Action Learning Worldwide: Experiences of Leadership and by Y. Boshyk

By Y. Boshyk

For the 1st time in a single quantity, the best proponents and practitioners of motion studying outline their strategy, and describe how motion studying and govt and organizational improvement are practiced within the public, deepest and 'not-for-profit' sectors world wide. defined intimately are the reviews of common electrical, Merck, Volvo, jap and Korean multinationals, in addition to the Canadian Civil carrier and the area Council of church buildings, between others.

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Additional resources for Action Learning Worldwide: Experiences of Leadership and Organisational Development

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Yorks, J. O’Neil and V. J. Marsick (eds), Action Learning: Successful Strategies for Individual, Team, and Organizational Development. Advances in Developing Human Resources series 2, pp. 1–18. Baton Rouge, LA: Academy of Human Resource Development, and San Francisco: Berrett-Koehler Communications. , Marsick, V. J. and O’Neil, J. (1999) ‘Lessons for Implementing Action Learning’, in L. Yorks, J. O’Neil and V. J. Marsick (eds), Action Learning: Successful Strategies for Individual, Team, and Organizational Development.

Whichever it is will change, somewhat, the emphasis of what participants work and focus on, whether in the set or outside it, although both will occur in any well-designed action learning programme. It would be easy to list many people in the UK who have nudged the notion of action learning forward from Revans’ original idea, or extrapolated from it. I have chosen just six. The learning cycle and learning styles Professor Alan Mumford with Peter Honey, both independent consultants, have always had a keen interest in the learning process, and the need for participants to ‘recognise learning as a specific discrete activity, because otherwise it will get lost in the task’.

As set members become conscious of what their underlying motives or fears are, and feel 16 Action Learning: The Classic Approach able to express and explore them, so they are also better able to understand colleagues back at work, with their unconscious motives and feelings. Working mostly with senior managers and running intercompany programmes, she sees the bringing together of people from different roles in different walks of life as the main value of intercompany sets. This means that participants will be focusing on each others’ ‘unfamiliar’ problems in ‘unfamiliar’ settings.

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