By Krystyna Weinstein

ISBN-10: 0566080974

ISBN-13: 9780566080975

Our day-by-day reports at paintings offer us with unending possibilities to profit - that's the primary underlying motion studying. for you to comprehend some great benefits of being a part of an AL programme, or want to set one up yet want to know extra, then this well known consultant may be a fantastic position to begin. it truly is either a manifesto for a key method of administration improvement, and a private and useful advisor for an individual searching for a competent creation. This revised variation contains accelerated fabric on set advisers and on placing a good programme into perform, including a brand new bankruptcy at the way forward for AL.

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Extra resources for Action Learning: A Practical Guide for Managers

Example text

From chalk and talk, we gain knowledge. But we can’t know whether we’re able to transfer that knowledge into practice until we try. That’s where the action comes in – action on some work-focused issue that is close to the participant’s heart. For it’s through applying what we think we know, or behaving in ways that we think will be effective, by making mistakes and thus discovering what we don’t know or understand, and by celebrating our successes and understanding how they came about – through recalling, reflecting on, asking questions about and analysing all of this – that we gain insights, and understanding, and learn.

Action learning provides a programme for developing the behaviours and skills. It also provides some insights into the other three elements. By demonstrating the benefits of such working, it can provide the impetus or ‘will’ to become such an organization. It also provides one model of structures that enable working and learning to occur simultaneously, and a matrix for a networking form of organization, rather than a hierarchical one. Furthermore, it provides an insight into how to create opportunities that enable learning to be ‘extracted’ from the work process.

This is what happened to a group of clerical staff in a civil service department after a powerful experience on an action learning programme. The participants were given a responsible project to work on, came up with interesting ideas and solutions, gained in self-confidence, and realized their own potential – only to then be returned to their old desk-bound, structurally limited jobs. ’ Those responsible for introducing action learning need to make this clear to those who back the programme. It changes people, and they may become disillusioned and unhappy if their organization fails to realize this.

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Action Learning: A Practical Guide for Managers by Krystyna Weinstein

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