OPR = (IM + IN) – T,
where IM is the assigned value for the Impact criterion, IN is the assigned value for the Influence criterion, and T is the assigned value for the Time criterion. This formula summarizes the criteria values assigned to each driver and provides a relative numerical ranking (OPR range -8 to 19) that can be used for decisions about prioritization. Problems addressed in action research are situationally-dependent and often complex (Berwick, 2008); and the values applied to these criteria are sensitive to researcher interpretation and contextual factors (Polkinghoime, 2000). Variation would be expected if these were generated for the same problem by different researchers or for different locations.

Plan for Research

The final step of the analysis process is to plan for upcoming research to address the problem by developing a theory of action. Solutions to problems are often proposed and implemented without a clear understanding of the situation or larger strategic vision (Williams & Cloninger, 2018). An effective theory of action provides this strategic vision by establishing a process for addressing the problem, and a rationale that is situationally grounded in the problem framing and identified contextual factors. This is not a hypothesis nor an explication of methods; rather, a theory of action provides a broad argument for why a problem should be addressed in a particular way given its current framing and deconstruction.
This analysis process is grounded in the belief that research is more actionable when addressing problems that have been deconstructed into their root causes. Prioritization of these identified root causes (i.e., drivers) points to those areas of the problem that should be addressed first; therefore, priority should be given here to drivers with relatively larger OPRs. A well-developed theory of action summarizes all steps of the analysis process and can serve as the nexus for follow-on studies targeting each of the identified drivers.