Assessing the applicability of Participatory Action Research, Constructive Research and LEGO® Serious Play® methodologies in building an actionable AI strategy and a continuous follow-up mechanism for a small medical translation team
Pietilä, Pauliina (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025120733326
https://urn.fi/URN:NBN:fi:amk-2025120733326
Tiivistelmä
This thesis explores how participatory methodologies can accelerate the implementation of artificial intelligence (AI) within a small translation team. The research question is: How can participatory action research and constructive research methodologies be applied to enable a small medical translation team to accelerate the implementation of AI in response to the rapid technological advancements characterising today’s business environment? The research aims to develop a collaborative framework that supports both the strategic planning and continuous evaluation of AI adoption, with a particular emphasis on employee engagement and co-creation. Rather than investigating the capabilities or use cases of specific AI tools, this thesis focuses on structuring and developing the implementation process itself.
To address the research question, this thesis integrates three methodological approaches: Participatory Action Research (PAR), Constructive Research Approach (CRA) and LEGO® Serious Play® (LSP). PAR provided the iterative structure for inquiry and reflection, CRA ensured the development of a tangible artefact—a follow-up mechanism for tracking AI implementation—and LSP used metaphorical LEGO models to facilitate embodied dialogue and collaborative ideation. The empirical data were collected through three cycles: an LSP workshop, a semi-structured group interview and the co-creation of the first version of the follow-up mechanism.
The findings demonstrate that participatory methods foster psychological safety, trust and innovation, which are essential for successful management of technological change, including AI implementation. Participants identified both opportunities (such as automation, enhanced information retrieval, AI as a coach) and concerns (such as misinformation, cognitive overload, loss of control). The co-created follow-up mechanism reflects the team’s desire for structured evaluation, transparency and adaptability in the AI strategy process and the need to track progress to build on achieved learning. This construct serves as a practical tool for guiding AI adoption and as a theoretical contribution to the integration of PAR and CRA in organisational change.
Ultimately, the research concludes that AI implementation is not merely a technical endeavour but a cultural transformation. Engaged employees, supported by participatory frameworks, are key to bridging the AI readiness gap and ensuring responsible, sustainable innovation.
To address the research question, this thesis integrates three methodological approaches: Participatory Action Research (PAR), Constructive Research Approach (CRA) and LEGO® Serious Play® (LSP). PAR provided the iterative structure for inquiry and reflection, CRA ensured the development of a tangible artefact—a follow-up mechanism for tracking AI implementation—and LSP used metaphorical LEGO models to facilitate embodied dialogue and collaborative ideation. The empirical data were collected through three cycles: an LSP workshop, a semi-structured group interview and the co-creation of the first version of the follow-up mechanism.
The findings demonstrate that participatory methods foster psychological safety, trust and innovation, which are essential for successful management of technological change, including AI implementation. Participants identified both opportunities (such as automation, enhanced information retrieval, AI as a coach) and concerns (such as misinformation, cognitive overload, loss of control). The co-created follow-up mechanism reflects the team’s desire for structured evaluation, transparency and adaptability in the AI strategy process and the need to track progress to build on achieved learning. This construct serves as a practical tool for guiding AI adoption and as a theoretical contribution to the integration of PAR and CRA in organisational change.
Ultimately, the research concludes that AI implementation is not merely a technical endeavour but a cultural transformation. Engaged employees, supported by participatory frameworks, are key to bridging the AI readiness gap and ensuring responsible, sustainable innovation.