Enhancing Faculty Involvement in Institutional Research. A Collaborative Action Research Strategy. AIR 1996 Annual Forum Paper / Marvin W. Peterson.

This paper focuses on the void in the literature on the methodology of institutional research and examines the complex process of interaction that occurs when an institution engages a faculty member or academic unit to assume primary responsibility for conducting a research project on behalf of the institution. A case study of a study conducted by a group of academic researchers under an agreement with the institutional research office is presented to illustrate: (1) issues resulting from conflicting perspectives of institutional management and academic research; (2) resolution of these issues; (3) academic and institutional benefits; and (4) critical lessons which help to assure that such collaborative efforts work. Issues raised include insufficient educational background of non-instructional staff, the importance of gaining executive and administrative support, reactions of various staff members to data utilization, and the content of the summary report. Benefits of this cooperative approach for both academic researchers and the institution are identified. Discussion of critical lessons learned focuses on the academic significance of the project, selection of faculty members with an academic interest, academic and managerial benefits, development of a written agreement, establishment of guidelines for publication privileges and data controls, openness to change, unresolved issues, use of conflict as creative opportunity, estimation of time and effort requirements; and importance of mutual respect and sharing credit. Appendices list project reports and presentations. (Contains 15 references.) (CK)

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