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Action Learning for Organizational and Systemic Development: Towards a "Both-and" Understanding of "I" and "We"
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Rigg, Clare – Action Learning: Research and Practice, 2008
In public services delivery, action learning is increasingly employed in the hope of improving capacity to address complex, multi-casual and "wicked" social issues to improve the lives of citizens. Yet the understanding of how and why action learning might have potential for enhancing organizational or systemic capability rarely goes…
Descriptors: Experiential Learning, Foreign Countries, Public Service, Organizational Development
Developing Healthcare Practice through Action Learning: Individual and Group Journeys
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Wilson, Valerie; McCormack, Brendan; Ives, Glenice – Action Learning: Research and Practice, 2008
Action Learning is now a well established strategy for reflective inquiry in healthcare. Whilst a great deal is know about action learning there has been inadequate research on the process of learning that takes place, and the impact that this holds for individuals, groups or organisations. This article reports on the findings of 15-month action…
Descriptors: Experiential Learning, Program Effectiveness, Learning Processes, Inquiry
Developmental Action Learning: Toward Collaborative Change
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Raelin, Joseph A.; Raelin, Jonathan D. – Action Learning: Research and Practice, 2006
In this account of practice, the authors introduce a variant of classic action learning, called developmental action learning (DAL). The DAL model, derived from cognitive development theory, introduces conventional learning modules prior to the more intensive set experience. It also calls for facilitation designed to help participants, selected…
Descriptors: Institutional Cooperation, Experiential Learning, Learning Modules, Organizational Development
Facilitating Organizational Development through Action Learning--Some Practical and Theoretical Considerations
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Donnenberg, Otmar; De Loo, Ivo – Action Learning: Research and Practice, 2004
Action learning programmes are supposed to result in both personal and organizational development. However, organizational development can be negligible because, as the term implies, a connection must be secured between what has been learned by action learning participants and other members of an organization. Here, the facilitation and analysis…
Descriptors: Organizational Culture, Experiential Learning, Organizational Development, Performance Factors
Action Learning: Avoiding Conflict or Enabling Action
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Corley, Aileen; Thorne, Ann – Action Learning: Research and Practice, 2006
Action learning is based on the premise that action and learning are inextricably entwined and it is this potential, to enable action, which has contributed to the growth of action learning within education and management development programmes. However has this growth in action learning lead to an evolution or a dilution of Revan's classical…
Descriptors: Critical Theory, Conflict, Experiential Learning, Reflection
Virtual Action Learning: Experiences from a Study of an SME e-Learning Programme
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Stewart, Jean-Anne; Alexander, Gillian – Action Learning: Research and Practice, 2006
This paper presents the findings from a project investigating management development for SME managers using an action learning programme, combining both face-to-face workshops and a virtual action learning environment. This programme was undertaken as part of the ENSeL (Engaging Networks for Sustainable eLearning) project, which was supported by…
Descriptors: Experiential Learning, Foreign Countries, Management Development, Electronic Learning