Clare Rigg, Sue Richards's Action Learning, Leadership and Organizational Development PDF

By Clare Rigg, Sue Richards

Unprecedented funding is being made in management improvement around the public quarter: management classes are starting to be, and improvement is a center subject of organizational potential construction projects. inside this, motion studying has attracted expanding curiosity as an process which can concurrently tackle person and organizational improvement.

An notable and scholarly assortment, this e-book collates very important examples and considers the proof for motion learning’s effectiveness. An very important learn for postgraduate scholars and researchers of human assets, education and improvement, this crucial publication attracts vital insights to elevate new questions in regards to the function of the facilitator, the worth of a ‘bilingual’ skill with public provider concerns and facilitation, comparisons with training and mentoring, and implications for utilizing motion studying in a politicized or hierarchical atmosphere and on a consultancy basis.

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Additional info for Action Learning, Leadership and Organizational Development in Public Services (Routledge Studies in Human Resource Development)

Example text

Marquardt (2004) has discovered that if one of the group members (referred to as an action learning coach) focuses solely on the group’s learning and not on the problem, the group will more quickly become effective both in problemsolving abilities and in group interactions. Revans (1998), it is important to note, was very wary of action learning groups becoming dependent on facilitators or professional educators, feeling that their presence could hinder the group’s growth. g. What are our strengths as a group thus far?

MTR has been recognized by recent benchmarking studies as one of the world’s finest railways for reliability, customer service and cost-efficiency. Action learning has become an important HRD methodology utilized by MTR for developing leaders, building teams, solving problems and changing the company into a learning organization. Reflective inquiry is seen as critical in the success of MTR’s action learning programs. Questions are carefully considered at the problem reframing, goal setting, strategy development, and action implementation stages of the action learning process.

People can learn from imitating others (thus the importance of role models and mentoring). Social learning, for example, occurs when the culture of the organization is passed on to new employees teaching them how to be effective in that organization. Constructivist – Constructivists stress that all knowledge is context-bound and that individuals make personal meaning of their learning experiences through internal construction of reality. This school emphasizes the importance of changing oneself and the environment.

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