaboration evolves and the OPR partnership and stakeholder relationships come to be viewed as valuable outcomes, and this, even when stakeholders’ relationships are characterised by tension and mistrust at the outset.

3. …and the replication of intended outcomes

Processes used in the OPR become new practices that are maintained. For instance, communication means, such as log books and monthly meetings, are taken up by the whole organization and become regular practice. Additionally, practice changes resulting from the OPR (e.g., interventions, education packages for service users, professional continuing education activities) may be taken up by the whole organization and beyond, to a whole health care services territory or country.

4. … and the initiation of new activities or new OPR

Ultimately, additional priorities are identified leading to spin off projects or additional OPR. Sometimes, other organizations aware of the OPR, request OPR facilitation help from the academic stakeholders to address a practice change need in their own milieu.